Assumed leadership of an underperforming branch experiencing significant employee dissatisfaction, impending departure of the branches top relationship management/sales person. Overall goal includes revenue growth, operational soundness, deepening of the client relationship & client satisfaction, introduction, and adoption of the bank’s convenient technological options for banking. Remarkable achievement & major turnaround. • Recruited and developed new Relationship Managers, from another industry; New hires consistently ranked in top 10% amongst peers quarter to quarter. • Implemented processes and procedures to meet the complex needs of a High Net Worth client market, including extensive liaison with Merrill Lynch wealth management team. • Upgraded Assistant Manager with greater focus on operations efficiencies and internal and external relationship building. • Implemented more open communications and proactive employee relations posture which significantly improved employee satisfaction and performance. • Improved client satisfaction approval rate with consistent quarter over quarter improvement.Retired October 2020 from Bank of America

UNITED BANK, ARLINGTON, VA 2016 – PRESENTRecruited to manage one of the bank’s largest and highest profile branches with more than $200M in deposits and an additional $50M through pending acquisition of Cardinal Bank in April 2017. Challenged with turning around this high-profile branch which had been experiencing significant declines in deposits, wealth investments, and mortgages. Within six months elevated the branch from near bottom to top half ranking, with 2017 on track for top quarter. • Transformed the organizational culture from a siloed mentality to a spirit of cooperation which was instrumental in increasing account penetration by promoting and leveraging cross-sell retail and business client opportunities. • Recruited high-performing talent and forged strong relationships with key internal leaders, including collaboration with mortgage and wealth teams. Worked closely with and mentored sales talent, instilling strong presentation, closing, and customer retention skills. • Developed integration strategy to optimize synergies, eliminate redundancies, reduce expenditures, and capitalize on high caliber employees resulting from the impending Cardinal Bank acquisition.

Successfully turned around an underperforming and unprofitable three-year-old de-novo branch in New Jersey. Achieved breakeven and branch was officially announced as profitable in 2010. Earned the Bank's "Sales Excellence" award, for profitability, in 2010. Promoted to HSBC's newest de-novo branch, in Arlington, Virginia, which opened December 2011. In August 2012 promoted to "Senior Cluster Branch Manager" and assumed the additional responsibility of managing one of the Bank's top performing branches, Georgetown, D.C, with continuing responsibility for the successful growth of the de novo Arlington, Virginia location. Recognized with the Bank's 2012 "Gold Branch of the Year" award for best overall performance in the MidAtlantic Division. Arlington branch declared break-even after only 1 year.*Update March 2014..received the 2013 Premier Leadership Club Award for Top Cluster Branch Manager in the Mid Atlantic District and, ranked among the elite Managers in the U.S. for overall performance.

Assistant Vice President/Branch Sales Manager Beneficial Finance Corporation, Division of HSBC, Brick, NJ Banking/Financial Services Nov. 2008 – Present Selected by Division General Manager to turn around newly consolidated underperforming Beneficial labeled branches which combined ranked as the largest branch in New Jersey in number of customers and loan portfolio ($150M). Elevated from bottom 10% of 800 branches nationwide in 2008 to top 10% in less than three months. Elevated branch to #1 ranking in district. Upgraded personnel, replaced poor performers, and elevated and motivated remaining staff.

Promoted to turn around down-trending branch after the prior manager was released for poor performance. Provided leadership, relationship building, team building, and business acumen that expanded loan portfolio from $16M to more than $91M.Improved branch to top 20% ranking vs. bottom 25% of 2,000, with strong top- and bottom-line performance for the first time in 5+ years. Received executive recognition through numerous performance-based awards.Consistently exceeded branch profitability goals, focusing on improving the bottom line and a relentless push for productivity, expense control, customer satisfaction, and compliance. Achieved significant cost reductions and remediated compliance issues. Spearheaded new business development strategies, operating procedures, and staff incentive programs for branch revitalization.Elevated staff morale and productivity, achieving high employee retention. Provided strong leadership, coaching, and sales/product training. Recruited and mentored new talent to replace underperformers.Reinforced new business development culture, transitioning from reactive to proactive sales model, increasing outbound solicitation, and reducing reliance on inbound calls. Initiated portfolio and relationship management strategy that achieved direct customer accountability and elevated customer satisfaction scores.

Challenged with turning around severely underperforming branch with poor P&L, excessive staff turnover, and poor morale. Dramatically increased productivity and profitability, saving branch from planned closing. Directed planning and daily management of branch, including recruitment, staff development, branch mailings, competitive analysis, establishment of quotas and objectives, and review of loan applications.Earned membership in the company's National Founder's Council. Ranked in top 10 of 1,100 branches nationwide.