Vice President with the Small Business TriState Region supporting 160 branches with their relationship management/ business development efforts.

Vice President and Branch Manager.Achieved significant sales results with a branch/staff members not achieving goal prior to my assignment.Chosen to lead team in branch identified to be consolidated. Successfully coached staff members to involve business partners to deepen existing client relationships. Bankers reached DDA and cross sell goals for the first time in 2008.Formed excellent relations with Business clients in an effort to expand relationships.Work closely with consolidation team members to ensure smooth transition of client accounts while ensuring that policies and procedures are not compromised.Charged with responsibility of ensuring clients remained well served and reassured clients that consolidation will have a positive impact on relationship.

Area Business Banking ManagerDirectly managed sales team of 5 Relationship Managers and Business Development Officers. Supported 15 Financial Centers and matrix managed 13 Business Banking Officers.Performed one-on-one coaching sessions with Business Bankers and Relationship Managers to ensure opportunities are identified by properly profiling client and prospects.Performed portfolio reviews with Relationship Managers for purposes of identifying additional opportunities.Sales production results at 90% of total footings goal for year ended 2007.Achieved significant growth, increased growth rate, achieved reversal of negative trend.Significantly reduced attrition.Achieved 211% of Asset production goal, with 10% portfolio growth, during 2007.Drove double-digit percentage liability growth in 2007Rated “Highly Effective” by Citibank management.Formed excellent relationships with all partners including Retail Area Managers, Financial Advisors, CitiMortgage Area Managers, and all Financial Center Managers.Supported 26 Financial Centers and 22 Business Banking Officers. Coached, mentored, trained bankers and managed the sales process. Managed Business households to expand existing relationships and identify opportunities for new business. Produced 11% growth YOY in checking sales and 66% increase in asset balances in 2006. 80% of Business Bankers exceeded goal as compared to approximately 30% for the same period in 2005. Initiated “In-House Business Banking Focus Days” to increase Financial Center awareness and strengthen partnerships between the Business Bankers and other Citibank sales staff.

• Assisted in the design and implementation of the Bank’s Business Banking program and piloted first four branches in this effort.• Coached, trained, mentored staff of 6 Business Specialists who mastered a successful sales process and contributed to attracting $45MM in new business deposits. • Took on additional responsibility of coaching, training, mentoring 9 Branch Managers in an effort to attract new and service existing business clients. • Met with Business clients/prospects to discuss more complicated servicing and loan requests.

• Built a progressive career path with this leading commercial bank, advancing from Management Trainee to positions of responsibility including managing multiple cost centers as a result of leadership strengths . • Consistently met/exceeded sales goals, increased deposit base, while coaching the staff to identify client needs. Actively pursued prospects in an ongoing effort to increase deposit and loan relationships.• Played a key role in the implementation of an Outside Calling Program, performing hands-on training to achieve high levels of staff motivation; responsible for overseeing the sales efforts of 7 Branch Managers. • Responsible for the only currency-processing center in the Bank’s system. Staff included one full time supervisor and 12 part time clerks who processed $40 million per month. • Successfully piloted Glory VAS 20 Vault Automation System, which resulted in the installation of hardware/software designed to enhance operations and become a fully automated system. This resulted in significant decrease in salary, overtime, and other expenses associated with a manual system.• Contributed to the successful acquisition of Long Island Trust, Barclay’s Bank of New York, Hamburg Savings Bank, American Savings Bank and Irving Trust, providing support for the conversion of systems and developing client follow-up procedures to minimize service disruptions.• Consistently remained within budget constraints of non-interest expense items while exceeding budget requirements for non interest/non traditional fee based income.