Global Banker’s Society

MICHAEL D. FRITZE

Qualifications for Senior-Level Management

Accomplished, goal-oriented professional with over ten years of progressively responsible experience in sales management.  Possesses a proven track of record of continuously exceeding sales and revenue goals while consistently reducing turnover rates.  Successfully manages and monitors budgets and expenses.  Displays a genuine interest in the well being of employees and brings out their highest capabilities through dedicated and focused leadership and training techniques.  Additional areas of expertise include:

Client Relations · Public Speaking · Customer Service

Communications · Strategic Planning · Team Facilitation

Mergers/Acquisitions · Public Relations · MS Office

KEY ACCOMPLISHMENTS                                                                                  

• Spearheaded the successful merger of two retail sales districts and one commercial sales region into single combined region.
• Exceeded sales goals by 110% or greater for 10 out of 12 months at Colorado State Bank and Trust; continuously exceeded mortgage loan goals; reduced the turnover rate from over 50% to 38%.
• Played a vital role in the successful merger and integration of First United Bank into Colorado State Bank and Trust.
• Achieved status in the Compass Bank “Brokerage Chairman’s Club” for annual investment production (2003, 2004, 2006) and the Compass “Annual Gold Club” for overall sales and investment production (2003, 2004); only district to achieve $3M+ in investment fee revenues during tenure at company.
• Won summer investment sales contests trips for four consecutive years at Compass Bank.
• Consistently met or exceeded sales, deposit, loan, and revenue goals each quarter at US Bank; ranked in the top three each year among branch manager/assistant branch mangers for sales and profitability.
• Spearheaded the successful acquisition and integration of eight financial institutions into US Bank.
• Reduced turnover from 60% to <5% while serving as Teton Valley Sales Manager for US Bank; exceeded 120% of sales goals.
• Decreased turnover from 45% to <10% while acting as SE Regional President for US Bank; reduced losses to 40% of annual budgeted plan; exceeded deposit and loan goals by over 100%; surpassed revenue goal by 25%.

CAREER TRACK                                                                                                  

COLORADO STATE BANK AND TRUST

Senior Vice President, Regional Sales Manager……………………………………….. 2007 to 2008

Headed the day-to-day sales, service, client retention, and profitability of 17 offices and 100 staff, where there was a deposit base of $365M and loan base of $5M.  Took on human resource decisions.  Co-facilitated various training programs for the retail bank.  Represented the bank in various community involvement activities with civic organizations.  Developed and mentored managers.

COMPASS BANK

Senior Vice President, District Retail Executive II………………………………………. 2003 to 2007

Managed 174 employees in 18 retail branches with $500M in deposits and $130M in loans.  Oversaw daily sales and service procedures as well as the training and development of new employees.  Monitored and maintained expenses within budget while increasing district profitability.

US BANK

Southeast Idaho Regional President………………………………………………………….. 2001 to 2002

Managed 121 employees in 14 retail and commercial branches with $300M in deposits and $100M in loans.  Oversaw expense control, community relations, account retention, and strategic planning.

Teton Valley Sales Manager………………………………………………………………………. 2000 to 2001

Headed the overall management of sales for six Southeast Idaho branches and 40 employees.  Maintained budget controls and grew the deposit and loan base in each branch.  Implemented sales and customer retention strategies.

Intermountain District Trainer……………………………………………………………………… 1997 to 2000

Trained over 400 retail bank employees in eight different states.  Designed a training overview for First Bank’s system acquisition of US Bank.  Facilitated over 20 different courses for the company.

