GARY LOESL

(480) 600.3692 | gloesl@cox.net | http://www.linkedin.com/in/garyloesl

Phoenix, AZ.

VP BANK OPERATIONS MANAGER

Committed to driving company growth and securing market presence in client-centric environments

HIGHLIGHTS OF QUALIFICATIONS:
 Results oriented leader equipped with 20+ years of operations management success in the financial industry.
 Expertise lies in project management and implementing new applications and ideas that improve the customer experience
and service levels.
 Recognized for a “can-do” attitude and passionate for delivering the highest level of customer satisfaction with proven
successes in coaching team members, employee development and morale.
 Proven budget manager dedicated to exceeding expectations.
 Excellent communication skills with all levels of management, clients, staff and team members.
 Experienced with SOX, HIPAA, REG II and GLBA regulations

Strategic Leadership | Process Improvement | Team Builder | Project Management | Risk Management |Analyze | Implement
| Customer Service | Problem Solver | Compliance | Change Review | Product Management | Communication | Treasury
Management | Budget | Disaster Recovery | Conversions | Quality Assurance | Accuracy | Outsourcing | Business
Development | Audit | Facility Management | SSAE 16 |ACH | Vendor Management | Information Security | FIS | Fiserv

SELECTED ACHIEVEMENTS:

Directed the Bank back office operations conversion from Fiserv in-house processing to FIS IBS outsource. Transitioned
Computer Operations, Debit Card, Credit Card, ATM Services, Item Processing, Customer Service, Lockbox, Mail Services
and Exception Processing departments to the IBS core and other FIS products. .
 IMPACT: The successful conversion took only ten months and included more than 100 applications. In-house data
processing was converted resulting in a savings of $10M over the term of the contract.
Managed a large lockbox department averaging 30% year over year HOA payment growth.
 IMPACT: Achieved a significant efficiency improvement from the electronification of the bill payments received
and processed from the bill payment providers. More than 30% of the total payments were processed electronically.
Negotiated, recommended and implemented a replacement platform solution for the banks paper check process to a complete
image environment. Clients desired upgraded technology and products to view image statements electronically; although there
was an initial investment cost, the operating costs reduced significantly.
 IMPACT: The $3M investment was easily recouped due to the efficiency of the new platform process. Client
statement production improved to three days and 13 banks converted to the new process.

Directed the conversion of the lockbox platform to retain existing clients and market new prospects; Treasury Management
decided to sell products nationally which required six regional sites to convert over 800 clients to the new platform.
 IMPACT: The conversion was completed, all 800 clients were retained and the sales team was able to market to a
national client base.

Implemented ISO 9000:2000 standards across the division in order to meet ISO requirements; selected ISO coordinators at 9
regional sites, created standard procedures and collaborated with the coordinators to implement the new procedures.
 IMPACT: Passed all audits within a 12 month period.

Collaborated with vendors and internal departments to convert a new “Branch Capture” platform that transformed the way
transactions were processed at the bank. With the new technology, transactions could be processed via image scanners that
avoided the need to deliver the documents to an operations center, saving both time and expenses. The existing hardware and
software technology was overhauled during the conversion and was completed in 18 months at 350+ branches and departments.
 IMPACT: An annual savings of $10M was recognized.
 GARY LOESL
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VP BANK OPERATIONS MANAGER

Committed to driving company growth and securing market presence in client-centric environments

PROFESSIONAL EXPERIENCE:
WESTERN ALLIANCE BANK | Phoenix, AZ | July 2013 – Dec. 15, 2017
VP Deposit Operations Group Manager
 Managed 110 employees, lead bank operations and delivered quality service while improving employee performance
standards
 Recommended new product applications, implemented and converted to new applications
 Directed operations team including; Credit Cards, Debit Cards, ATM, Lockbox, Check Processing, Deposit Exception
Processing, Mail Services, Computer Operations and Customer Service
 Managed P&L budget in excess of $10M, annually beating forecasted projections by monitoring expenses

BMO FINANCIAL GROUP (FORMALLY M&I BANK) | April 1986 – July 2013
VP Senior Operations Manager II | Phoenix, AZ | 2007 – 2013
 Managed 183 employees at six regional bank operations locations. Functional departments included; Check
Processing, Deposit Exception Processing, Lockbox, Statement and Mail Processing
 Directed business governance, quality assurance and controls
 Delegated project responsibilities and attained productivity improvements
 Communicated organizational objectives to the team and manages operating expenses as well as employee costs to
outperform the planned budget

M&I SUPPORT SERVICES CO. | Phoenix, AZ | 1990 – 2007

VP Bank Operations Manager III
 Directed and managed 77 employees in the daily operational duties and service functions; managed the facility to
comply with the OSHA requirements
 Negotiated vendor contracts, enforced HIPAA, SOX and GLBA regulations and met daily service levels
 Recommended hardware and software platforms then successfully converted to new systems as appropriate
 Managed under ISO and SAS70 requirements and controls
 Implemented training and procedures to educate the staff regarding ethics and confidentiality
 Led the 7 X 24 operation that consistently achieved online availability of 99.9%
 Implemented and staffed a back office operations for return item processing
 Recommended and led the independent effort to migrate M&I Bank’s Arizona region and 13 outsourced client banks to
a full image environment, eliminating paper return of checks
 Reduced statement cycle time from five days to two days
 Promoted to Vice President of M&I Bank after successfully implementing a $3M investment and saving that amount in
processing costs

M&I DATA SERVICES | Milwaukee, WI | 1986 – 1990

Remote Conversion Representative
 Converted clients to the bank’s item processing products and services
 Mapped client documents and processes to meet the bank’s requirements; developed a detailed analysis to transition
and integrate the client platforms
 Communicated with clients to make sure the conversions were successful then trained them on new processes

EDUCATION: Milwaukee Area Technical College | Manpower Business Technical Institute