Retail Sales:  Retail banking sales offer a higher profit margin and more diversified base of clients than commercial or even small business.  I have proven techniques I have developed at the banks I have worked with which will significantly reduce attrition and increase new retail account acquisition.

 

Service: I have a proven method of improving service standards and service scores as measured by the nation's leading benchmark of customer service: the American Customer Satisfaction Index.  The best way for mid tier banks to not just survive but thrive is to prove to their clients that they can receive better service from their bank than they can from the much larger institutions or even the credit unions.  I have proven measurement tools and programs that will insure that every staff member is delivering on the CEO's promise that their bank's service is better.  I have led my banks to achieve customer satisfaction scores higher than any major bank in the nation.

Product Management / Development: In order to take market share and remain competitive against the larger banks in your market, you must stay relevant.  You cannot be everything to everyone but you must pick your spots on technology investment and deliver the services clients need and want.  I have developed simple, effective techniques to deliver product development profitability and timely.  This allowed me to receive such recognition as a BusinessWeek Best Product of the Year listing when I was working for a bank that was only around $20 Billion at the time.  I can help your bank remain competitive too.

Marketing:  Marketing is a revenue generating unit for a bank ... and if it is not, it should be.  Every major project or investment of marketing should have a measurable P & L impact.   A marketing audit will identify how you can execute Marketing more effectively and efficiently. 

Serving the Unbanked / Underbanked:  Your bank is serving the unbanked today.  Were I to perform an analysis of your bank today, I am confident that I would find that one of the largest single categories of teller transaction are cashed checks.  These represent the employees of your business clients who issue their payroll checks from their business accounts with you to their employees.  In turn, those employees who are either unbanked or underbanked are cashing those checks in your teller lines.  These transactions are a pure expense and require higher staffing expenses.  Let me help you turn this expense stream into a revenue stream for your bank by demonstrating how you could serve these clients and their employers better with a payroll card.  

 

Retail Branch Staffing:The retail branch has changed - so must our approach to staffing it.  In order to meet the service needs of our clients, we must have a well honed approach to identifying peak times and staffing appropriately.  At the same time, personnel expense in the branch is one of our greatest investmentments.  We must insure that we are not overstaffing.  Robert's approach has helped banks reduce cost while at the same time improving peak time staffing and level of quality service provided.