Previously held roles of Acquisition and Integration Team Member/VP (1994 to 1997); Bank Manager/Assistant Bank Manager/VP (1987 to 1994); and Processing and Teller Supervisor (1984 to 1987)

EDUCATION / PROFESSIONAL DEVELOPMENT                                                                     

• Los Angeles City College (Communications/General Studies Coursework)
• Institute of Financial Education (General Banking Courses)
• Creative Training Techniques (Training Presentation Class)
• Cohen-Brown (Sales Management Classes)
• State of Alabama (Life and Health Insurance License)
• NASD (Series 6 and 63 Licenses; Limited Principal Series 26)

George Ruboyianes

940 Arrington Circle

Oviedo, FL  32765

Cell: 847-951-5689  HM: 407-366-0910

Email:  grubos66@yahoo.com

Career Summary

Innovative Regional Sales Manager with extensive leadership experience in the consumer finance industry for a Fortune 50 company. Proven expertise in operations and sales, relationship building and motivating effective sales teams. Formulated strategic sales plans and consistently produced distinguished results during a highly successful career in several leadership roles. Transformed and expanded competitive markets, increased new business and built award winning teams while establishing an unsurpassed sales record.

Professional Experience

WELLS FARGO FINANCIAL                                                              1993-2008

Regional Sales Manager,

Wells Fargo Auto Finance (Orlando, FL/Chicago, IL)                          2001-2008

Direct responsibility for the leadership of up to 14 Area Sales Managers and hundreds of auto dealers across several states, impacting the success of a 30B indirect auto finance company.  Functioned as the divisions “senior sales manager” contributing to team meetings, coaching clinics and special projects.

·         Introduced and implemented company sales process, playbook and territory alignment to maintain aggressive expansion in the Midwest and Southeast sales regions.

·         Redesigned targeting and planning contributed to a tripled market share and record sales volume, over 200M annually, exceeding projections by more than 40%.

·         Realigned sales territories to maximize opportunities with more than 500 franchise and independent dealerships. Created prominent dealer relationships and impressive partnerships, maintaining over 80% dealers funding contracts each month.

·         Recruited and coached multiple tenacious sales teams with a motivational style of leadership that generated 10 “president club” winners.

·         Established and instituted budget standards, accelerated dealer efficiency improvements, achieving 50% reduction in expense.

·         Promoted and fostered collaborative team relationships between credit, sales and funding. Established and influenced partnerships with 5 dealer service centers resulting in cohesive partnership and constructively managing change.

District Manager,

Wells Fargo Financial Acceptance (Chicago, IL)                               1996-2001

Supervised assigned branches in the Midwest to assure achievement of growth, profit, bad debt and personnel goals. Conducted recruitment and development of Credit Managers and Customer Service Representatives for the entire division.

·         Headed as many as 7 direct loan branches in 3 different states. Influenced and coached branch managers to recruit, train and supervise highly effective team members.

·         Developed and delivered weekly coaching programs and workshops designed to enhance personnel and production; focused on building strong teams and strengthening sales and collection skills.

·         Through assertive solicitation, increased loan and real estate growth as well as various insurance products, consistently exceeded objectives.

·         Reduced district bad debt through regular collection and charge-off review. Implemented regular purchase reviews to assure receivables met the Company’s quality and yield standards.

Branch Manager,

Wells Fargo Financial Acceptance (Chicago, IL)                               1993-1996

Administered the operations of originating, processing and closing consumer loans including auto, secured personal and real estate. Responsible for the achievement of branch loan & sales finance gain, profit and loss. Recruited and trained Credit Managers for the entire division.

·         Generated loan business through current customers and outside dealer sources. Consistently led the district in loan growth, sales finance and profit.

·         Implemented branch playbook and provided daily one-on-one support resulting in high employee retention and a top performing staff. Recognized for developing new managers and responsible for at least 9 promotions.

·         Lowered delinquency and bad debt through greater awareness of potential loss accounts and sale of repossessions.

·         Recipient of numerous top producer awards, leader recognition for developing team members and earned promotion to District Manager.

