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Click here or scroll down to respond to this candidateCandidate's Name
PHONE NUMBER AVAILABLE EMAIL AVAILABLESUMMARY AND PROFILEI am an experienced manager and consultant who is seeking an opportunity to utilize my extensive banking background to lead a team to the next level. I am a strategic and tactical Senior Manager and Consultant with experience managing in both Community and larger bank environments. Treasury Management Products/Payment Rails Expert Process Improvement Leader Project Management/Six Sigma Consultant Six Sigma Black Belt (GE) Multiple Site Management/Remote Leader Certified Treasury Professional Fraud and Risk Management Retail BankingDeposit Ops and Loan ServicingPROFESSIONAL EXPERIENCEHEITMEYER CONSULTING The Banking ExpertsSenior Consultant/Six Sigma Black Belt(2023 Present)Various projects and contracts offering operational expertise and process improvements across Bank Operations. BANKERS BANK Madison, WisconsinSenior Vice President(2020-2023)Head of the Payments and Cash Management Division. Responsible for the Strategic Vision and Planning for all products under Payment rails that include ACH, Wire Transfer, International Payments, Checks, Real-Time Payments, and Fraud. Project Lead for the FedNow project and participated as a member of the Feds pilot program.THE NORTHERN TRUST - Chicago, IllinoisSenior Vice President(2015 December 2020)Head of Banking Operations that includes Treasury Management Operations, Deposit Operations, Imaging Operations, Legal and Regulatory, Application Management, and Project Management across Arizona, Illinois, Texas, Florida, India. Managed a staff of 200 FTE with 7 Direct Reports. Led several projects including the largest cost saving project for that year. Responsible for project deliverables with a team of 20 outside consultants who reported to me. This project included the RFP process of selecting a new vendor. DISCOVER FINANCIAL/JUDGE GROUPSix Sigma Leader CONTRACT(2014 2015)Develop a six-sigma strategy across card services for Preventative Risk that will be implemented to enhance the customer experience, and identify risks with Lean processes. HEARTLAND FINANCIALSenior Vice President(2011 2014)Treasury Management and Business Banking Senior Executive Leader of the business products and services for the $6.0B bank holding company with 70 branches across 13 states. Manage a staff of 5 VP level Direct Managers overseeing fraud and compliance, risk management, project management, wire transfer, ACH, mobile banking, online banking, remote deposit capture, account analysis, lockbox, merchant services, and sales relationship management. Project leader on the business banking side of the largest bank acquisition with $1.0B in assets. Project lead for the implementation of Six Sigma methodology across all Operations. I trained all managers as Green Belts.HEITMEYER The Banking ExpertsEngineer BBVA/Compass Bank End-to-(2010 2011) - CONTRACTend process analysis and review for new core system installation and migration to a real-time environment for one of the leading pioneer banks in this space. This is the first bank to introduce a real-time core platform in the US market, previously only largely deployed across Europe and Asia. Process redesign engineer of the 76 Deposit functions end-to-end processing migrating to a real-time environment. Reported to the PMO offices with 200 ful time consultants.TALARIS INC. formerly DeLaRueSenior Six Sigma Leader(2006 2010)This was an industry leader in process improvement for Retail branches, credit card security, and printing with 85% market share for all the U.S. banks with automated cash systems. Leader and banking expert for banks seeking to streamline and improve their branch network through automation and process improvement. I worked with the top 50 financial institutions to increase sales revenue in the branch network by 25%, reduced staff by 17%, and enhanced the customer experience by 35% across successful implementations. BMO/Amcore BankVice President of Treasury Management and Bank Operations(2003 - 2006)Senior Manager of all Commercial Operations including Online Banking, Merchant Services, Account Reconcilement, ACH, Wire Transfer, Lockbox, Account Analysis, Adjustments, Control Disbursement, Remote Deposit Capture, Check 21 implementation, Vault Services, and Business Customer Service Department and Risk Management. Leader of Six Sigma Project/Process Improvement teams using Six Sigma tools that resulted in cost savings and quality improvements. Key process improvements were Lockbox quality improved by 28% with new technology, Online for Business Banking abandoned call rate reduced by 22%, reduced account analysis leakage of$500,000 in fee income losses, changed online input system for New Accounts and HIPAA forms reduced staff by 18%. Introduced a new Service Quality Program for all Operations and Information Technology by leading multiple teams across Retail and Business Operations. I led the implementation of 85 KPIs across Operations. I trained 24 managers to become Green Belts.NATIONAL CITYRegional Vice President/Treasury Management(1999 2003)Senior Manager of multiple sites across the Western Region that included Indianapolis, Columbus, Detroit, and Chicago. Senior project leader and key resource as the bank started rolling out a formal Six Sigma program corporate-wide. At the time, this was the 6th largest bank in the U.S. Managed a staff of 6 Directs (Officer Level) and 300 FTE both in-house and remotely. Led the conversion of the Retail Lockbox product returning to National City Corporation from National Processing Corporation. This resulted in a 38% revenue return to the line of business. New business sales increased by 12% in 3 years while retaining 95% of the existing lockbox customers. Project manager of a team that optimized site configuration to reduce the overall number of lockbox sites across the footprint and convert this business to the two planned super sites. This resulted in the immediate closing of the two retail sites and the closing of five Wholesale sites. Operations cost savings of 4.5 MM targeted with less than 15% loss in local customer business. Sales within 5 years were forecasted to increase by 20%. Turnover was reduced from a high of 32% to 18% across my sites in 2 years. GENERAL ELECTRIC CAPITALSite Leader(1995-1999)Managed the largest payment-processing site with a staff of 200 FTE from the mail extraction function through transmission delivery. The site processed over 10 MM payments monthly with 98.9 % same-day processing and a quality ratio of 1/50,000 items processed. Six Sigma trained and leader of several projects. Successful completion of Six-Sigma Black Belt training and certification and managed the green belt certification for all direct managers. This training of all direct reports and supervisors across the site resulted in several key initiatives to improve both production and quality results. The site received the highest employee survey results across GE Capital Services in all three years.EDUCATION AND OTHERSDeVry UniversityBachelor of Science in EngineeringDePaul UniversityExecutive MBA ProgramNorthwesternCertified Treasury ProfessionalGE CapitalSix Sigma Black Belt |
