SPECIFIC PROJECTS IN SEQUENCE ODER IN WHICH THOMAS A. DUJANOVIC WAS IN MOST CASES THE PROJECT MANAGER WHILE EMPLOYED AT SUNTRUST BANK, ATLANTA, GEORGIA AS MANAGING DIRECTOR RELATING TO REAL ESTATE LOANS PROCESS & PROCEDURES, OPERATIONAL RISK, SOX, PORTFOLIO MANAGEMENT AND INTERNAL CONTROLS AND PROFIT CENTER MANAGEMENT

Note: In 2001 SunTrust Bank approved time off and participated in the cost for Thomas A. Dujanovic to obtain his Certification in Project Management from Georgia Tech.

Manager of Program Lending (PL): While managing this division there were a number of operational and credit risk issues. Also, loan booking errors were above acceptable levels. PL serviced a number of clients such as: McDonalds, NAPA, Aaron Rents, Ruby Tuesday and others. The operational risk associated with these clients relates to the bank having the corporate guarantee of the client when the bank disbursed funds to the client’s franchisees; however, if the PL did not follow specific guidelines called for in the corporate guarantee agreement, the bank would lose the guarantee. As manager, Thomas put a team together and created a process flow program that addressed: loan underwriting, approvals and closings, operational risk, credit risks, internal controls, reporting’s and FTE training.

Capital Markets (STRH): In 1998-1999 the services offered by SunTrust relating to Capital Markets products were individually housed in 27 separate banks within the SunTrust conglomerate. SunTrust bank purchased the Capital Markets firm of Robinson-Humphrey’s and formed STRH (SunTrust Robinson Humphries) and consolidated many Capital Market services housed across the Bank’s footprint and headquartered STRH in Atlanta. The coordination of some 1,200 FTE’s and $20 billion in portfolio assets was a challenge for both SunTrust Bank and STRH senior management. Thomas was asked by the new Chief Operating Officer of STRH, and personally asked by the then President of STRH, to manage a Project across the reorganized STRH footprint to address: Operational risks, loan bookings (at the time booking errors ran as high as 30%), internal controls, reporting, FTE training and transactional process and procedures. The project was completed on time and within budget. During the 6 month project, Thomas provided regular updates to the project main stakeholders, President of STRH and its Chief Operating Officer as well as the Chief Credit Officer of STRH.

SunTrust Robinson Humphries Structured Leasing (STRHSL): While employed as a Director within the Structured Leasing (Sale-Leasebacks) Division within STRH, Thomas was asked by the then Managing Director, to create a complete process and procedures manual for STRHSL. The structured leasing division was growing, adding new FTE’s and required higher equity funding from STRH. The Project consisted of creating a comprehensive process and procedures manual. Thomas managed a team of Structured Leasing FTE’s and created the requested operational manual on time and within budget.

Sale and Leaseback of 450 SunTrust Bank owned Real Estate Properties. While a Director at STRH Structured Leasing, Thomas served as a senior project team member relating to a massive sale and leaseback of some 450 SunTrust Bank owned real estate properties that included primarily branches and office buildings. The team took the project worldwide and created an initial listing of some 3,000 potential buyers. The Project’s goal was to produce net sales proceeds at a minimum $700 million and close the transaction by 12-15-2007. This project was reviewed and approved by the Board of Directors of SunTrust. During the project duration top of the house SunTrust senior management was very much involved and interested in the project’s on-time completion. The Project Team delivered net sale proceeds in excess of the projected $700 million and closed the transaction prior to the imposed SunTrust deadline.

