Responsible for engaging in the market aligned to the CUSO product documentation, building/expanding strategic partnerships and guiding our partners through the successful configuration and deployment of DaLand’s products.Communicates the value of DaLand’s Core-Centric Philosophy during the partnership life cycle and product implementation process, and remains engaged in partner facing product deliveries, ensuring partners are bought-in and empowered by DaLand’s vision and values to establish modern operational relevance.Collaborates internally to build and maintain digestible CUSO product & training documentation with DaLand tools.Collaborates with other leaders in the organism to build powerful and accessible marketing materials for use in product presentations.Works with new and existing partners to build an understanding and adoption of the Core Centric Philosophy and strategies for correlative operational transformation. Leads partner conversations to refine and align their economic, technological, and operational strategies (i.e. create/update Strategy Maps and update partners on product roadmap and future product enhancements).Collects and utilizes partner feedback to make recommendations related to the product life cycles, product roadmaps, and feature enhancements.Performs regular education, training, and oversees the certification process for CODE product dealers and distributors.Coordinates external and partner facing product demonstrations with credit union leaders. Collaborates with Direction Layer on participation in intra/extra-industry messaging, including trade shows, conferences, and speaking engagements.Collaborates with the Direction Layer to create and present proposals.Coordinates, executes, and maintains contracts in collaboration with the other leaders in the organism.Maintains proposal and contract data using DaLand tools to ensure tracking of all active and potential partner and product opportunities.

Handled the book of existing business and execution of key existing partnership deliverables and execution of key strategic initiatives to support leadership and direction of the organization. This included leading and supporting team members in critical deliveries to partners and partnering with credit union executives to understand and execute key strategic priorities. Collaborated with other members of the management team to understand direction of the organization and deliver on partner needs, requests, and contracted engagements.Supporting, leading and training of team members.

Collaborates with the Strategy Layer to translate strategy into aligned operations inside the business. This includes leading delivery resources for successful and engaged partner relationships predicated on delivery of CUSO products.Collaborates within the Director Layer to lead and insulate all operational resources to ensure delivery of our products meets our partner’s expectations, adheres to company’s best practices, and promotes positively engaged resources and clients. Work within the Director Layer to contribute to a culture of collaboration and foster innovation and spirit of partnership within the organism by ensuring effective use of DaLand tools and providing the right technology for our resources.Responsible for day-to-day operational delivery and management of CUSO business line. This includes personnel management, project management and prioritization, client coordination and interactions, and resource management. Collaborates within the Director Layer to measure company and resource efficiency in delivery by utilizing data collected using our tools and ensuring all human capital is optimally and profitably utilized and trained in alignment with company strategy.Collaborates within the Director Layer to ensure operational usage of DaLand tools to track efficient and profitable reconciliation of operations to client contracts.Work closely with the Strategy Layer to understand company strategy to ensure delivery operations are aligned to company strategy.Collaborate with the Strategic Leadership team and within the Director Layer to analyze and utilize monthly, quarterly, and annual financial data to ensure accuracy of delivery and profitable/sustainable alignment of operational resources. Ensure operational resources are receiving coaching related to company Human Capital Guidelines and proficiency requirements for their roles within our organism.

Project management consulting, and using my experience and industry knowledge to lead the implementation of new technology and operational changes at credit unions across the country. I directly work with all levels of a credit union, from the CEO and upper management level, to the end user and front-line branch staff. Some of the projects that I have led and helped execute while in this position are: multiple core conversion projects, online banking and mobile banking conversions, implementation of a new IVR (phone system), card authorization conversion, EMV Go-Live, electronic signature contract review and implementation (DocuSign), audit and regulatory/compliance related projects, title processing conversion, and an EMV Go-Live. My support and facilitation of these projects is managed both remotely and via onsite visits.

