Community banking financial systems and accounting and implementation.

• Responsible for financial and regulatory reporting, ALCO/IRR, liquidity and investment activities and policy compliance.• Supervised staff of six responsible for financial/regulatory reporting, included parent company reporting to India, accounts payable, fixed assets, prepaid assets, income taxes, foreign exchange dealer, liquidity management, and interest rate risk.• Created detailed one and three-year budget and reported ongoing budget vs. actual performance measures.• Successfully converted an antiquated proprietary general ledger system to new core IT banking system. The GL conversion resulted in no unexplained outages or minimal conversion day issues. Minimal day processing issues or staff overtime. For new GL system, developed and implemented new chart of accounts. • Put in place a regulatory reporting framework and processes for loans, deposits, and GL which used new core IT system reports for regulatory and financial reporting. • To correct prior problem loan accounting challenges, headed an initiative and implemented new ALLL methodology and processes for more timely and accurate identification of nonaccrual/TDR loans and impairment measurement.• Integral team member which successfully converted SBA loan portfolio from third-party system to fully integrate with new core banking IT system. • Put in place new accounts payable, fixed asset, and prepaid asset accounting systems to increase operational efficiencies, improve effectiveness, heighten awareness of operating costs, and strengthen oversight/controls. • Developed and maintained Cost Containment Initiative Log and implemented a number of cost savings ideas including centralizing/controlling office supply ordering, eliminating storage areas, eliminate in-branch ATM’s, and evaluate vendors.

$300 million 5 branch thrift with 75 employees. Doing business in Park City, Utah and Southern California.Joined new executive management team of troubled bank. Areas of responsibilities include:• Created comprehensive and focused presentation packages or pitch books for potential investors and financial institution acquirers and investment bankers. • After Bank regulatory criticism for allowance for loan losses (“ALLL”) methodology and practices, assumed responsibility for creating new ALLL methodology. Using the revised ALLL methodology, obtained regulatory approvals for major negative provisions for loan losses in 2013 and 2014.• Bank’s primary contact or interacting with data processors, and counterparties in managing sale of two branches and $30 million of loans which resulted in doubling the Bank’s Tier 1 capital ratio. • Retooled accounting staff and processes to significantly reduce past findings of control deficiencies in accounting systems and internal control weaknesses. Implemented a system which delivered month end financial statements within two days after the close of a month. Developed and implemented new accounting policies and procedures which resulted in timely, accurate and meaningful reporting of financial information. • Improved financial reporting and communication of financial results to directors via comprehensive monthly CFO report. CFO report reflects all aspects of organization including lending, retail banking, as well as focusing on expense control and fee revenue collection and opportunities. Established key performance indicators (KPI) metrics for certain areas to improve operational efficiencies, communicate expectations to employees and report performance to managers and board. • Responsible for investment portfolio by creating disciplined and objective based management approach. Chairman of ALCO and Investment Committee.• Responsible for human resources and management of information technology areas.

$300 million assets with 90 employees and 4 branches. Approximately half bank ownership by local Native American Indian tribe. Areas of responsibilities include:• Developed and implemented accounting procedures which resulted in timely, accurate and meaningful reporting of the financial position and operations of the Bank and holding company. Procedures developed focus on mitigating risk by strengthening internal controls.• Responsible for financial reporting which include Board Reports, Federal Call Reporting and Form 10-K/Q.• Created and developed model to calculate adequacy of ALLL and put in place systems to record nonaccrual loans on a timely basis. Developed the written quarterly narrative template which discussed and supported ALLL.• Oversaw investment security, liquidity and asset liability management functions of Bank.• Responsible for budget development, creation and coordination with others, including deposit managers, loan managers, president and directors. • Developed and oversaw web based portal for secure delivery and management of meeting materials for directors, management and reports for outside third parties. Developed web based map system of OREO properties with icons denoting property location, property types (i. e. CRE/SFR/Land) and status (in escrow or no offers outstanding), description and pictures. Initial chairman of Bank’s Information Technology (IT) Committee which developed strategy for the Bank’s technology, established monitoring systems for certain technology products or services and established a structured framework in which the Committee operated.Community involvement includes Treasurer, Executive Committee member and member of the Board of Governors of the Desert Healthcare Foundation, board member of a local community church and Western Independent Bankers’ Association Technology Summit Advisory Committee member.

$1 billion former mutual savings and loan which converted to publicly held entity in 1995 to form HF Bancorp, Inc. Bank acquired previous employer where I was CFO and director. Bank had nineteen branches and approximately 260 employees and operated in Southern California. Supervised and assisted the management of a $430 million investment security portfolio which was comprised primarily of fixed and adjustable mortgage backed securities, agency securities, and CMO’s. Performed ancillary functions to investment management such as collateral pledges, buy/sell/reinvest analysis, and broker management.Prepared interim and annual budget for entire Bank, including its nineteen branch network. Served as member of the Asset Liability Committee and Internal Asset Review Committee.As Internal Asset Review Committee member, developed new loan risk matrix that incorporated three years of historical loan losses to support the Allowance for Loan Losses for Bank and acquired entity.

Four branch $200 million asset federal savings and loan association which was publically held with approximately 80 employees. Operated in Southern California (Coachella Valley). Responsible for all internal and external financial related reports for a four-branch $200 million publicly traded thrift whose stock traded on NASDAQ Small Cap Market. Responsibilities include preparation of annual Form 10-K and quarterly Form 10-Q’s. During tenure both public accountants and attorneys reduced professional fees due to better internally generated and prepared financial information.Prior to employment Bank’s reported net income of $11,000 on $115 million asset base. During last full year prior to acquisition net income reported grew to $1.2 million. Implemented system to insure timely delivery of accurate financial statement in substantially their final forms by the middle of the second business day following month-end.