Troy Lock Email & Phone Number

Riverside, Mo, Us

Santa Rosa, Ca, Us

Executive Head of Controls overseeing a team of four professionals to enhance the first line control environment. Established a framework to evaluate new and existing business lines, identifying and correcting control design issues. Spearheaded business risk activities within the primary line of accountability, ensuring consistency with the Association’s risk tolerance in collaboration with secondary and third lines. Delivered effective assurance through a risk-based approach, employing various assurance methods and standards across the association. Recognized for improving the control environment and driving operational excellence.

Albuquerque, Nm, Us

Department is comprised of four teams, 6 direct managers with total responsibility for a team of 53 professionals and servicing a 2 billion loan portfolio. Operations overview includes supporting appraisals, loan originations, insurance, title management, and servicing. In addition, administration of Project Management, Information Technology, Association and Board Policies, Board Director Election, Whistle Blower Program, and Association’s Strategic Framework and Business Plan. In addition, a member of the Association’s Asset/Liability Committee (ALCO).-Regulation Remediation & Exposure (Board Election, UCC, Flood, IT)-Strategic Framework: Formally redesigned association’s business plan, mission and value statement. Prior to my employment, historical business plan was under a formal Matters Requiring Attention by the regulator. -Board Education & Training: topics included Quality Assurance/Control Effectiveness, election controls/process, designing board agenda/training, and association policy/procedure management.-As the new COO of FCNM, successfully led Association out of existing formal Supervisory Status prior to my arrival, since 2016. (reduction of 44 MRA’s to 7 in 18 months)-Merger & Acquisition Strategy: Working directly with senior management teams, board members, and stakeholders throughout all phases of transaction, advisory, and execution.-Implemented a formal Project Management Office: Formal definitions, assignments, project proposals and organizational improvements.-Implemented a formal reporting and scoring methodology for entire association to measure customer experience for delivery time process (Application to Funding).-Quality Assurance & Control Effectiveness: Educated needs and expectations of our customers with respect to functionality, design, reliability, durability, & accuracy by departments. Departmental teams transitioned from a 30% effectiveness rating to 98% success rate in less than one year.

Greenwood Village, Co, Us

Department is comprised of three teams, 3 direct managers and 8 supervisors with total responsibility for a team of 52 professionals and a $5MM annual budget. Operations overview includes supporting lease originations, insurance and title management, and contract servicing (end of lease process, includes dispositions, assumptions, and lease buyouts). This includes management/processing of over 16,000 customers partnered with 53 farm credit associations across the United States. -Drive Efficiency & Scalability in operating and servicing platforms by utilizing our capacity metrics, analysis demonstrated that 15% of the production staff could be invested into a more successful organization structure. -Farm Credit Bank serving 19 Farm Credit Associations met to discuss ways to enhance our service from an accounting standpoint. These changes helped reduce the number of partner inquiries and requests by 10% (goal is 20%), by identifying trends or patterns in the data and providing proper training or fix processing gaps. -Partnership with IT to reduce 660 hrs. /yr. to reduce reporting risk, and accurately reflect residual and customer exposure.-Risk & Control enhancement: Procedures and guidelines were reorganized to align with process steps, ownership and sub-process. New process flows were designed to illustrated control points, key metrics, and procedures that can be accessed with an embedded link to assist new employees with their training as it pertains to the functions described. -Established effective data metrics to improve cost efficiency and customer experience by implementing unit costs, capacity metrics, and quality control effectiveness measurements. -Collaboratively worked across divisions, functions, and levels to assist employees in their career development that led to over 20% of operations staff that were promoted into new positions within the company.

Minneapolis, Mn, Us

Responsible for managing operations, fraud management, and client support teams for prepaidproducts that include government benefits, payroll, gift/rewards, colleges, and general purpose reloadable cards. Managed 18 team employees and 4 direct managers and 3 direct departments. Responsible for $2 million dollar annual budget.-Promoted changes improving audit validation, automation, and process efficiencies utilizing databases, tracking fraud which eliminated 8 audit findings.-Recognized for saving $600K realized through analyzing fraudulent transactions.-Due diligence and analysis for $352 million prepaid acquisition. This resulted eliminating an outsourced vendor as saving the company over $20 million per year.-Enable high degree of control environment and risk monitoring implementing new chargeback process increasing chargeback rate from 3% to 20%.-Through changing processes, reduced the monthly write offs on avg. $440K.-Successfully managed the site closing of Irving, Texas operations facility and integration to Minneapolis, Minnesota, realizing a staff reduction of 20 FTE and a cost savings over $1 million.-Provided operation opportunity by analyzing non-escheatable gift cards resulting in an additional $4 million in revenue.-Working closely with internal partners including Settlement, Product Management, Relationship Management, Audit, and key vendors, increasing quality and productivity for clients for call centers.-Management, coordination and reporting for remediation actions on MRA’s and audit findings relating with AML Prepaid business lines across the organization, minimizing risk and financial exposure.

Dallas, Tx, Us

Director of payment processing services that include implementing and servicing clients of official check outsourcing, sale of money orders, global funds transfers, as well as, automated clearing house processing services to financial institutions, thrifts, and credit unions. Managed 55 team employees and 8 direct managers and 3 direct departments. Responsible for $40 million dollar annual budget.-Improved non-compliant aged accounts by 96% and modified operational workflows analyzing risk exposure more efficiently.-Managed the implementation of an increase in work volume of over 158% without increasing staff.-Improved unit costs for all of Financial Account Servicing by 34% by reduction of FTE.-Increased productivity by an average of 88%, with a decrease in cleared check volume by 8%.-Managed vendor outsourcing relationship and vendor contracts. Improving pricing costs by 10% over a 3 year period.-Recognized for SOX/SAS70 compliant realizing zero deficiencies year over year.-Monitored financial institution stability, avoiding exposure and risk to MoneyGram.

San Francisco, California, Us

Managed 90 team members and 4 direct managers, in the Minneapolis, Denver, Omaha Cash Vaults, and Cash Forecaster Operations team. Responsible for 8 million dollar annual budget.

San Francisco, California, Us

Managed 45 team members, 8 direct employees, and 2 departments, which included Minneapolis Cash Vault and Cash Forecaster Operations team. Responsible for 3 million dollar annual budget.- Initiated cash reduction program for Cash Vault Division resulting in a $500 million reduction of cash nationwide.- Managed the most efficient cash balanced vault in 24 cash vault division.-Led a team to propose Vault Master Program for Cash Vault Division resulting in overall increase of 19.8% in productivity and quality nationwide.-Met all budget targets within 2% of plan, forecasts, and productivity measures 2005, 2004, 2003, and 2002.

San Francisco, California, Us

Cash Forecaster Operations Team: Managed 13 team members to develop and implement cash reduction initiative in over 3,000 branches-Department reduced over $200 million in cash

San Francisco, California, Us

Lead operations analyst for cash positioning department supervising and completing more than 40 projects in less than five years.-Implementation and development of International Cash Management system to manage over 300 clearing points and settlement positions.

Bachelor Of Science

Bank Operations School

Commercial Lending Diploma