● Works closely with Board of Directors to formulate, create, and implement Strategic Plans with both short- and long-term goals and objectives to position Worcester CU for sustained independence, growth, and profitable success. ● Established measurable goals and expectations for all staff members including updated job descriptions, recognition programs, and formal performance evaluations tied to results.● Increased profitability, efficiency, compliance ratings, and improved the overall operations of the organization in alignment with the strategic goals consistently since hire in addition to updating and expanding brand awareness, member and employee engagement product and services focused on multi-channel access and member ease. ● Created a member focused approach to all interactions with staff, removing process focused obstacles and empowering staff to seek solutions to make members feel value and appreciation for their membership with Worcester CU. ● Grew the Credit Union asset size by 32.92% during the first year despite COVID pandemic without adversely impacting dividend expenses or budget. ● Grew new members by almost 3% vs negative decline over the prior 5 years. ● Reversed trend of declining loan growth by posting consistently profitable, solid credit, organic loan growth of 5.47% compared to negative growth over the past 6 years. ● Decreased expenses by 22% and increased ROAA by 53%● Improved Regulatory Exam ratings significantly. ● Improved technology offerings including robust social media campaigns with geocoding, improvements for member education and engagement, expanded Ibanking platforms, electronic signature tools, online account opening, interactive website, targeted communication for educational, needs based marketing campaigns. ● Actively engaged in the community via Board roles and volunteerism opportunities, support the CU efforts with community groups, industry groups and local and national peer organizations.

• Developed and implemented new money market account to generate new deposit growth while managing existing member relationships with complimentary products and offerings. Generated $22M in new deposits in first 8 months exceeding all previous growth goals. • Leader responsible for the direction and results of the bank’s retail banking and residential lending divisions in collaboration with executive team peers across the organization to meet strategic and budget growth while maintaining a balanced risk/reward and data driven framework. • Created and executed business plans to retain and generate top performers, improve results and the member focused administration of policies and procedures. • Reorganized the retail banking network to be inclusive in the sales and service of all bank products including mortgage and consumer loan origination. Exceeded production targets by 21% for residential loans beginning in the first quarter after reorganization. • Reversed a three-year trend of deposit runoff by developing and launching new deposit products to attract and retain members and improve liquidity with lower cost of funds compared to borrowings: generated over $9M in new deposits in less than 3 months.• Implemented consistent staffing models for all branch locations to reduce expenses, increase productivity and improve member experience with engaged and active sales and service efforts. Reduced each location staffing hours by .75 FTE on average through normal staff attrition. • Developed governance frameworks for maintaining vendor relations, and oversee RFP processes, contracts, and service level agreements for sales, service and lending.• Active in the strategic planning process with all Senior staff and invited stakeholders to establish actionable targets, collaboration, to ensure continued success and budget compliance.• Developed open partnerships with other business lines within the organization to improve communication and member focused service.

• Successfully served as leader and senior manager responsible for the administration and results of the bank’s retail banking and consumer/residential lending divisions.• Managed 63% of the bank’s employees both directly and indirectly with 14 direct reports including Vice Presidents and Bank Officers.• Developed and directed strategies for launching new consumer loan and deposit products and implementing new systems for increased production/revenue.• Reduced customer and residential delinquency by 5% year over year with improved underwriting standards and reviews.• Strengthened the bank’s community relations by being active on local non-profit boards and involved in community events. • Served as key contributor of Senior Management team, Strategic Planning Team, and several committees including asset liability and rate, loan committee, risk and compliance, CRA and contributions, technology, and marketing. Served as Chair on several committees including Product and Pricing, Non-Deposit Investments, and Procedures.• Exceeded all sales and service targets assigned for each quarter by at least 10% annually.• Brought broad knowledge and expertise to virtually every change initiative or process improvement initiative the bank implemented including re-branding, creation of new branch model (Virtual Branch), call center standards, regulatory compliance, market growth, and growing new and existing relationships.

• After two years as Branch Manager, promoted to this newly created role and was selected to join the Strategic Planning Team.• Introduced Sales through Service approach to eight retail branches.• Over a five-year period, increased branch overall growth by 43% through training, mentoring, guiding and supporting 15 branch managers and their sales efforts.• Developed and Implemented Sales Success Program that encouraged both individual and team success with year-end celebration and monthly recognition.• Viewed as strong business partner, recommended new merger opportunities to Senior Management that successfully resulted in two mergers and new locations in new markets.

• Hired to manage and turn around the busiest retail branch in the network which was underperforming in all areas.• Turned around results in one year by improving growth goals by 20% in first year and 28% in second year.• Successfully stabilized staff turnover, improved overall compliance, and exceeded all budget targets.• Implemented Sales Through Service sales process with all staff members and managed expectations of all team members. • Improved employee morale and increased customer satisfaction levels to “Superior” that had previously been “Needs Improvement”.

-Progressed within the organization holding the following titles: Teller, Head Teller, Branch Operations, Operations Supervisor, Personal Banker, Senior Customer Service Representative, Assistant Branch Manager.-Named to President's Club for Sales achievement.-Served as member of Merger and Acquisition Team with First New Hampshire Bank merger.