Mark Hendrix Email & Phone Number

Columbia, South Carolina Metropolitan Area

Provide strategic advice and guidance for clients and professional services firms. • Created a comprehensive Omni-channel strategy for a Latin American financial services provider; analyzed distribution network; presented a right-sizing initiative with a forecasted $200M in revenue and expense enhancements.• Identified critical issue management activity and provided marketing strategy for major health care provider.• Created a new business development plan for professional services firm.• Developed analysis and content development of industry research for c-suite executives.

Cincinnati, Oh

Led a 45-person marketing team (brand management, research, product management) and created a new company mission, purpose, and value proposition.• Analyzed market research, competitive intelligence, and consumer trends to overhaul brand image and drive consumer interest. • Partnered with executives to align goals with regulatory guidelines and change in business landscape; identified $500M in revenue potential.• Hired a new advertising agency to lead rebranding; improved purchase consideration by 7%, and employee acceptance and understanding by 90% in one year.Led a 300-person task force that reengineered product portfolio; the largest project in bank history.• Conducted voice of customer (VOC) analysis to determine areas of opportunity in current customer base, key competitive offerings, perceived customer value, and bank revenue.• Consolidated product offerings from 42 to 8; developed processes, procedures, and systems; oversaw testing and pilot programs; improved sales, technology, compliance, and call center performance. • Generated $3B in new deposits, $27M in incremental service fee income, 98% customer acceptance score, and 100% in transparency of disclosure practices.Directed teams that identified growth opportunities, developed marketing programs, and redesigned products. • Directed an enterprise program office to institute a segmentation program; defined and communicated segment-specific service standards; introduced new service, sales, fulfilment, and measurement tools; optimized and prioritized resources and facilitated capacity planning.• Built “Preferred” program to penetrate the mass affluent market; captured 115,000 customers, and produced $28M in monthly revenue in 3 years.• Created a comprehensive marketing program and budget, advised management on improving 300 underperforming branches; established a process to assess local traffic patterns, demography, and competition; and generated 31-70% return on investment (ROI).

Pittsburgh, Pennsylvania

Transitioned to PNC as part of the Riggs National Corp. acquisition. Directed a 175-person staff, and a $300M budget.• Spearheaded the creation of the Virtual Wallet; secured resources and funding; hired an innovation firm that utilized ethnographic research for rapid prototype design and testing. Captured 125,000 accounts, and achieved a 98.5% retention in one year.• Overhauled corporate branding; recommended a new architecture that focused on key brand assets, which eliminated inconsistent taglines, customer detachment, and ancillary expenses. Developed and deployed brand activation programs to enhance internal branding and customer commitment; improved purchase consideration by 10 points, and brand equity by 8 points.• Led design and implementation of a web-based digital signage program, which unified and standardized print and digital communication, and enabled targeting by branch, segment, and daypart. Improved branch appearance standards by 40%, generated 4 times ROI.• Created a company-wide framework for addressing growth targets, resource allocation, and decision matrix to unify business unit planning, which increased productivity.

Washington D.C.

Oversaw a 100-person department, including call center, sales, training, distribution, marketing, corporate communication, and product development.• Proposed comprehensive plan to combine regulatory, public relations, legal representation, and risk management into one cross-functional team that addressed and remediated past enforcement actions across the organization, which retained core business customers. • Conducted due diligence, selected, and negotiated a merger agreement with PNC Bank; led post-merger integration, including product mapping, asset divestiture, and resolving regulatory matters.