Senior Vice President, Chief Financial Officer 2020 – PresentRecruited to grow the Credit Union and improve returns. Assets have grown from $4 billion to over $5 billion. Return on Assets improved from 0.45% to 1.00%. There are over 900 employees in the company and over 340,000 members. · Responsible for staff of over 100 across Accounting and Finance, Administrative Services (Corporate Facilities, Security, Purchasing), Corporate Strategy, Information Security, Enterprise Projects, Internal Audit, Legal, Fraud, BSA, Enterprise Risk and Regulatory Compliance divisions of the credit union. · Implemented a budget and forecasting model that provides a financial blueprint for multi-year targets and operational plans. Leveraged a peer comparison framework to balance member value with financial returns. SCU is consistently in top-third of peer member value and financial performance.· Developed a strategic plan designed to create and maintain financial wellbeing for members, built on three strategic priorities. Translated the strategic plan into business plans and operating metrics.· Attend Board meetings and present financial management reports, committee reports, and policy changes.· Work closely with the CEO to analyze franchise expansion plans through mergers and acquisitions and organic growth opportunities.· Head of the ALCO and Investment Committees. Chair of the bi-weekly Loan and Deposit Pricing Committee meetings. Member of the Business Loan Committee.· Implementing new procurement system for spend management and control.· Serve as Board member on Service Credit Union Impact Foundation.

Executive Vice President, Chief Operating Officer 2018 - June 2020Executive Vice President, Chief Financial Officer 2016 - June 2020Recruited to grow the Bank and improve returns. Assets grew from $650 million to just under $1 billion and Assets Under Management increased from $250 million to $400 million. Return on Assets improved from 0.45% to 0.80%. After 18 months was promoted to CFO and COO. Upon a thorough consideration of strategic options, the Company was sold to Cambridge Trust. Stock price rose from $21 to $46 per share over my tenure. Deal closed June 1, 2020. · Responsible for staff of 26 across Accounting/Finance, Compliance, Deposit Operations, and Residential Lending Operations. Created and hired data analyst to track key metrics and identify underlying issues and opportunities.· Built a forecasting model that provided a financial blueprint for multi-year targets and operational plans. Achieved balance sheet growth targets of 10-15% per annum and ROE targets of 9.00-10.00%.· Streamlined operations by automating processes, cross-training personnel, and upgrading human resources. Staffing grew by 8% while assets grew by over 50%.· Developed the strategic plan that identified targeted business segments. Translated strategic plan into key operating metrics utilized for the Enterprise Risk Framework.· Attended all Board meetings and presented financial, audit, and risk management reports.· Worked closely with CEO to develop investor relations materials and maintained relations with investors and analysts. Responsible for annual meeting of shareholders.· After one year appointed Secretary of the Bancorp.· Head of ALCO Committee. Chaired quarterly ALCO meetings and presented to the Board.· Refined quarterly COSO risk framework and responsible for management attestations. · Maintained Satisfactory CRA rating from FDIC and Massachusetts Division of Banks.· Responsible for all regulatory and SEC reporting; wrote 10-K and 10-Q.

Recruited to restore integrity to real estate financial contracting process. Responsibilities expanded to include financial management and control of Information Technology, Operations, Real Estate, Procurement, Human Resources, Legal, Finance, Audit, Compliance and Risk Management – a total of $4 billion of annual expenditures.· Created financial reporting and forecasting for Business Operations and IT Transformation Program, a multi-year initiative designed to increase operational efficiency and improve client service. The targeted $600 million in run-rate, net expense savings was achieved by end of 2014. Savings achieved through Lean initiatives, automation of operations, and relocation of work to low-cost sites.· Achieved Real Estate efficiency of $30 million in annual savings by consolidating 25 global offices.· Incorporated operational statistics into the budget process to identify critical investment in IT and Operations.· Formulated the budget and reporting for over 30 regulatory initiatives, over $200 million in annual spend, in response to examinations from the Federal Reserve and European banking regulators.· Established tracking for Procurement-related initiatives that saved $50 million in expense per year in 2011.· Segregated Finance Decision Support function from Accounting to sharpen analytical focus. · Headed the process to off-shore Decision Support resources to India. Relocated 40% of positions to joint venture in Chennai and Coimbatore. The on-shore team was reduced from 67 to 40.· Wrote sections of 10-Q and 10-K associated with corporate functions and expense savings programs. Reviewed entire document for consistency and accuracy.

Recruited by investors of this three-year-old, privately-held Savings and Loan to navigate through Office of Thrift Supervision (OTS) “cease and desist” order. · Cut expenses and increased investments to produce monthly net income close to break-even. · Modeled financial scenarios and identified opportunities to raise additional capital.· Created model to predict credit loss and assess adequacy of loan loss reserve.· Led a team of three finance and accounting professionals.· Served as Secretary to the Board. Head of ALCO and managed investment portfolio. Member of Loan Quality, Liquidity Risk, and Compliance Committees.· Frequent Board and regulatory interaction.