SunTrust Commercial Real Estate Lending Division (CRE): After the successful conclusion of the $700 million + sale-leaseback of SunTrust real estate, Thomas was asked by the CRE LOB Head and the CRE COO to join CRE as a Managing Director to take on various high profile projects. The first project was the creation of a badly needed CRE Playbook. The project included all 60+ CRE locations across the banks footprint involving some 540 FTE’s. At the beginning of the project the CRE commercial loan portfolio had an approximate balance of $20 billion A team of some 15 CRE FTE’S was formed. The first step was the creation of a Project Team Training Manual (adaptable for training of other project teams), which at the time, did not exist within CRE. Following the CRE Project Training Manual a Project Charter (again, very adaptable to other projects) was created. The project addressed many functions within CRE: loan origination, loan processing, credit approval, loan closing and servicing, SunTrust Legal Division functions, process and procedures addressing operational risk, credit risk, internal controls, FTE training modules, SOX issues, as well as, recommendations and changes that highlighted deficiencies concluded by a SunTrust Risk Management report and a audit failure report issued by SunTrust Internal Auditors. Thomas and his team completed this project on-time. By the training and utilization of SunTrust CRE FTE’s excluding salaries and benefits the total out of pocket costs, consisting primarily of travel, totaled approximately $23,000. Post project completion, discussions were held with major third party project providers who quoted from $1.5 to $2.0 million dollars to produce what was done internally under the direction of Thomas Dujanovic. The CEO of SunTrust Bank in an open CRE FTE senior officers meeting complemented the team on a job well done. Additionally, post project completion, Thomas in his performance review from the CRE COO received many ratings of stellar and above expectations resulting in a final performance grade of 4, commendable.

CRE Special Assets Division (SAD): At the beginning of the banking real estate financial crisis of 2008-2011, CRE SAD had approximately 14 FTE’s assigned to troubled loan workouts. At the height of the crisis the 14 FTE’s grew to over 200. CRE like most commercial real estate divisions of major banks was taken somewhat by surprise by the both the volume and the urgency of the real estate crisis across the country. CRE or SAD had no Playbook or Loan Workout training manuals that would allow SAD to transfer many front line loan producers to loan workout specialist. Thomas was asked by the CRE LOB head and the Manager of SAD to quickly create a SAD Playbook and FTE training modules. The SAD Playbook and training modules included: process and procedures, loan workout principals, processes around foreclosures, deficiency and settlement notes, valuation of distressed collateral, procedures around working with SunTrust in-house and third party attorneys and the review, approval and processing of legal invoices.

Fed’s Final Report: CRE and CRE SAD received very high marks from the Federal regulators relating to the newly created CRE and CRE SAD Playbooks. In fact the regulators requested copies of the two playbooks to be used as a potential model for other financial institutions.

Quick Hit CRE Loan Credit Files: While the CRE and CRE SAD Playbooks Projects were ongoing CRE received notice that the Federal regulators were going to conduct an audit of CRE’s credit files consisting of loans across the banks footprint within a period of six weeks. Thomas was asked to scramble and put together a sub project team to address the Federal audit relating to CRE credit files. A project charter and a project team training manual were created and some 30 FTE’s were assigned to the project. The project was completed three days prior to the Federal audit. CRE received a very favorable Federal audit report.

CRE Advanced $20 Million for Delinquent Real Estate Taxes: During the height of the real estate financial crisis it was determined that CRE in the year 2010 in order to protect the banks collateral advanced some $20 million dollars in payment of delinquent real estate taxes. Historically, commercial banks, including SunTrust do not escrow real estate taxes when loans are made against commercial real estate. Thomas created a CRE real estate tax team for the purpose of establishing specific process and procedures for the monitoring the timely payment of real estate taxes on all commercial real estate loans across the Bank’s footprint. The project encompassed all lines of business within SunTrust that made loans whereby commercial real estate was the primary collateral. The project was completed on time and today the program is in full operation across SunTrust.

Federal Reserve, OCC, FDIC and Office of Thrift Supervision Consent Order: In April 2011, SunTrust Bank and SunTrust Mortgage received a Cease and Desist order issued jointly by the Federal Reserve, OCC, FDIC and Office of Thrift Supervision focused on SunTrust Mortgage. Thomas Dujanovic was supported by SunTrust Chief Risk Officer to join the Consent Team. Thomas was assigned supervision of some 35 PWC specialists to address: process and procedures around residential loan foreclosure, loan workouts and ORE and employee training. In addition to the above mentioned project deliverables one of the critical issues had to do with the hiring and training and housing of some 300 additional SunTrust Mortgage FTE’s within a period of 120 days. This portion of the massive project was completed by Thomas and his team timely in keeping SunTrust and Fed’s expectations.

Contractor or On Call position in Bank related projects revolving around real estate and commercial loan underwriting, process & procedures, internal controls, operational risk, Sox compliance, FTE training, portfolio management and customer service are my desired assignments. Travel is not an issue.

Note: Copies of Thomas Dujanovic SunTrust performance reviews while a FTE at SunTrust Bank and detailed resume are available upon request.

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