Personal Experience Questionaire - Resume/CV Example

1. What do you feel are three to five responsibilities that are crucial in your role as Chief Operating Officer? Describe why and how you will accomplish them. I firmly believe that creating an effective team, strategy and development, and building a consultative sales and service culture are the crucial responsibilities I should carry out as a Chief Operating Officer. It is my belief that to forge a team where efficiency and dedication are highly valued, the need for the members to work towards a common goal must be realized. Part of my function as COO is to uphold the companys mission and vision to encourage our employees to deliver quality services. Specifically, I make sure that individual behaviors are directed towards achieving team goals and company goals. I ensure that each employee clearly understands the company’s goals and objectives, and remind the members how important their role is in reaching that goal. By doing so, I was able to create an engaged team, resulting to a significant increase in "One Bank" referrals and successful business transactions, and sustained growth in the business. For me, the key to creating an effective consultative sales and service begins with having an outstanding member service and members who are dedicated with their respective tasks. From my experience, I came to understand that employees want to interact with people who genuinely care about helping them. I believe that by setting a good example and upholding a clear set of values, employees will better understand their roles in the company and hopefully, will deliver quality services to our customers. As Chief Operating Officer, it is my responsibility to work with the team in order to define a consistent set of behaviors across our businesses that will facilitate every employee to effectively interact with customers, no matter what the situation. From my point of view, a consultative sales and service model should put the employees at the center of the conversation. By knowing our members at a personal level, connecting and establishing rapport with them, encouraging them to participate in the company’s endeavors, knowing their financial needs, and providing them with the services they need to continually deliver good results, we can inspire our employees to be fully engaged with the company’s various undertakings. It is my desire to make them feel that they are main actors and players in everything that the team does every day. I believe that every interaction and rapport that I make with the team is an opportunity to create a brand owned moment. Hence, a consultative sales approach that fosters strong relationships among the employees while expanding our wallet share is a viable strategy. 2. What would be your key milestones to ensure the further development of a more “sales and service delivery” driven organization within the first 6 months, year and 2nd year? There are some key milestones that I will monitor to ensure progress on achieving improved sales and service delivery. First, within the first 6 months, I will get to know the organization- know its strengths and weaknesses, the policies it follows, its financial status, how much manpower it possesses, and the like. I will also look at the history of the organization- how it came about, how it came to be where it is right now, and the struggles it has endure in the past. I believe that by studying the history of the organization, I will be able to gather insights on the mistakes it has done in the past and make sure these mistakes will not be committed again in the future. In addition, I will stay in close communication with the President for cultural direction. At the end of 6 months, I will then work with the President and senior team to formulate and develop an effective approach to implement the sales and service delivery model. Today, not knowing where Patelco is in the process or where we are starting from makes it difficult to put timelines on deliveries. Some learnings would be about the branch talent, the existing sales training delivery, systems, and culture. Within one year, I will establish a clear set of values and behaviors on how to better serve the members. Once a clear set of behaviors is set up and communicated with the rest of the team, I will then launch a training and coaching seminar to support the team. In addition, I will make use of metrics to measure the effectiveness of this strategy. 3. Please explain each transition in your career. What motivated you to make each change? I started my career in PriMerit Bank way back in 1993. Back then, I started as an account banker and was eventually promoted to a lead banker handling over 3-4 new account representatives. What I like most about PriMerit is that the company offers wonderful sales training programs. I took advantage of these training programs and the sales tools available to help my business expand and develop my team. In 1994, I was promoted to assistant branch manager. However, in 1996, PriMerit was acquired by Wells Fargo. At that time, I was offered a branch manager position with Nevada State Bank. It was a promotion and an opportunity to work with a well-known local bank with headed by an excellent leader. So I took the job offer and left PriMerit Bank in 1996. I worked for Nevada State Bank (NSB) from 1996-2004. I started as a branch manager and was promoted to higher positions several times. NSB was a local bank that was headed by George Hoffmann , a very well-respected and revered leader. He was known for being a great mentor and I was always more than willing to take on the challenges and responsibilities he gave me. George tremendously influenced my career as a banker. He transferred me from one bank to another in order to acquire the experience necessary to be an expert banker. While I was with NSB, I was able to complete a 10-month commercial lending program, graduated from a leadership program in Las Vegas, managed multiple banking locations, and was appointed as project leader during two mergers. So when it was time for George to leave NSB, I was more or less equipped with the skills and experience to handle things on my own. Needless to say, I continue to do well without George. In 2004, I was invited to meet with Mark Daigle, the President of Colonial Bank. At the time, Colonial Bank was a $1.2B commercial Bank. Mark was looking for an entrepreneur to build and manage a retail division. I considered this as an exciting opportunity for me to carry out a statewide responsibility while building a culture and a retail division/network. Mark offered me a position and I accepted it. So from 2004 to 2008, I was working for Colonial Bank in Nevada. I was appointed as the Senior Vice President Retail Executive by the President. Mark was an engaging president, a visionary, and a leader who possess aggressive growth goals for his company. While in Colonial Bank, I successfully integrated 2 banks after a merger. With the help of my team, I was able to build 10 more branches of the bank. I also created a consultative sales and service platform, spearheaded a "customer engagement" program, and managed a large operations division. In 2009, Colonials mission of being in top growth markets while participating in heavy real estate lending led to an FDIC closure. In 2008, I was offered to be the Executive Vice President/Chief Operating Officer at 1st Commerce Bank. I look at this as an opportunity to continue in banking with an entrepreneurial/start-up bank. So I accepted the position and worked at 1st Commerce Bank for 2 years (2008-2010). As the Executive Vice President, I worked closely with the Board and the President on formulating new strategies, sales and service build out, products, and all operational/compliance state and federal audits. Furthermore, I was also a member of ALCO and managed the liquidation needs of the bank. At 1st Commerce Bank, I was presented with many opportunities to challenge myself in new areas of banking. Definitely, my stay at 1st Commerce Bank was a great learning experience. However, in 2010, I was approached by Fifth Third Bank and was offered with the opportunity to be the SVP/Retail Executive of a $3B bank in NW Ohio. I accepted the offer. From 2010 up to the present, I am working for Fifth Third Bank as the Senior Vice President Retail Executive. Fifth Third is a large regional bank that operates under an affiliate model. Very few large regional banks operate under a pure affiliate model. This is not surprising because the affiliate model is very expensive to implement- it requires a president, a retail executive, a business banking executive, and other officers in every market. While at Fifth Third, I was responsible for a $3B asset of the bank, an achievement I am truly proud of. Fifth Third is taking advantage of some consolidation opportunities to reduce overlapping markets. 4. Why are you interested in this position? What does this position offer you that your current role or past positions have not? I am interested in this position because it presents an opportunity for me to work on the non- profit aspect of banking. I have wanted to explore that side of banking for quite a long time already, and I believe that this position will realize that dream. In addition, I want to lead my team with the interest of the members as my priority - putting their welfare at the center of the company’s operations. I believe my education and experience has equipped me with the ability to create a significant impact on Patelcos future. With my expertise, I hope to launch Patelco’s market to an even higher level. Lastly, I would love to work in the San Francisco area. As an outdoor enthusiast, shopaholic, and lover of the arts, I consider San Francisco as one of the best places that could accommodate my lifestyle. Moreover, I want to be with my sister, sister-in-law, and close friends who live in the area. Read More

