CHIEF OPERATING OFFICER
Growth Strategies / CRM / New Products / Startups & Turnarounds / Process Re-engineering Quality Assurance / Change Management / Business Development / Strategic Planning
As a results-driven executive with experience in all facets of strategic leadership and operations management, I improved operations, streamlined processes and enhanced customer satisfaction while reducing costs and maximizing revenue potential. I translate strategies into tangible results that positively impact the bottom line.
Re-engineering and streamlining processes to improve functionality
Creating business solutions to meet organizational needs
Analyzing customer needs and developing customized programs
Opening new markets and growing revenues
Building and leading high performing teams
My BA in Psychology is from Florida State University, and I hold a Certificate in Marketing Strategies for Business Leaders from Cornell. Colleagues describe me as a resourceful problem solver who wins cooperation at all levels. You will find me to be persistent, action-oriented and able to get things accomplished quickly and effectively.
Restructured vendor contracts, reducing costs. FNB used two vendors for cash delivery and ATM maintenance. Reviewed contracts and negotiated combined contract with vendor who provided better quality. Upgraded scope of contract for 10% reduction in fees and longer terms.
Revamped website. Wealth management section of FNB website was outdated, and navigation was difficult. Restructured website, with link to independent URL for wealth management. Designed sites with different colors/visuals, providing separate brands. Earned high accolades from customers/department heads.
Increased business with innovative program. Traffic to local branches was dwindling. Created quick turnaround “Cookies for Canines” campaign, with donations for local shelter, and shelter being “adopted” by the branch for the week. Raised $10K for shelters and increased exposure in community for FNB.
Streamlined processing, improving workflow and reducing costs. Daily paperwork processing of was completed manually, with couriers used for transportation to corporate office. Researched technology options. Implemented document scanning system and trained staff. Enabled FNB to realize $400K savings over five years.
Enhanced customer experience. Customer satisfaction surveys at FNB showed mediocre results. Analyzed interactions of front end staff with customers. Revamped procedures and trained staff on products and interaction techniques. Increased sales, and improved survey results to high performing range, 85-97%.
EVP, Marketing and Alternative Deliveries, First National Bank of Chester County (FNB), 2009 to 2010. Retained through restructure to manage strategic marketing for a $1.4B bank. Led all branding, product development/launches, advertising, public relations, event planning, communications (internal & external), product development and consumer pricing process. Directed $3M expense budget and three staff.
EVP, Retail Banking, First National Bank of Chester County, 2005 to 2009. Managed 24 locations, including sales, product development, administration, vendor management, training and development, site selection/design, and consumer, small business and mortgage lending. Directed call center and deposit operations, real estate and facilites. Implemented online banking applications. Led seven departments, $8M expense, $800M liability and $200M asset portfolio.
Executive Vice President, Director of Sales, Susquehanna Patriot Bank, 2001 to 2004. Directed management initiatives for this $3.5B division of the bank. Led branch sales and management across 29 locations in two states, and financial advisory services team. Started the business development department/cash management services. Earned multiple awards for performance excellence/customer service. Managed $3M budget and three staff.
Vice President, Regional Sales Manager, Sovereign Bank, 1997 to 2001. Opened in-store branch initiative for a $25.2B bank. Managed constructions, branch operations, administration, sales, training, marketing, promotions and contract negotiations. Oversaw 27 in-store locations and six traditional branches in three states. Directed $4.5M budget and 36 staff.
Earlier:VP of Retail, Diamond FCU; GSTL, Target; Marketing & Distribution Manager, Gary's Farm House.
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