Mark Goodwin Email & Phone Number

Charlotte, North Carolina, United States

I introduced the concept of a customer-centric culture and a go-to-market approach to the >700-member customer contact North region whose success outpaced the competition in productivity, client experience, sales and risk. In this case, numbers speak louder than words:⇨ 94% Associate Engagement Score⇨ 93% Top 2 Box Score⇨ 111% to Plan in Total Products⇨ 106% to Plan in CashI attribute our region’s success to creating a high-performing leadership team that drove responsible growth, high-level client care and partnered across the enterprise to optimize Merrill Edge, Home Loans, Dealer Finance and Small Business sales resources. In addition to directing the construction and opening of a new contact center, I am proud of hiring 5 that represented our region in the Pinnacle Club for performance excellence, and promoting 2 to positions of leadership during a period of consolidation.

I returned to replicate our earlier success at Merrill Edge sales across additional specialized products – in this case Small Business and Dealer Finance. I am proud of quickly moving the needle by building and leading a team of Sales Proficiency Coaches that supported New England and Mid-Atlantic Region Execs, Market Sales and Financial Center Managers, and Sales Associates.

Brought on to address the state’s poor performance track record, I catapulted its scorecard performance and increased national sales team rankings from 27th to 13th of 38 (Top 25%) in just 6 months. The strategy I directed encompassed consumer market manager influencing, competitive sales plan development and KPI accountability. Through sales training that provided persuasive techniques for our brand and product offerings, I improved banker and specialist performance

Taking on a new niche after the Bank of America/Merrill Lynch acquisition, I grew NE region quality referrals 400% from inception – leading the country in Merrill Edge Advisory referral and quality metrics. I am proud of establishing relationships, and ensuring accountability, with Financial Center executives for this newly launched product.When it was time to expand, I built a team of 10 that achieved volume and quality targets, and supported Area Executives, Consumer Market and Banking Center leaders. This team served as the foundation for a nationwide Relationship Management program still in place today.

Another example of influence through persuasion, I gained consumer marketing executive leadership buy-in that drove small business sales across the NE, SE and Midwest U.S. in the face of corporate downsizing that reduced headcount 60%.As a Sales Manager mentor, I spearheaded a Midwest performance turnaround and introduced small business banking sales as a permanent scorecard metric. In this role, I partnered with Region and Market teams to identify and address performance gaps, eliminated “zero producers,” and developed outbound call and skill building best practices.

Although in this role a short time, I was able to execute a strategy that facilitated the nationwide adoption of the Small Business Debit Card – then a greatly underused product – as a small business sales offering. I leveraged customer, product and financial center channel expertise to develop KPI reporting used nationwide.

New to Business Banking, I established a relationship network spanning investment and premier bankers, attorneys and accountants. In just 12 months, I stood as a Top 10% producer amongst 1,500 peers nationwide with a portfolio encompassing $2M to $20M businesses.I was named a Business Banking Super Star 14 times, based on success analyzing consumer banking client’s financial and operations strategies in order to recommend financial services that met their unique needs. In this role, I was brought to serve as an appointed member of the South Region’s Executive Council, a new hire Client Manager mentor, and a core member of the team that designed a new client manager prospecting tool.

During my first 5 years with Bank of America, I was repeatedly tasked with turning around underperforming, and often high-profile banking centers – including its flagship city-center location. My efforts were recognized in 2001 – when I received the President’s Club award reserved for Top 2% of all performers. Through smart hiring and restructure, associate training and development, and expanded customer relationships – teams under my direction exceeded sales and service expectations across financial centers with wide-ranging loan and deposit bases. In part, I credit this early success to my years at Wegman’s Food Markets, where I’d witnessed first-hand the importance of putting customers first, and where as a store manager, I was able to lead teams as large as 200 at a very young age.