Senior Operating and Risk Management Professional with extensive, accountable banking experience coupled with a demonstrated record of providing fiscal, strategic and operational leadership in turning around underperforming units and driving revenue. A results-minded producer skilled at building high performance teams and productive organizations across multiple business channels and abilities to evaluate and implement risk management methodology, execute strategic organizational plans to reverse negative trends and establish cohesive and lasting business relationships with key clients.
➢ STRATEGIC / OPERATIONAL / P&L PLANNING ➢ STAFF COACHING, DEVELOPMENT & RETENTION➢ CREDIT RISK ANALYSIS AND MANAGEMENT ➢ FORECASTING AND BUDGETING➢ REORGANIZATION / TURNAROUND MANAGEMENT ➢ CORPORATE GOVERNANCE ➢ MERGERS, ACQUISITIONS AND INTEGRATION ➢ LEGAL COMPLIANCE |
Recruited by senior corporate management to provide strategic oversight of credit risk for the Equipment and Transportation Finance Businesses ($1.4 billion in assets), and direct all credit, portfolio and asset management initiatives. Enhance and maintain credit standards, ensure regulatory compliance and operating efficiency across all business sectors while analyzing business trends. Direct teams in New York and Michigan. Through joint collaboration with business line and finance executives, led the conversion of credit & operating systems from Vision Commerce and Lease Pak to Info Lease and REPORT consisting of loans totaling $515MM. This project was completed one month ahead of schedule. To date, have earned a “Satisfactory” rating on an internal audit of credit and risk management.RESULTS: Successfully integrated Advantage Funding business into the Sterling Equipment Finance division. Developed and rolled out a program for credit limits of $250M which reduced the credit decision timeline from 4 hours to 2.5 hours resulting in increased loan volume and customer satisfaction. Streamlined underwriting procedures for credit requests up to $15MM, that improved consistency of underwriting criteria.
Directed credit risk, compliance, BSA/AML, loan review, workout, restructuring, asset / portfolio management for Advantage Funding, a $460M subsidiary of Macquarie Bank. Enhanced compliance requirements for anti-money laundering and Fair Credit reporting through service automation. Worked in tandem with the CEO, CFO and key management to facilitate the sale of Advantage Funding to Sterling National Bank. Upon completion of the sale, I was recruited to join Sterling National Bank. RESULTS: Reorganized the loan underwriting process between credit and sales that improved turnaround to 4 hours on transactions less than $250,000 and 24 hours on those up to $1MM, which resulted in an enhanced competitive edge evidenced by an increased volume of loan transactions. Enhanced compliance requirements for Anti Money Laundering and Fair Credit reporting through system automation
I was initially hired by Sovereign Bank as Vice President of Risk Management. In that position for one year, I was advanced to Senior Vice President / Director of Operations. In 2009, Sovereign Bank was acquired by Santander Bank and I was asked by Santander's senior management to join them in the same capacity I held at Sovereign. Senior Vice President / Director of Operations - SANTANDER BANK & SOVEREIGN BANK (2003-2017) Senior Executive with full operating responsibility for the organization's Commercial Equipment, Vehicle Finance, Small Business Banking and Aviation Divisions ($3.8 billion in volume.) Maintained decision-making authority within the areas of credit risk, finance and cost management, operations, collections, workout, asset remarketing, recruitment and staff develop-ment, due diligence and technology. With eight direct reports, managed a multi-site environment. Minimized risk across the organization's business lines by partnering with key stakeholders to identify and analyze operational risks, develop risk mitigation strategies and strengthen internal controls. Developed and implemented governance reporting for specialty, small CONTINUED…George F. Chablis - 2 - RésuméPROFESSIONAL EXPERIENCE WITH SANTANDER / SOVEREIGN BANK (continued) business, SBA and aviation business lines, which provided comprehensive Key Risk Indicator (KRI) and Key Performance Indicator (KPI) metrics. Launched an aggressive reengineering of existing risk management operations guiding business units to positions as leading financial performers among comparable industry groups during a severe economic downturn as measured in terms of asset quality, inventory and efficiency ratio. Appointed by corporate management to co-chair a Small Business Asset Management Committee, the decision-making group for day-to-day asset quality initiatives. Served as a key member of the executive management team to collaborate on strategies to grow portfolios while maintaining asset quality and cost containment. RESULTS: Delivered unprecedented results, reducing delinquency trends for Commercial Equipment & Vehicle Finance from 1.62% to 13 basis points, Small Business Banking from 6.09% to 75 basis points and Aviation from 1.42% to 23 basis points. Reversed charge-off trends for Commercial Equipment & Vehicle Finance as a percentage of the portfolio from 1.63% to 14 basis points, Small Business Banking from 6.09% to 1.48% and Aviation from 4.19% to 8 basis points. Reduced operating expenses 12% in fiscal year 2013 through vendor consolidation. Executed sales of non-performing / distressed assets during 2Q 2015, resulting in a 28% reduction in loan classifications.
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