Education

Oakton College - Business, Management

Des Plaines, Illinois

Community Involvement

United Way - committee member

Habitat for Humanity

Beta Center

Hands on Orlando             

Fred Simkovsky
3076 Paige Ave
Simi Valley, CA 93063
Home:  (805) 306-1485
Cell:  (510) 506-8281

fredsimkovsky@yahoo.com

http://pwp.att.net/p/pwp-docfred4

Career Summary

Results-oriented Organizational Development/Learning/Change Management Professional with over 16 years of experience in personnel development and work place re-organization, M & A, in multi-disciplinary environments, saving employers and clients over $16 million through reduced costs and enhancing productivity.  Accomplished leader with the ability to identify, coach, develop, mentor, and retain talent. An effective communicator with excellent interpersonal, motivation, and presentation skills.

Metrocities Mortgage, Sherman Oaks, CA                2005-2008
National Mortgage Origination and Brokering company of over 1000 employees

Director, National Training and Organizational Development
Colleague, Chief People Officer, working in the company asked me to join him to take responsibility to build a training and OD function from scratch expanding on the one Loan Officer class being delivered ineffectively.

Responsible and hired for the expansion of T & OD nationally to reduce operating costs and enhance employee engagement and create a national sales program,  6 trainers nationally, and the creation and delivery of Training & OD with no discernable budget to reduce turnover of LOs by at least 7% in 13 months

Results:
* Saved over $3M in reduced employee turnover of 10% in 2 years, working with the 2 regional Presidents, CEO, and senior management through expanded/enhanced organizational development & learning programs for sales and sales managers nationally and revamping the LO training program reducing it to 3 days from 5 days, and improved loans closed by 30%
* Saved an additional $510,000 in reduce costs in 2 years through creation of blended learning, and implementation of e-learning (LMS system/SCORM compliant), MetroUniversity, video learning, and live web casts (over 40 new programs created, available on-demand) eliminating 90% of all classroom training and travel costs

MEOC Development, Hayward, CA                    2004-2005
Independent consultant in training and OD

Learning/Organizational Development Consultant
After leaving SAP Labs, LLC due to a re-org and downsize, decided to consult while looking for a new opportunity

Responsible for small projects for colleagues e.g. creating an e-learning module for Sexual Harassment for Managers to comply with state requirements

SAP Labs, LLC, Palo Alto, CA                    1998–2004
ERP software research and development company of 1500 employees, parent company SAP AG, Germany

OTM Consultant/Training Manager
Through a recruiting firm, introduced to the HR Director, I having led the successful ERP (SAP) implementation for Digital on the East Coast and in Scotland as the training team leader for the project

Responsible and hired to build the T & OD function from scratch in the most cost effective manner. They had only one programmer course they were delivering at twice the daily rate of the industry, a cost center responsibility of $250,000, and 3 trainers nationally reported to me

Results:
* Saved over $4M in reduced employee turnover costs through improved employee satisfaction with management by 40% in 2 years through management/leadership and employee development programs utilizing 360 degree feedback programs, coaching and mentoring, and the Gallup Q12 Cultural Survey process
* Reduced turnover from 42% to 27% for an additional $5 million savings, working with Human Resource Business Partners by establishing and creating competency-based performance programs, and training paths with triple career-paths coupled with the  balanced-scorecard to enhance recruitment, retention, improved customer satisfaction, and employee motivation which includes programs such as on-boarding/new employee orientation,  performance management, diversity and team training for managers and employees, talent management with  high-potential development and succession management. Implemented an LMS/SCORM compliant e-learning system and SAP University for North America.
* Turned a $250,000 cost center into a $750,000 profit center by reducing the cost of training by bringing it in-house through subject matter experts and/or hiring consultants at discounted prices for volume and obtaining 3 training grants from the ETP, California Training Panel in 3 years for $300,000
* Reduced training costs by over $1M through delivered management/leadership & employee development, organizational development & learning globally using Webex, Meetingplace, Netmeeting, GoToMeeting, Interwise, e-learning, and video learning, and on-site training throughout North America, Europe, Japan, and China having created over 35 new programs

