Lisa Cable, Cism Email & Phone Number

Promoted safe online banking practices with clients. Developed cyber security awareness messaging for the bank’s websites. Collaborated with lines of business on cyber and fraud prevention initiatives. Delivered internal risk training to employees and leaders.Co-developed a client-facing digital security check up tool to proactively protect client's accounts. The security check up concept was submitted for a patent.Contributed to the re-design of the bank's Security Center and digital content on security and identify theft protection. Added clear calls to action, a fraud prevention checklist and tips to avoid scams.

Manage risks associated with the access employees have to consumer bank systems. Drive compliance of information security requirements. Improve access management processes for the bank and drive the execution of audit remediation deliverables.Established a governance team to mature access provisioning to 1,025 consumer applications, resulting in a closed risk issue. Project managed a new SOX audit requirement to review access associated with regulated databases. All audit requirements were met.Participated in several Identity and Access Management transformation work streams. Defined access reviews in a matrix that improved policy compliace. Revised the access review modeal to treat application level reviews based on risk.Led an enterprise-wide employee awareness campaign focused on risks associated with access to information that resulted in 83% of employees responding with improved understanding about keeping information secure.

Developed management processes, routines and training for the consumer retail bank and 6,100 branches of the bank directed toward improving sales, customer satisfaction and operations.Improved the market leader coaching process based on executive input. Created a standard process and a diagnostics report for measuring branch performance. The changes solved gaps in consistency of metrics, root cause accuracy, action plan appropriateness and banking center impact. Served as the business lead in the design of a new hire curriculum for banking center managers to reduce a 35% turnover rate, achieving a savings of $1.4 million for every 1% reduction in turnover. Led the design of the courses in root cause analysis, critical thinking and planning and driving behavior change in associates through action planning. Implemented a quality review process to improve the collection of required legal documentation from small business customers opening new deposit accounts. Missing documentation decreased by 19% from December 2007 to December 2008. Recipient of the World Class Customer Experience Award.National Sales Team Recognition Third Quarter, 2008.

Developed first mortgage sales programs and proceses to achieve sales and customer goals within the consumer bank. Introduced new products and sales training.Led a mortgage refinance campaign in the fall of 2007 achieving $13.8 million against a goal of $9.2 million.Successfully launched the industry's first mortgage program with no lender fees or closing costs. Created associate sales tools and training for the program launch. Exceeded plan by 21% in applications and 8% in fundings.Spirit Medallion Award Winner September 2007

Designed mortgage process, product and system enhancements for the consumer bank. Managed projects from start up through testing and implementation. Worked closely with product, marketing, training, fulfillment and technology.Developed a Mortgage Basics and Good Faith Estimate training courses for sales associates in the banking centers to improve the number of associates producing a mortgage application. By third quarter 2007, the percentage of associates producing a funded mortgage increased to 85% from 77% in 2006.Worked on several sales and fulfillment projects to improve approval rates, pull through and reduce fulfillment costs. These included enhancing the credit criteria that increased point of sale approvals from 55% to 70%, a rate lock job to improve associate adherence to pricing guidelines and a multi-channel application quality initiative to improve leader and associate awareness of application defects and reduce the number of errors that led to fulfillment rework. Earned Six Sigma Greenbelt certification for designing a process for implementing new associate job roles in banking centers. The process mitigated the risks to associate effectiveness, compensation, incentive and staffing. New job roles cost on average $500,000 to test and up to $11 million to implement across 6000 branches.Spirit Medallion Award Winner June 2006

Led and supported sales strategies to increase cross sales of banking products with a mortgage.Key team member on a strategic plan to migrate from a product cross sell approach to bundled solution sale in order to grow products per household. Products in the mortgage bundle included ACH, insurance, home equity, checking, savings and credit cards. Contributed to the marketing value proposition, product bundle, system design, associate training and communications and user testing. Deployed technology to enable cross sells of product bundles and new sales reports for tracking cross sells to 3000 banking centers in November 2004. Cross sales increased from 4.29 in November 2004 to 5.52 in July 2005 against a goal of 6.15 products by year end 2006.Promoted to Vice President, June 2004.Spirit Medallion Winner April 2004.Spirit Medallion Award Winner September 2007, June 2007

Managed and executed associate recognition and reward programs to drive improvement in key business metrics and to increase associate satisfaction. Supported Consumer Real Estate, Dealer Financial Services and Customer Service. Accountable for an annual budget ranging from $400,000 to $3 million.Developed the award criteria for Consumer Real Estate's annual top performer award. The criteria became a best practice in other lines of business. Improved associate satisfaction in Dealer Financial Services by 18% against an improvement goal of 10%.Developed a manager's recognition and reward reminder tool that became a company-wide best practice.Designed and executed several sales and service campaigns that included internal marketing collateral and focused on improving sales, customer satisfaction, loan cycle times and first call resolution.Customer Experience Leadership Awards in May 2003

Implemented a call monitoring and coaching program in the Richmond Consumer Loan Center to measure customer satisfaction with the loan process. Developed and facilitated training to prepare associates for the service standards. Increased quality scores from 90% in April 2000 to 94% in November 2000.

Strategic personnel advisor to the executives and support to 350 associates. Assisted leaders in staffing and on boarding new associates, performance management, compensation, benefits, and career counseling.

Managed the consumer real estate loan processing for the Mid-Atlantic markets, including 2 supervisors and a 30 person team.Winner of the 1997 Spring Focus campaign for best team performance.