Responsible for the management of facilities for the credit union, while also continuing to fulfill some minor roles and responsibilities of the branch operations role. Due to staff transitioning out when I came into this position, I re-wrote some of the job titles and roles, and hired new staff. In this position, I manage a team of 3, and work with over 50 vendors. A major part of the vendor-related work is reviewing and analyzing existing contracts, and determining whether or not the CU will remain with current vendors, or if the CU is going to explore doing business with new vendors. One of the most significant vendor projects I managed was the printer/copier RFP.The Admin Services department is responsible for requests and issues originating from the corporate office and all 21 branches (1 of which is located outside of the Denver Metro area). One of the top priorities when I took on this role was to develop a more effective and efficient ticketing system for both corporate and branch service requests. Within 3 months, I implemented a new ticketing system with built-in reporting for upper management. This department also plays a significant role in branch remodels and new branch builds. While in the Admin Services Manager role, I was also responsible for the testing, installation and implementation of the new "ILT" (In-Lobby Teller) technology, along with the management of the ATM terminals (over 70 ILT/ATM terminals). I worked with Diebold weekly to work on issues and identify mass configuration changes that needed to be made for not only Bellco, but for other Diebold clients as well. In addition to managing all of the Administrative roles and tasks mentioned above, I also led the EMV Conversion project for the CU. This include the conversion and mass re-issuance of over 120,000 debit cards. This was a MAJOR project and top priority for the organization, and was implemented by the October 2016 Compliance driven deadline.

Responsible for operations at 21 different branches at an institution with over $2 billion in assets, and over 150 frontline employees (over 350 total). Responsibilities include: immediate response to system issues and instability, security concerns, preparation for auditing, adherence to policies and procedures, writing and communication of new policies and procedures, and work directly with the VP of Branch Sales & Service to align operations to support retail's objectives and sales goals. In addition to the items mentioned above, I participate in many cross-functional teams and projects, and am project lead on many system, process, and new technology enhancement projects. Assist in testing and implementation of new technology and system updates. Manage both small and large teams, and help develop employees in their careers. I have also provided branch management and branch coverage. Responsible for all frontline/branch communication and coordination of frontline training. Vendor manager and primary vendor contact for more than 6 vendors which include the shared branching network (CUSN). A handful of the most notable projects include: lead on implmentation and opening of Bellco's 'Branch of the Future'- Bellco's first branch without a teller line (2014); rollout of flat card instant issue debit cards in all branches; implementation of new ATM network; opening, moving, and closing of a combined 10 branches, which includes multiple destination branches outside the Denver Metro area; creation and development of a new Online Account and Loan Application department; creation and development of a new Branch Analyst position responsible for all branch reporting; implementation of digital signatures and DocuSign; while executing in the the branch operations role, in 2012 all branches combined to average the highest annual audit scores the organization has had in the past 7 years; complete review and re-write of the credit union's operations manual.

While continuing to hold the Branch Operations title at Bellco, I also took on the responsibilities of the System Operations Manager position, which included but was not limited to the following: managing a team of 8, participating on CU projects making decisions for both the Branch Ops and System Ops departments, one of 2 main contacts for working with OTS (Open Technology Solutions) on credit union system performance issues, and responsible for overseeing the testing and installation of the 2014 Core System Year End Release.

Main responsibilities were creating a Records Program for Bellco Credit Union and implementation of electronic signatures and electronic document storage. Worked with multiple vendors and departments to change processes and work flows to change time consuming paper processes and record retention, to electronic delivery and retention. Managed the Records department and team that consisted of 4-5 employees at Bellco. All document retention in the organization was handled in this area, which included requests for state and internal auditing. Vendor manager for multiple vendors and worked to implement electronic document transfer and storage from the credit union’s indirect lending vendor (CUDC).In addition to the development of the Records program and implementation the first ever electronic documentation storage, one of the most significant accomplishments was being responsible for all documentation and records gathering for a major lawsuit project in 2008 which led to a successful win for the credit union. Also, while in this position, I was in charge of managing the BSA Compliance area in the organization.

Part of a team of 3 that was responsible for researching, testing, implementation and training of system fixes, enhancements, and updates. Took on task of maintaining and updating the credit union's Operations Manual and prepared training documentation for the training department. All system changes were coordinated within this team and communicated throughout the organization. Largest accomplishments were leading the project for a significant core system upgrade and assistance in creation of Bellco's BSA Compliance Program.

Reviewed CBR's and applications, and worked with the Fianance Director to determine approvals and denials of loan applications. Contacted and worked multiple financial institutions to work through the loan review process. Communicated loan application decisions to sales staff and customers. Closed loans deals with members and cross sold products.