The Training Workshop, Billerica, MA                1996–1998
Independent consultant in training and OD

Learning/Organizational Development Consultant
After downsized out from boutique consulting firm, went independent until I found a new opportunity

Responsible for business development, project creation and delivery/implementation, and evaluation

Results:
* Re-organized (as team leader) the training approach and delivered the SAP training implementation for Digital in New Hampshire and Scotland saving over $1M by implementing 170 new customer service procedures, creating and delivering level 1 and level 2 SAP system training in the US and Scotland in 13 months. Their 3rd try with my assistance, in training, was the charm to their successful SAP implementation
* Assisted in the delivery of training of over 850 branch employees for the Boston/BayBank merger-conversion and revamped the Call-Center training in 8 months

FDIB Consulting, Blue Anchor, NJ                1994–1996
Boutique consulting firm of 15 consultants doing bank consulting on the East Coast

OD/Training Consultant
After being downsized out of Fleet, answered a job posting on the web asking for banking experts

Responsible and hired for training on all projects with clients and training consultants to be productive and sales oriented, trained approximately 12 consultants on a rotating basis, and responsible for approximately 3-5 projects monthly

Results:
* Saved over $2M  in operations efficiencies and improved procedures for various clients in 2 years by reducing accounting inefficiencies and better cash management, employee deployment and operations effectiveness

Fleet Services Corporation, Malden, MA                1988–1994
Northeastern regional bank of over 1500 employees in 5 states

Operations Officer/Training Manager
Looking for a new opportunity found a job add and responded

Responsible for transaction processing and a $10 million budget, 166 employees across 5 states and 3 shifts and $1 billion in cash assets on a daily basis and training. Hired because their on-time, on-line up rate was 76% daily and float costs were unacceptable and overtime was running $3M annually

Results:
* Improved productivity 112% and quality 50%, in three years, through the creation of self-directed teams, productivity standards tied to performance management, and the delivery of a TQM program while merging in 9 acquisitions resulting in $3.1 million in savings and/or operational improvements annually. Eliminated all overtime and on-time, on-line up rate went up to 99% daily in 13 months. Reduced float costs by 50%, a savings of an additional $70,000 annually
* Created their Disaster Recovery Program when utilized in a transformer burn out, saved $12M in float by having operations moved to the next state, Connecticut, in a 3 hour recovery
* Created 150 new/revised procedures and delivered training for 1500 employees for an accounting/processing system conversion in 90 days. When new system deployed, no problems occurred due to system usage

Federal Reserve Bank of New York, New York City            1966–1988
Bank regulator of all national banks in the US

Assistant Chief
Started work from college through a newspaper add and worked my way from a grade 6 adjustment clerk to a grade 13 Assistant Chief (assistant manager). The first and only grade 8 clerk to be promoted grade 11 supervisor in the bank to this day

Responsible for transaction processing of 2.5 million items, float management, facilities, a $10 million budget, and 66 employees on a daily basis. Asked to take over the operation because computer conversion was stalled, productivity and float costs were unacceptable and they were losing $2M on the system conversion

Results:
* Reduced daily float by $10M in 9 months through revamping transaction processing, implementing a manager/supervisory training program and productivity standards, and performance management program and eliminated all overtime for a savings of over $1M annually
* Improved process and delivery rates to 99% from on-time rates of only 72% through the new self-directed team program whereby team leaders took initiatives to ensure timely processing where they hadn’t before
* Lead the operation through 2 of 3 computer system conversions from IBM to Univac and back to IBM after the first conversion cost them a $2M loss. The subsequent 2 conversions led by me, the write-off was only $76

EDUCATION

California Pacific University, Escondido, CA
Doctorate in Management and Behavioral Science, GPA 4.0, 1993
Masters in Management and Human Behavior, GPA 4.0, 1989

Utica College
Bachelor of Science in Business Administration, GPA 3.6, 1984

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