In less than a year, created a Business Analysis unit, was promoted to Chief Credit Officer, and was appointed to the Executive Operating Committee. · Managed the Collections and Recovery, and Fraud Prevention groups, with the goal of maximizing the performing loan portfolio while minimizing costs. Initiatives reduced loan defaults by over 20%, saving $200 million per year. Annual expenses were reduced from $23 million to $14 million. Staff positions were streamlined from 78 to 37.· Created 25-person Business Analysis group to analyze operational results and prescribe efficiency and effectiveness improvements. Metrics reported in a monthly Chairman’s Committee Operating Report that identified important trends and actionable remedies. · Wrote sections of the 10-Q and 10-K pertaining to credit and fraud risk management and loan portfolio performance. Reviewed entire document for consistency and accuracy. · Routinely presented to investor analysts and credit agencies regarding innovations in collections management.

Progressed from Financial Analyst to Chief Financial Officer, Executive Vice President of the Community Bank. The Community Bank included five businesses, a network of 950 branches. Was a member of Key’s Executive Council, served on Key’s Leadership Group for eight years, and completed Key’s Executive Experience at the Weatherhead School of Management at Case Western Reserve University.· In 2005, asked by the President of Community Banking to serve as the Chief Financial Officer and help create its structure and strategy. Recommended organizational structure that included five businesses: Retail Bank, Small Business, Commercial Middle Market, Private Banking, and Trust Management. Over this time, deposits increased by 6% per year and loans also increased. Revenue grew 4% per year to $2.6 billion. By standardizing a Balanced Scorecard across these five businesses, we defined a relationship strategy around three themes: comprehensive financial solutions; team-based selling; and, distinctive client service. The Scorecard identified critical business processes and, in turn, justified strategic investment. Led a team of 40 finance and accounting professionals.· Wrote sections of the 10-Q and 10-K regarding the Community Bank and Consumer Bank line of business disclosures. Also, wrote disclosures associated with auto lease residual insurance litigation. Reviewed entire document for consistency and accuracy.· Often presented to investor analysts regarding the retail bank and consumer finance financial performance and strategic direction.

· In 2001, recruited by the President of Retail and Small Business Banking to help rejuvenate this business. Continued with my responsibilities for Consumer Finance. Consumer Finance savings were redirected to the Retail Bank. Investments were secured to refurbish branches, upgrade ATMs, improve signage, and re-open drive-up tellers. After a long hiatus, de novo branches were reconsidered and 55 were opened to fill gaps in existing markets. Several systems were developed to assess the return on investments. De Novo branches were tracked monthly for performance and ROI. Established a Retail Bank Balanced Scorecard to correlate critical performance drivers to financial results. This Scorecard served as a template for a corporate Scorecard that was a 2004 Balanced Scorecard Hall of Fame winner. Streamlined financial team from 100 to 50.

· In 1998, promoted to Chief Financial Officer of Consumer Finance, a $20 billion managed asset business, to improve the performance of this struggling division. Until 1998, the Consumer Finance businesses (Indirect Auto Lending and Leasing, Home Equity, Education, and Marine Lending) were major growth areas. Businesses were growing, but returns were low. Loan pricing models were developed that included loan charge-offs and the likelihood of pre-payment. Led a senior executive task force that recommended exit and sale of Indirect Auto Loans and Leases and broker-based Home Equity. Savings of $40 million annually were achieved by outsourcing the Consumer Collections function. Led a team of 38 finance and accounting professionals.

· In 1996, asked by the COO to create credibility and use for a new $20 million financial reporting system. Credibility was established in six months through automated control procedures to ensure data quality. Extensive process mapping analysis resulted in reducing delivery time of reports from 15 to two days. Restructured the 53-person organization to 40.

· Selected by the new Retail Bank President to gauge business performance and develop long-term strategy. Prepared a monthly business letter that aligned financial performance with initiatives from support areas (Credit Risk, Marketing, HR, and Sales). Served on the First Choice 2000 team to define the Retail Bank’s five-year strategy. Created an interactive relationship and product profitability model in Excel to analyze customer segments (Mass Market, Small Business, Mature Market, Emerging Affluent). Wrote the strategic plan.

· Created financial reporting for the newly formed Consumer and Retail Banking lines of business by introducing a reporting hierarchy. Produced financial analysis for task forces: branch technology, merchant services, corporate quality, and Green Machine/EPS merger transaction.

· Conducted economic research and wrote speeches for Bank President, W. Lee Hoskins, on monetary policy, foreign exchange intervention, and regulatory reform of the financial services industry. Speeches were published in the American Banker, Banking Journal, Vital Speeches of the Day, and the Engle Institute Lecture Series. President Hoskins rose to national attention within two years.

· Selected to serve as Budget Liaison between the Board of Governors and three Reserve Banks. Reviewed budgets for consistency with strategic plans and presented findings to the Bank Activities Committee of the Board of Governors. · Analyzed operations issues and identified improvement opportunities for the Chief Operating Officer. Inter-bank unit cost ranking improved from ninth to first of twelve Reserve Banks.

· Performed current analysis and long-term economic research for senior economists. Published an Economic Commentary, “American Automobile Manufacturing: It’s Turning Japanese,” and presented to the Board.