Working with key stakeholders to build compelling business and commercial products at Heritage Bank NW.

Responsible for deposit, standardized loan (minus mortgage), debit and credit card products for consumer, private bank and business customers.

Helped build-out the treasury/cash management product offering, improve the customer experience, and helped shape the implementation of a bank-wide CRM solution.

Led the build out of business products and services, including identifying opportunities for new business deposits, cash management fee income, and real-time small business lending. Here's what I accomplished in the time I was there:• Implemented the FIS Enhanced Account Analysis (XAA) platform and reviewed fee structure and proposed new pricing model for cash management line of business.• Analyzed seven different specialty deposit opportunities for gathering business deposits, and began preparations to bank Money-Service Businesses (MSB) and Third-Party Senders (TPS). Created product offering for medical practices and restaurants• Led project to implement the Numerated real-time online lending platform for small business lending• Led business requirements discussions with commercial lenders, underwriters and portfolio managers to customize nCino / Salesforce as part of a bank-wide CRM implementation

I was hired to revitalize Operations and here's some of what I accomplished:• Commercial Lending - I recruited the talent and created a new team focused solely on the commercial lines of business. This allowed us to build depth in commercial products and allowed the bank to move some things from Commercial Credit to my operations area, namely reporting, post-closing review, and the handling of commercial collateral. We excelled in Loan Reviews.I also met regularly with leaders of different commercial business lines to hear what they were facing, and figure out how I could help. One item I helped with was driving the implementation of a new loan origination system (LOS) for commercial. I also handled all the contract negotiations for that new LOS.• Mortgage Lending - I helped the head of Busey Home Mortgage map and re-engineer his processes to reduce errors that were cropping up at the time. My team and I supported his team very closely with process mapping and improvement expertise, and the combined team made dramatic quality improvements quickly.• Treasury Management - We implemented an account analysis system, Positive Pay, and enhanced client-side security monitoring. We increased the size of the team and built great depth and bench strength in client onboarding and servicing. This area then received the first-ever perfect score on bank customer service feedback surveys.• Employee Morale - I raised employee morale and engagement scores by 20% in year one, and exceeded (raised) bank targets for employee satisfaction by 10% in year two. In 2016, the bank was voted one of the "Best Banks to Work For" by American Banker magazine. Transformed Bank Operations from a passive/defensive to a more constructive-type culture.• Oversaw the operations integration of two acquisitions (+50% asset growth) and worked very closely with commercial banking and treasury sales teams at acquired banks to smooth the transition for commercial customers and associates.

I was brought in to reinvigorate Operations after the previous manager had departed. Here's some of what I did:• Improved the accuracy of the company’s mortgage business by building a quality screening function to identify errors in the loan origination pipelines in a timely manner, reducing loan closing delays by over 65%.• Built a User Acceptance Testing (UAT) program for core processing platform periodic releases, leading to fewer bugs in the production environment and better utilization of system upgrades throughout Operations, Finance and Risk.• Optimized performance on business audits and annual regulatory exams. Resolved over 170 long-standing open audit findings, and improved audit performance by fixing processes and implementing process controls, resulting in 88% fewer findings on average per audit.• Instituted departmental training programs to transform operations customer service. Operations area cited in a 2013 internal customer survey as delivering the best internal customer experience in the company, and this initiative was integral to the company winning a JD Power award for outstanding customer service in 2013.• Engaged with sales force to determine areas of opportunity, resulting in re-engineering effort for new client onboarding processes, reducing new client onboarding times by 75%. Completely revamped Payroll Operations to reduce cost and redeploy staff to higher value-added acitivities within Payroll. Oversaw a 38% growth in the business during my tenure.• Spearheaded the renegotiation of the core processing platform relationship, yielding significant cost savings and a significantly improved client-vendor relationship.

I was part of the deposit products team, and oversaw a major project plus some smaller initiatives around debit:• Co-directed project (with TD Canada Trust) to manufacture a product solution and create new acquisition channel for 650,000 Canadian customers to have full-functionality banking in the US. Handled product design, regulatory questions (OCC and Fed), process flows and business requirement creation together with the combined business, risk and IT team.• Explored debit card partnerships with external brands including cost benefit analyses and product positioning. Built models to determine profitability under various scenarios.

After graduate school, I was rehired by Citibank Germany in a role that straddled technology and business. This role ended when Citibank sold the Germany business in 2008. Here's some of what I accomplished:• Managed 10 person program office, responsible for creating the implementation strategy and methodology for a smooth transition to new core processing platform for bank with 11 million customers.• Overall implementation approach, created by my team, was adopted by Citibank as the standard playbook for future system conversions worldwide. This included readiness planning, validation procedures, bank-wide contingency planning (including communications strategy and Return-to-Business procedures), and dress rehearsals for upwards of 600 bank associates for a Waved Big-Bang conversion (4 waves over 6 weeks).