First State Bank & Trust Co. is a strong and growing community bank with outstanding industry ratings and a more than 120-year history. We have been listed among the KCBJ Five Strongest Banks doing business in the Kansas City area. We are honored to be on the Weiss Ratings list of Best Banks in America, and we have again earned the BauerFinancial 5-Star Rating. Responsibilities include partnering with bank leadership to provide strategic leadership, as well as to provide management of the bank's financial needs and manage multiple administrative functions including human resources, risk management, facilities management and project management.

Responsible for all facets of financial management for a quickly growing company. Net income for the company has grown substantially with 60% revenue growth; 30% growth in assets under administration, and 44% growth in staff over the last 3 years. Proven adaptability to new challenges; eagerly consumes and successfully manages a wide array of responsibilities, many that were new and challenging assignments. Heavily leverages previous experiences while scaling the practical application to a smaller firm. • Nominated and approved by the shareholders to join the CEO as the only management representation on the Board of Directors for NAH, as well as for the subsidiary businesses; I am also a member of the Board’s Finance Committee• Teamed with the firm’s CEO and Chief Counsel to negotiate outcomes from an OCC re-licensing exercise; as well as to obtain required regulatory approval for an acquisition• Implemented enterprise-wide risk management and compliance practices to fully remediate OCC regulatory concerns with regards to the firm’s commitment to safety and soundness• Implemented accounting policies and procedures including detailed control disciplines for revenue and expense recognition• Provided improved visibility into performance through the development and presentation of firm-wide metric oriented dashboards to feed executive meeting conversations• Implemented performance based incentive plans, both for annual bonus and sales commissions. Sales increased 60% in the first year of the sales commission plans• Point person for various HR oriented activities (assessment of benefit plans, policies, communications, etc..) teaming with our outsourced HR partner firm• Implemented a business resumption / disaster recovery discipline, and developed a playbook; leading the firm through multiple exercises of the plans• Successful development of the finance team through varied coaching and mentoring disciplines

CFO for the country's 8th largest retirement plan record keeper, with 1,300+ personnel in multiple U.S. locations, generating $220+ million in annual revenues. Business results reflect annual margin improvements despite broader economic challenges. Managed 13 direct reports in 2 locations, with another 15 indirect reports in five locations. • Developed routine financial reporting and review processes to provide clarity of financial results and assign accountabilities to business executives, employees, and the broader J.P. Morgan Investment Management senior executives.• Managed regular financial planning exercises to ensure alignment of objectives across the executive team with the firm’s long term objectives. • Initiated various expense management projects that generated expense reductions of $8 million within '08, $13 million in '10, $9 million in 2011, and $5 million in 2012. • Implemented a detailed project tracking process to ensure financial transparency on large and complex projects (ranging from $1 million to $32 million of spend), which ensured benefits valued at $24 million+ were achieved without cost overruns. • Implemented client profitability reporting for our largest 200 institutional clients using driver-based cost allocation methodologies. Results generated 1,700+ action items to increase profits client by client, with projected $5 million in net income improvements. • Re-designed new business pricing model and approach to ensure new clients will meet profit margin objectives, resulting in reduced break-even time for new business from 3 years to 1 year.• Transitioned Finance team from a transaction oriented function to an analytically focused team that partnered with business executives to improve bottom line results, while absorbing increased analysis and reporting requirements, resulting in a decrease in Finance staff of 20%.

CFO for the primary infrastructure function supporting J.P. Morgan's Global Investment Management business. Annual expense budget for the group exceeded $460mm, employing 2,700 personnel located in 10 cities globally, with annual technology investment spend exceeding $130mm. Managed a staff of 11 direct reports, with 10 indirect reports. • Created, implemented, and maintained the Global Investment Management Technology and Operations (T&O) monthly financial management and reporting process allowing Investment Management executives to effectively prioritize $130 million of strategic technology investments, as well as provide T&O expense clarity to a heavily matrixed mix of internal clients, allowing for enhanced decision support for T&O initiatives.• Secretary of the Global IM Technology Council which was the governing body for technology investment decisions. • Devised and implemented a Total Cost of Ownership model reflecting costs for 350+ technology applications. Results were used to assign expense management accountability to application owners and to promote pro-active dialogue with business owners on demand management practices. • Established pro-active communication and reporting processes with J.P. Morgan's corporate technology infrastructure partner to ensure clarity on $80 million of annual internal charges, resulting in expense reductions exceeding 10% annually.

CFO over the Bank One (B1) Investment Services Group’s infrastructure function. Annual expense budget for the group exceeded $110mm, employing 500 personnel. Managed 7 employees.• Managed numerous exercises associated with the J.P. Morgan Chase and B1 merger; successfully integrating the financial management of $460 million in expense, and generating increased demand for transparent Global Investment Management T&O reporting. • Represented Finance in business initiatives to re-align staffing and produce capacity for increased investment spend. Results are reflected in a support staff to IT developer staff ratio of 33% (compared to industry norm at the time of 60%).

CFO of the 3rd largest corporate trust provider in the U.S. with over $1 trillion in principles outstanding, annual revenues exceeding $150 million and pre-tax margins exceeding 50%, as well as the Investment Management national operations area employing over 370 employees with $50 million+ in annual spend. • Integral leader related to all activities around the divestiture of the Corporate Trust business to J.P. Morgan Chase in November 2003.• Accountable for managing the generation of the schedules needed for the offering memorandum which represented the business to potential suitors.