Manage 2 teams of loan administrators responsible for data gathering, system entry, legal documentation, closing, post-close servicing of large, complex commercial loans representing approximately 50% of total loan volume of the organization. Manage team of support staff responsible for paid loan processes. Responsible for reporting portfolio balances and trends; tracking compliance with government regulations/policies; preparation of components of financial statements.• Key resource for conversion/implementation of new CRM, and loan origination software. Developed training material, job aids, new reference material for staff in preparation for conversion/post-conversion activities• Created new team dedicated to providing paid loan processes, increasing compliance with industry standards, improving accuracy and efficiency, enhancing customer experience • Created a process for regularly soliciting feedback from sales, credit, administration teams related to a system conversion that had customer facing impacts; worked to address the challenges presented• Assisted in implementation of PPP loan program, managed team of individuals recruited to assist in booking/servicing PPP loans• Resource for the development of COVID related loan deferral program

Managed team of administrators responsible for closing commercial loans (including coordinating all legal documentation and on-boarding) and monitoring compliance with post-closing SOX reporting requirements. Responsible for monthly reporting of portfolio balances and trends; quarterly financial reporting for board of directors tracking compliance with government regulations/policies; quarterly reporting for company/regulator financial statements. Developed standards for preparing, generating, tracking legal documents for commercial loans. Mapped end-to-end processes for the department to eliminate gaps between upstream and downstream systems and ensure compliance with company policy, industry best practices, training of new employees. Redesigned monthly portfolio reporting process resulting in a 70% reduction in generation time and enhanced the accuracy of data. Reformatted design of report to capture more data and provide better access to information for users. Developed process for accurately and timely reporting of missing loan covenant/compliance items; included trend analysis, progress monitoring. Redesigned quarterly board reporting process and format resulting in a 50% reduction in generation time and created simple graphic representation of compliance with policy. Improved accuracy of reports for government regulators. Documented revised reporting processes. Trained staff to run queries, generate reports, resolve issues. Part of team tasked with standardizing processes across 8 regions/70+ offices. Responsible for documenting SOX procedures to ensure proper reporting of participation loan assets and revenue. Ad hoc reporting/analysis as needed.

Provided client support including training, research, testing, and documentation of software functionality. Advised operations management on best practices for data entry, retrieval, reporting. Coordinated cross-functional teams for the delivery and implementation of standard software upgrades and custom software enhancements.  Redesigned client’s data purge process reducing time requirements by 30%. Provided direction to developer to automate quarterly reporting; tested output for accuracy; implemented solution saving 8 man hours per quarter and improving access to and retention of reports. Advised technicians on enhancing software to comply with changes in FASB reporting requirements

Managed strategic, high-growth loan accounting department supporting customer relationships that accounted for $18 billion (over 40%) of bank assets. Translated strategic goals into day-to-day policies and procedures; served as escalation point for customers and trusted resource for strategic partners/customers; provided training and development opportunities to staff. Identified $2 million unbilled/uncollected fee revenue in first 6 months of employment. Improved communication process between operations department and letter of credit department increasing accuracy of customer invoices and financial reporting. Provided guidance on customer initiated project to maintain, monitor, track, and report on bonds issuances.  Transformed a poor performing unit into one of the most productive, responsive units in the division. Attained consistent staff and quality levels despite 50% increase in transaction volume. Acted as key resource for financial report preparation and internal/external audits. Monitored/managed key performance indicators and service level agreements of department.

Identified, analyzed, designed, tested and implemented multiple system enhancements to streamline and enhance overall system performance and quality. Supervised and trained incoming technical advisors. Managed recurring projects including on-boarding new clients and minor system enhancements.  Analyzed and documented business needs for money transfer system conversion project; coordinated test plans; identified and documented issues; monitored quality; developed new reporting mechanisms and interacted with external clients, improving system response time and reducing system downtime. Designed, implemented, and maintained a project to automatically fax reports to clients, eliminating 8 man hours of manual faxing per day. Assessed, developed, tested and implemented major system enhancement, resulting in drastic reduction in manual processing of student fund returns and dramatic improvements in quality.