Customer Service Manager

JOHN KUBERRA

203-***-**** (M) ********@*****.***

PROFILE

Accomplished banking and finance COO specializing in the design and implementation of game-changing processes, measurements, and achievements to establish and/or maintain best-in-class operational organizations. Decades of experience leading multiple groups and hundreds of personnel that managed up to $24 billion in commercial loan assets (including a number of specialized asset classes) for trillion-dollar global financial institutions. A leader with a transparent, facts-based, mentoring style that rallies teams, champions professional development, and cultivates high-performance cultures. An experienced problem-solver with the ability to address immediate needs in a way that supports an organization’s long-term strategy, developing the KPIs and KRIs that are necessary to objectively measure performance.

Key ACCOMPLISHMENTS

Spearheaded practically all operational and support aspects of various specialized commercial lending businesses, led hundreds of personnel, and managed tens of billions in assets for two of the world’s leading financial institutions.

Developed advanced risk management capabilities, incorporated operational efficiencies, and created advances in customer satisfaction.

Led a steady, year-over-year increase of revenue per head from $300,000 to $1.1 million per head.

Developed new and innovative strategies, tactics, technologies, and organizational structures that delivered a consistent, disciplined, high-performing operations, client onboarding, fulfillment, and client service platform.

Led all operational, IT, and customer service aspects of a national commercial banking segment that contributed over $400 million in pre-tax revenue to the financial institution.

Implemented/adapted a range of enterprise-wide platforms and projects that created consistency and effectiveness across the firm.

Envisioned that client onboarding, business execution and client service could become a competitive advantage within the banking industry and steered my organization to take advantage of that trend. This led to a best-in-class credit operations and control capability offered across multiple business segments in the vein of a “public utility”.

Invented a new, progressive execution and service process that resulted in the creation of a lucrative new advanced loan product, and further caused S&P and Fitch Ratings to create new classes of Rated Servicers. This “operationally-oriented” product set new standards in the industry, placed my employer in a league of its own with customers, and led to “money-center” competitors seeking to license the model, structure, and technology.

Identified risk gaps in business processes and worked with internal audit and credit review segments to create a vastly improved operational risk management model, potentially saving millions in losses over prior cycles and peer organizations.

Achieved the operational and business execution excellence that allowed the business segment to be recognized in the industry and expand its parti/syndi capability into a $2.5 million fee generator.

Improved operational efficiencies by revamping process designs and even centralizing certain functionality, all in support of a multi-billion-dollar commercial finance business.

Developed risk-balanced operational solutions with auditors, regulators, and risk management leaders that ultimately resulted in a mandate to deploy similar processes enterprise-wide.

Achieved and maintained the highest customer service ratings from our commercial loan clients.

Championed professional development and mentored a diverse group of directs to FVP, SVP, and MD roles.

PROFESSIONAL EXPERIENCE

CIRRUS LENDER SERVICES, INC (fka EnerDyne Corp) 2011 – 2015

Executive Roles (Start-up)

Summary: Originally created as EnerDyne Corp, the concept was to take advantage of the global trend toward a low-carbon economy and assist regulated commercial banks with the development of new loan products centered on this transition. Given the reluctance of many to embrace these new loan products, funding through PACE bonds and private capital filled the need and became the mainstream funding source. Morphing into Cirrus Lender Services and leaning on the idea that productivity improvements (while maintaining effectiveness) require better use of technology, the company sought to leverage my comprehensive and detailed knowledge of commercial lending and operations to create an “outsource” capability that was available to regulated banks on an as-needed basis (SaaS). Although innovative, such a capability did not generate the expected interest from the banking community who preferred to keep its commercial banking operations in-house.

HSBC BANK, US 2007 – 2011

HSBC is a British multi-national banking and financial services company headquartered in London with over $2.5 trillion in assets and 6,600 offices in 80 countries all over the world. Its US subsidiary first endeavored to compete with other large US banks, but then sought to scale back its US operation and focus its US commercial banking unit on international trade and receivables finance.

Commercial Banking Segment, Operations Management Roles

Summary: Recruited away from JPMorganChase to lead the business operations of a commercial banking segment, my innovations and process re-engineering for that segment led to the deployment of similar processes across US commercial banking. Accomplishments included re-engineering operational processes to maximize efficiency and effectiveness, mentoring and developing a diverse staff, establishing objective performance measurements, and building a low-cost location strategy. As an international bank, I also spent a great deal of time working to implement global program strategies in the US, doing so in such a way that balanced the needs of the global parent with those of the US-based commercial banking division.

As part of the US-based segment of the global commercial banking division, I was also asked to lead a number of support functions, including the client on-boarding function, client services function, the IT function, the business’ finance function, and to develop the scorecards/measurements used to objectively improve the effectiveness and efficiency of the division’s human resources. All functions were led with the objective of constantly improving profitability, risk management, and productivity.

JPMORGAN CHASE & CO 1989 – 2007

JPMorganChase is an American multi-national banking and financial services company headquartered in New York City with over $2.6 trillion in assets.

Commercial Banking Segment, Operations Management Roles

Summary: Recruited away from a savings and loan that was owned and managed by a British company, I was first asked to develop and oversee the risk management aspects of a segment of commercial banking. Based on those advancements, I was asked to lead successively more functions that supported this sizeable segment of the commercial banking business. Although the bank that I worked for was sold on a number of occasions, the business operating model that my group and I had developed was always seen as an advancement over the purchasing bank’s capability and was adopted as the model for the purchasing institution. Growing from a regional capability to a multi-regional one to a national capability required the use of an extensive background in project management and installing a disciplined, streamlined, consistent process into all geographic areas of the division’s national footprint.

Collaborating with production, risk, and operational elements, my team and I developed an operational advancement that led to the development of a new lending product that revolved around this operational advancement combined with technology. JPMorganChase later attempted to patent this process, S&P and Fitch Ratings developed whole new ratings categories around it, and Wells Fargo sought to license it as mutual clients had told them that the “lion’s share” of the client’s business would go to JPMorganChase due to this capability. I was truly fortunate to envision and then lead the development of an operational innovation that also became a loan product at the same time it improved our risk management capabilities.

JPMorganChase is where it became clear that commercial banking operations could be a competitive advantage by balancing profitability, risk management, superb execution, and outstanding client service and by developing a great group of diverse employees dedicated to these principals.

PIMA SAVINGS & LOAN 1986 – 1989

Senior Asset Manager

Summary: Managed a portfolio of construction loan assets that required extensive negotiations with multiple parties and strategies to maximize the value of the assets. Using my engineering and project management skills, I also completed four CRE assets that were partially complete when repossessed.

FIVE STAR MANAGEMENT GROUP 1984 - 1986

Regional Property Manager

Summary: Managed a multi-state portfolio of multi-family properties for a multi-family developer/investor/ property manager including responsibilities for maximizing asset value through revenue increases and construction of capital improvements. The portfolio was eventually sold for maximum value.

EDUCATION

Master of Business Administration Arizona State University 1983 Finance

Bachelor of Science Arizona State University 1981 Construction Engineering

Community

HABITAT for HUMANITY

During one of the recessions that I have experienced, I was fortunate enough to help negotiate the donation of a repossessed asset from the organization that I worked for to Habitat for Humanity. The asset consisted of a completed A&D project (streets, utilities, community park, etc.) with 55 finished single-family lots located in a lower income area.

For the next several years, I joined groups of volunteers made up of other company employees to sponsor and lead the construction of a number of homes for low-income families under the local chapter of Habitat for Humanity.

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