At the end of 6 months, I will then work with the President and senior team to formulate and develop an effective approach to implement the sales and service delivery model. Today, not knowing where Patelco is in the process or where we are starting from makes it difficult to put timelines on deliveries. Some learnings would be about the branch talent, the existing sales training delivery, systems, and culture. Within one year, I will establish a clear set of values and behaviors on how to better serve the members.

Once a clear set of behaviors is set up and communicated with the rest of the team, I will then launch a training and coaching seminar to support the team. In addition, I will make use of metrics to measure the effectiveness of this strategy. 3. Please explain each transition in your career. What motivated you to make each change? I started my career in PriMerit Bank way back in 1993. Back then, I started as an account banker and was eventually promoted to a lead banker handling over 3-4 new account representatives.

What I like most about PriMerit is that the company offers wonderful sales training programs. I took advantage of these training programs and the sales tools available to help my business expand and develop my team. In 1994, I was promoted to assistant branch manager. However, in 1996, PriMerit was acquired by Wells Fargo. At that time, I was offered a branch manager position with Nevada State Bank. It was a promotion and an opportunity to work with a well-known local bank with headed by an excellent leader.

So I took the job offer and left PriMerit Bank in 1996. I worked for Nevada State Bank (NSB) from 1996-2004. I started as a branch manager and was promoted to higher positions several times. NSB was a local bank that was headed by George Hoffmann , a very well-respected and revered leader. He was known for being a great mentor and I was always more than willing to take on the challenges and responsibilities he gave me. George tremendously influenced my career as a banker. He transferred me from one bank to another in order to acquire the experience necessary to be an expert banker.

While I was with NSB, I was able to complete a 10-month commercial lending program, graduated from a leadership program in Las Vegas, managed multiple banking locations, and was appointed as project leader during two mergers. So when it was time for George to leave NSB, I was more or less equipped with the skills and experience to handle things on my own. Needless to say, I continue to do well without George. In 2004, I was invited to meet with Mark Daigle, the President of Colonial Bank. At the time, Colonial Bank was a $1.

2B commercial Bank. Mark was looking for an entrepreneur to build and manage a retail division. I considered this as an exciting opportunity for me to carry out a statewide responsibility while building a culture and a retail division/network. Mark offered me a position and I accepted it. So from 2004 to 2008, I was working for Colonial Bank in Nevada. I was appointed as the Senior Vice President Retail Executive by the President. Mark was an engaging president, a visionary, and a leader who possess aggressive growth goals for his company.

While in Colonial Bank, I successfully integrated 2 banks after a merger. With the help of my team, I was able to build 10 more branches of the bank. I also created a consultative sales and service platform, spearheaded a "customer engagement" program, and managed a large operations division. In 2009, Colonials mission of being in top growth markets while participating in heavy real estate lending led to an FDIC closure. In 2008, I was offered to be the Executive Vice President/Chief Operating Officer at 1st Commerce Bank.

I look at this as an opportunity to continue in banking with an entrepreneurial/start-up bank. So I accepted the position and worked at 1st Commerce Bank for 2 years (2008-2010). As the Executive Vice President, I worked closely with the Board and the President on formulating new strategies, sales and service build out, products, and all operational/compliance state and federal audits.

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