Tracy Katz Email & Phone Number

Orlando, Florida Area

The Consumer Operations organization was leading an effort to move all their transaction processing back in-house (having out-sourced the function 10 years prior). This was a huge initiative for the company I was selected to be the operational lead for the human capital, change management efforts on the project, while continuing to manage several other smaller projects, and creating talent management tools. I directed the framework that optimized operational effectiveness following the merger of two departments and established structure by rebranding and aligning organizational purposes and goals. We made significant progress in improving production goals, operational effectiveness, and employee retention when it was announced that SunTrust and Truist (BB&T) would be merging. Significantly, we were able to develop the career pathing and progression plan for 84% of the organization and five key roles, prior to the merger.

Orlando, Florida Area

My strategic planning for the Consumer Operations organization identified a need for junior talent and continuous education/training and existing employee development. So I presented the opportunity and was able to quickly develop the framework and implement a Talent Development Program that encompassed new hire development, continuous development through a rotational program, and existing employee development. It was a great long term strategy that proved to be extremely successful. The development of framework and the execution of hiring and coaching existing teammates to move from 'good to great' was all done within a very aggressive one-year time frame across 3,000 employee consumer operations teams with five functional groups.

Orlando, Florida, United States

My natural instinct is to ‘go where things are broken, and fix them’. I like to automate and simplify processes for efficiency and I normally identify the gaps and work on improvements in addition to my normal job responsibilities. If it is a large initiative or may take additional resources, I will present the finding to management and get buy in before starting to move into resolution. This is how I came to design a new onboarding structure for the operational functional groups. The complexity of our organization and various systems didn’t make for a smooth transition for any new hire. I began by creating the teammate engagement network, with 70 members focusing on increased engagement. We established structure and enhanced collaboration through frequent meetings, team building activities, cross-pollination, lunch and learn sessions, and volunteer activities. Together we increased readiness by developing and implementing an onboarding toolkit for hiring managers, employees and buddy support teammates. One of my proudest moments was serving as the Community Outreach Chair for the Central Florida Women’s Teammate Network, where I successfully facilitated collaboration between senior executives and employees for transformational leadership opportunities.

Orlando, Fl

After centralizing operations, my span of control expanded to managing five different operational functions, with a $3M budget. I managed 43 professionals and cultivated a unified, people-centric, values-based culture across the groups. I directed strategic planning to ensure consistent quality standards, regulatory compliance, and effective audit reviews while automating and streamlining processes. We instilled high quality standards within our organizational groups and held managers and employees alike to high standards.

Orlando, Florida Area

Due to my previous success I was offered a promotion and began managing a larger team within deposit operations. At the time we had deposit operations functions de-centralized throughout our banking footprint. The bank decided to centralize all operations into 4 job sites (Orlando, Richmond, Atlanta, Miami). I was assigned the Orlando Manager and lead all transition activities and identified efficiencies along the way.

Orlando, Florida Area

In my early career with SunTrust, I witnessed high turnover in teller positions, and saw it as an opportunity to put my problem resolution, time management, and organization skills to the test. Over the next few years, I led the training department and enhanced the quality of the teller training. When new hires left my training sessions they were more prepared to be successful in their role - which improved readiness and retention. I took on a leadership role as Operations Manager of the BankCard Division where I established a formal structure within the department, developed procedures to optimize the process and ensure consistency. I coached employees to be great and I gave them attention they were previously lacking. The team was thriving. Due to my success I was offered a promotion a year later and began managing a larger team within deposit operations.

Orlando, Florida Area

I managed the planning and scheduling of training programs for the Central Florida and North Florida markets. I conducted training and identified cross training opportunities for 12 trainers. I evaluated readiness and scheduled trainers for specialized training. I collaborated with regional branch banking, Human Resources, and other supporting partners to identify local opportunities. I participated in a specialized task force to further improve and design training courses.Prior to this role I was a Retail Branch Manager for 2 years.