Mark Steinman Email & Phone Number

Charlotte, North Carolina

Managing day-to- day operational support for globally located lines of business as well as process owner for two domestic operations. Senior leader responsible for procedure, impact and staffing governance, including reporting and capacity planning; and, responsible for driving employee engagement strategy. Lead a team of employee readiness professionals (learning coaches and designers) coordinating consistent training. Process Owner for the end-to-end deposit process (opening, maintenance and closing) and of a middle office team of 90 employees that includes responsibility for coordinating operations with India operations (~400 FTE). Coordinate and develop financial plan on behalf of operating executive.

Charlotte, North Carolina Area

End-to-End Fees Process Owner - Legacy Asset Servicing, Charlotte, NC 2011 - PresentBuild out and managed all aspects of multi-billion dollar fee business. Monthly Fees exceeded $100mm Developed and executed on a multi-generational plan to transform business to align to emerging and changing regulatory environment. • Ensured compliance of default fees charged to customers that satisfied 2010 $100 million settlement with the Federal Trade Commission (FTC). Leading and coordinating with Change and Technology teams, ideated, designed and implemented an automated solution to re-position portfolio to meet FTC compliance requirements in three months vs. normal 6-8 month timeline for projects of similar size and scale. Results: 100% accuracy to FTC Compliance requirements and under 100 escalations on over 2 million impacted customers, none required adjustment. • Managed all aspects of remediations required to meet terms and conditions of FTC Consent Order, including lead business negotiator for Supplemental FTC Consent Order and on-point business executive for all FTC related matters.• Implemented bi-monthly improvements to automate critical controls to ensure compliance with FTC Order, including automation of reinstatement and payoff rules, state rules, and bankruptcy and foreclosure rules. • Managed operating routines to ensure monthly governance and oversight of critical fee business issues, reporting, emerging regulatory issues, improvement routines, and co-ordination with OCC Consent Order, MRA results and DOJ Servicing Standards impacts.

Charlotte, North Carolina Area

Built out process design capability and improvements for mortgage servicing platform where no formal capability previously existed.• Identified, hired and organized critical talent with right skill set for the environment. Results: In one year hired 50 associates representing 4 master black belts, 18 black belts and 16 greenbelts, including 15 associates with MBA’s, 7 with Engineering backgrounds and 6 with Lean skills. • Initiated multi-year foundational work to identify and map all processes within complex servicing environment work, creating one source of the process definition while accelerating process and project improvement timelines. • Provided critical design resources to transformational efforts in a variety of areas within Servicing, including:• Foreclosure: developed processes and organizational design to take advantage of state of the art work flow tool, successfully deployed in October, 2010. Results: 20% process and 20 day cycle time improvement.• Foreclosure Review Committee Operation: implemented a variety of process improvements and simple technology changes. Results: throughput improvement of 40%.

Charlotte, North Carolina Area

Drove Operational Excellence for national team of fulfillment (450) and servicing (250) associates responsible for commercial loan operations.• Fulfillment: Developed and drove execution strategy of commercial fulfillment transformation by a) implementing workflow tool capabilities and paperless processing in a multi-site operating environment, b) building out capability to migrate processes to India, c) building out a new operating platform in former Legacy LaSalle environment and Gurgaon, India, while leading a team of 450 associates fulfilling commercial credit requests. Results: Drove a superior client satisfaction Top Two Box Rating of over 70%. Implemented domestic and global load leveling schemes while reducing site variation. Reduced domestic capacity by 25% within nine months; closed 8 of 15 operating centers as a result of investments. Built out first operating center in India with 50 associates. Broadened mid-level leadership span of control from 7:1 to 14:1 while stretching their capabilities to engage in strategic initiatives. Created relationships in Sales, Product and Pricing to influence decisions that had downstream client impacts.• Servicing: Developed and executed strategy to reduce capacity by 20% while improving client service levels. Identified and executed on a series of process improvements to increase operational capacity. Results: Reduced required headcount by 20% while improving client service level agreements expectations from 70% to 90% in 120 days. Reduced number of operational sites from seven to four, reducing variation of process between sites. Migrated specific loans types to sister operation that was 30% more productive, migrated work to India, reduced production of unnecessary paper, eliminated process steps from Small Business Administration claims process, resulting in over 50% improvement in throughput within four weeks.

Charlotte, North Carolina Area

Drove work stream/initiative identification and execution for $8.8 billion Deposits end-to end cost pool; led 35 associate team to drive measurement, analysis and execution to increase productivity/ reduce unit cost per account across end-to-end business.• Managed nine significant work streams delivering over $100mm of annualized value. Work delivered over 1,500 FTE in capacity saves. Developed pipeline of additional works streams representing an additional $100mm of additional productivity gains. • Quickly turned around poor associate team morale by developing a series of communication forums, recognized associates' work and contribution, and focusing work teams on the 'vital few'.

Charlotte, Nc

Drove strategic understanding of end-to-end fulfillment process using Process Excellence tools and techniques; drove significant business transformation.• Developed and implemented game-changing automated workflow/paperless processing strategy to position Fulfillment as a “low cost producer” in the marketplace and enhance cycle time metrics.o Identified and implemented $100mm opportunity to eliminate entire credit file, raising 12mm to fund effort. o Identified key service providers, developed relationships and negotiated contracts with best-in-class vendors to drive solution: automated workflow technology vendor and scan and index vendor; developed workflow deployment strategy. Negotiated aggressive service level agreement with vendors. o Identified and developed key talent to lead effort successfully, passionately and flawlessly. • Championed strategy, enabled by game-changing execution of paperless environment, to off-shore ‘back office’ processes to India. Organized team to execute on delivering off shore capability of over 120 associates within 6 months. Delivering Phase One benefits (40 associates) in 90 days; Phase Two (80 associates) completed six months later.

Charlotte, Nc

Drove implementation of Quality/Six Sigma program within Insurance Services Group and lead Service Operations towards process excellence • Deployed Six sigma training through organization Identified department Critical to Quality (CTQ’s) elements for all major product lines.• Raised Services’ Customer Satisfaction “Top Two” box score from 56% to 76% and lowered “Bottom Two” box score from 26% to 4% in 1 year. Raised Services’ Associate Satisfaction from 65% to 83% in one year, while increasing productivity over 20%.• Hired and developed a Black Belt team and certified 12 Greenbelts creating over $7.5 million of productivity increases for two years running

Bachelor Of Science (Bs), Management

M.B.A.