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Executive Leadership, Sales, Commercial Banking, Business Development

Location:
Lake Orion, Michigan, United States
Posted:
October 24, 2018

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Resume:

NEAL J. SEARLE

PROFESSIONAL EXPERIENCE

CREATIVE ASSET STRATEGIES, LLC. February 2015 to Present

Managing Director

Fee-based business consulting firm specializing in business formation, strategic planning, financial analysis, loan placement, business continuity, succession planning, business plan creation, general business consulting and Director selection and development. Consulting contracts range from several start-up companies to financing placement for a $50M company.

LOTUS BANK AND LOTUS BANCORP, INC. September 2010 to February 2015 Chief Executive Officer, President, and Director

Responsible for all aspects of this 8 year old financial institution. $110M in assets, 226 shareholders and over 500 relationships. Strategic and business plan development and execution; governmental relations; personnel development; public relations; Director education; Asset Liability Management; shareholder relations; and personal business development of lending and deposit relationships. Responsibilities include all aspects of the institution, including Credit Administration, Operations, Regulatory, Policy, Community, Director, physical location, product development, growth strategies, and the lead producer of new deposit and loan relationships. Bank strategic focus is on Commercial Banking, with a specialization in commercial real estate, small business lending, and commercial & industrial lending. Implementation of significant corporate governance strategies; rationalization of revenue and expense channels resulting in substantial profitability improvement; and positioning the organization for increased organic growth ultimately resulting in a offer to merge from a local competitor. The transaction was consummated on February 28, 2015. Representative Accomplishments:

In the 4 1/2 years of my tenure at Lotus Bank, profitability has been achieved every month except for 2 months. Prior to my leadership, the Bank had only had 2 months of minor profitability.

Offer to purchase provided a Price / Tangible Book Value of 1.42x, resulting in the largest multiple in recent Michigan history for banks that do not include a large Trust operation.

Lead the organization through its first branch expansion into Farmington Hills including a significant remodel, staffing and grand opening. Within 12 months, the office had achieved monthly profitability, 6 months faster than budgeted. Cumulative profitability is anticipated within 24 months.

Lead the organization through a very difficult transition period – both in personnel and regulatory – immediately after joining the company.

40% asset growth; 40% loan growth; 37% liability growth; 33% equity growth; and 66% investment portfolio growth.

Continued exceptional asset quality throughout the life of the organization. Lotus has had one foreclosure in its life, resulting in an $84k gain on sale.

$2.6M in profits since January 1, 2011, not inclusive of a $981k tax loss asset recognition in 2012.

Individually identified and addressed a significant breach of the bank system’s 4 months after joining the organization including regulatory communications, client communications and systems reconfiguration.

2014 results include the end of de novo status, over $100M in assets, significant improvement in strategic planning process along with objectives and tactics; and the launch of a portfolio lease program.

February 2015 – concluded merger negotiations, governmental and shareholder approvals and sold Lotus Bank to Level One Bank in a $17 million transaction resulting in a 20% return to our 1077 American Elm Street

Lake Orion, MI 48360

ac7hit@r.postjobfree.com

248-***-****

NEAL SEARLE Page-2

shareholders, price / tangible book value of 140% and an effective client and stakeholder communications process to ensure a smooth transition. MICHIGAN COMMERCE BANK March 2010 to September 2010 Merger of Bank of Auburn Hills with Michigan Commerce Bank consummated March 31, 2010, a $1.2B institution with 11 office locations. Community President - Auburn Hills and Executive Vice President, Special Assets Group – Responsible for performance of all financial functions within the market. Primary objectives currently include client retention, portfolio management and deposit acquisition. Additionally, manage a $50M problem asset portfolio and 3 SAG Officer’s reporting with another $100K+. Key objectives include client negotiation, legal

(in-house an outside counsel) coordination, alternative structures, discount recommendations, FASB 114 Analysis and Charge-off requests. MICB needed to actively and quickly reduce its NPA to remain viable, obtain additional capital and recover from the regional economic challenges. Asset types include: commercial and residential real estate, manufacturing, retail, restaurant, land development, professional, construction/trades, and to a much lesser extent consumer. Recoveries since joining SAG exceed $1M. BANK OF AUBURN HILLS May 2004 to March 2010

