Jeff Kirby Email and Phone Number

Senior Credit Officer with credit responsibilities for large Commercial Real Estate loans

Responsible for all underwriting and credit decisions for the Direct Small Balance Loan Division. Lead four teams based on real estate product type with Team Leaders and all underwriting staff reporting to me. Established new underwriting guidelines and policies and procedures for Direct Program, which effectively started in November, 2006. Developed underwriting Excel templates for all product types, which include multifamily, multi-tenant and single-tenant commercial, hospitality, and… Show more Responsible for all underwriting and credit decisions for the Direct Small Balance Loan Division. Lead four teams based on real estate product type with Team Leaders and all underwriting staff reporting to me. Established new underwriting guidelines and policies and procedures for Direct Program, which effectively started in November, 2006. Developed underwriting Excel templates for all product types, which include multifamily, multi-tenant and single-tenant commercial, hospitality, and owner-user. Built existing team from scratch. Show less

Manage a department of 13 underwriters for multifamily and commercial real estate loans. Responsible for establishing new underwriting guidelines and policies and procedures for existing multifamily program and new commercial real estate program. Chairman of Credit Committee, where deals are approved daily as part of pre-qualification and also can individually approve all loans under $3 million. Responsible for the development of new templates for commercial real estate program and revised… Show more Manage a department of 13 underwriters for multifamily and commercial real estate loans. Responsible for establishing new underwriting guidelines and policies and procedures for existing multifamily program and new commercial real estate program. Chairman of Credit Committee, where deals are approved daily as part of pre-qualification and also can individually approve all loans under $3 million. Responsible for the development of new templates for commercial real estate program and revised templates for existing programs. Member of Program Committee, where all new programs are reviewed and approved and existing programs reviewed and modified. Show less

Managed a division of up to13 employees of a $6 billion bank. Through parent company, was responsible for underwriting on purchases of over $2 billion of commercial real estate loans over the last three years. Responsible for due diligence of loan portfolios with two large bank acquisitions ($5.5 billion). By working solely with counsel, was responsible for saving the bank over $30 million in expected losses on real estate loans caused by fraud. With staff and individually, worked out over $100… Show more Managed a division of up to13 employees of a $6 billion bank. Through parent company, was responsible for underwriting on purchases of over $2 billion of commercial real estate loans over the last three years. Responsible for due diligence of loan portfolios with two large bank acquisitions ($5.5 billion). By working solely with counsel, was responsible for saving the bank over $30 million in expected losses on real estate loans caused by fraud. With staff and individually, worked out over $100 million of troubled loans resulting in no losses for the bank. Member of Loan Committee, which I reviewed multiple deals weekly of up to $70 million, including commercial real estate loans, construction loans, and commercial loans. Senior Member of Internal Asset Review Committee. Established new policies and procedures for credit review and lending. Liaison for bank with the OCC in Asset Quality. Show less

Managed Southern California real estate division of 15 employees of Seattle-based financial institution/asset management company. As part of the sale of the bank to WAMU in 1992, the California division was to be closed by 1997. Completed liquidation of all assets in division two years ahead of schedule resulting in sizable savings for the parent company. Was retained after liquidation to oversee existing litigation for the bank until it was resolved. The portfolio liquidated was approximately… Show more Managed Southern California real estate division of 15 employees of Seattle-based financial institution/asset management company. As part of the sale of the bank to WAMU in 1992, the California division was to be closed by 1997. Completed liquidation of all assets in division two years ahead of schedule resulting in sizable savings for the parent company. Was retained after liquidation to oversee existing litigation for the bank until it was resolved. The portfolio liquidated was approximately 75 loans and OREO totaling over $175 million with minimal losses incurred by the bank. During 1991 and 1992, I was also involved in managing the loan origination function, which were primarily commercial real estate loans, construction and permanent. Show less

Responsible for portfolio of over 27 loans totaling $420 million secured by commercial real estate and financed by tax-exempt bonds. Duties included complex workouts, REO management and marketing, and construction loan administration.