Chief Executive Officer, President, and Director

Chartering of a de novo State of Michigan financial institution, including: Bank formation; offering memorandum creation and investor development; strategic and business plan development as well as operating objectives creation; governmental relations; personnel development; complete product development offering; public relations; Director recruitment and education; Asset Liability Committee Chair; and ongoing strategic direction. Responsibilities include all aspects of the institution, including Credit Administration, Operations, Regulatory, Policy, Community, Director Recruitment, physical location, product development, growth strategies, and the lead producer of new deposit and loan relationships. Bank strategic focus is on Commercial Banking, with a specialization in commercial real estate and small business lending with a specialization in the PLP SBA programs. Bank provides a full range of products and services. Affiliated with Capitol Bancorp Ltd. (CBC) whereby CBC invested 51% and 49% was raised from 136 shareholders. Completed share- exchange in May 2009 providing minority shareholders with liquidity, CBC shares, and warrants. Very active in Auburn Hills and Oakland County, including Chair of the Auburn Hills Chamber of Commerce, charter member of the Lake Orion Sunrise Rotary Club, Junior Achievement at Avondale Community Schools, Habitat for Humanity and the Lake Orion Community Schools Excel to Graduation Program

$82M in assets after 4 1/2 years in operation * personal/managerial accolades by FDIC during 2008 examination * achieved consistent profitability and positive cash flow within projected timeframe * recruit and retain an excellent team of bankers while aggressively controlling costs * Instituted local ALCO process implemented nationally by CBC affiliate banks * Instituted CDARs program for deposit client retention, growth and FDIC coverage * Leader in SBA production volume for affiliate de novo’s for 2005, 2006 and 2007 * regular shareholder communication and marketing initiatives. STANDARD FEDERAL BANK, N.A. 1986–2004

A member of ABN AMRO Group. (Standard Federal acquired Michigan National Bank from National Australia Bank Group in 2000. National Australia had acquired Michigan National in 1994. Bank renamed to LaSalle Bank Midwest in 2005, and subsequently was acquired by Bank of America.)

First Vice President of Midwest Business Banking – Southeast Michigan (2002-2004) Relocated to Southeast Michigan to lead the Sales responsibilities for the Business Banking Group at Standard Federal Bank. Geographic territory included all of Eastern Michigan. Part of the Midwest Banking Group Senior Management Team encompassing $1.2B in assets and $1.8B in deposits. Successfully achieved a shift in sales and credit culture for the entire market of 75 FTE by working both in groups and individually on the expectations of the organization and application of policies and procedures new to SFB. Group handled all financial service needs of clients up to $10M in revenues through relationship managers located in 7 regional offices. Primary services included deposits, lending, leasing, cash management and merchant services. Strategies developed included daily sales coaching, joint sales calling, community involvement and direct sales management. Implemented sales strategy with NEAL SEARLE Page-3

both cold and warm calling activity, whereby unique letters were issued, mailing of distinctive gifts, followed with telephone contact. Achieved 18% appointment rate with a 3.3% closing ratio. Global ABN AMRO exceeded $1 Trillion in assets * 9% and 13% asset / liability growth, respectively in 2002; 11% & 10% in 2003; and 9% and 9% YTD in 2004 *

First Vice President – Business Banking West Michigan (2001 – 2002) Restructured Business Banking throughout Michigan and Illinois following the merger between Standard Federal Bank and Michigan National Bank. The entire portfolio was segmented to provide a higher level of experience and customer contact to those with larger value. Micro-loans were delivered through the extensive branch system and loans up to $2M in relationship were distributed within Business Banking. Extensive training and staff alterations were required to effectively deliver financial solutions to the larger business clientele with revenues up to $10M.

First Vice President and Head of Business Banking DIRECT (2000 – 2001) Initiative conceptualized in the United States with a goal of duplicating the system across the globe within National Australia Bank’s system (US, Australia, New Zealand, Ireland, and Scotland). Leader the initiative in the United States. Through the usage of technology, business and consumer credit scoring models and a telephone banking platform, deliver a full range of banking services in conjunction with the retail channel to the micro-business segment. The pilot was developed in Michigan and the initiative implemented in the United States, Australia and New Zealand. All strategic design, white papers, budgets, procedures, credit scoring methodologies and policies were developed and instituted in Michigan. The pilot was launched in Lansing, MI in late 2000. Within 12 months, 4,000 clients, $175M in Lending and $75M in Deposits were within the channel. Due to the sale of Michigan National Corporation in 2001, the system was not implemented in Europe, but continues in Australia & New Zeeland Director of Business Financial Services Greater Michigan (1998 – 2000) Re-engineered the Business Financial Services Group resulting in substantially more geographic and personnel responsibilities. Territory was the State of Michigan excluding Southeastern Michigan. The Group Head and several executive level positions were eliminated and the management reporting blended into the Commercial Banking Group statewide. Thirteen distinct markets and 35 FTE following staffing reductions required a new model for sales and personnel management. Substantial travel was required and virtual sales meetings occurred weekly to keep diverse staff focused on Group and Bank initiatives. Director of Business Financial Services Western Michigan (1996 to 1998) Personally asked by the Chief Operating Officer of Michigan National Corporation to lead the sales efforts for small business in Western Michigan as a new Division of the Bank. Member of the Division Leadership Team which developed this new division from the ground up. Historically, this segment was an after-thought in the larger metropolitan markets. Personally developed and implemented the Business Service Associate position within the division to provide for administrative support for multiple Business Relationship Managers. Centralized credit and documentation delivery was implemented successfully, providing reasonable credit quality, collections and customer service.

City President and Senior Lender, Marshall, Michigan (1994–1996) Senior Officer within the community. Responsible for office personnel generally, and specifically responsible for the 5-person Commercial Loan Department. Provided relationship management to a $35M personal loan portfolio while providing support for the remainder. Extremely active within the community in a variety of civic and cultural organizations. Obtained satisfactory ratings on the overall and individual lending portfolio during the annual loan and compliance reviews. Very diverse lending portfolio including small business, manufacturing, agricultural, commercial real estate, construction lending and middle market clients. Personally responsible for the largest deposit client within MNC. Second Vice President and Commercial Loan Officer, Marshall, Michigan (1990–1994) NEAL SEARLE Page-4

Maintained largest lending portfolio in the office with an average 6% annual growth. Responsible for personnel management of the lending department. Leaders’ role in training and development of credit analysts within the region. Administered the construction lending portfolio for the region. Assistant Vice President and Commercial Loan Officer, Marshall, Michigan (1987–1990) Entry level lending position in my hometown. Grew the portfolio at a 9% average rate with satisfactory loan review results.

Credit Analyst I, II and Senior Analyst, Battle Creek and Grand Rapids, Michigan (1986–1987) Education

Western Michigan University, B.A. Finance / Business Administration LEADERSHIP PROGRAMS

Midwest School for Managing Graduate 1998

Mentor to School for Managing Class of 1999

Creating the Future – Wharton School 1999

Learning Groups – 1999

Worldwide Transformational Leadership – 2000

Leading Change Worldwide - 2001

PROFESSIONAL MEMBERSHIPS

Auburn Hills Chamber of Commerce Board of Directors – 2010 & ‘11 Chair, ‘09 Vice Chair, ‘08 Treasurer,

‘07 Secretary and member of the Executive Committee Charter Member, Lake Orion Sunrise Rotary Club – 2008 - present Group President - Sunrise Networking Group of Auburn Hills / Lake Orion and Novi / Northville Participant, Habitat for Humanity Pontiac 2008 – present Junior Achievement Leader and Teacher at Avondale Community Schools, 2007 - 2010 Community Reinvestment Committee, Standard Federal Bank. Community Development Initiative, Standard Federal Bank Credit Policy Committee, Standard Federal Bank

Oaklawn Hospital Development Council, Chair

Planning Commissioner, City of Marshall

Diversity Leadership Team at Michigan National Corporation Marshall Diversity Roundtable, Founding Member

Marshall Area Chamber of Commerce, Chair, Vice Chair, Secretary, Treasurer and Executive Board of Directors

Junior Achievement of South-Central Michigan, Board of Directors



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