Executive Resume
Donald Coombe
3529 Pleasant Creek Drive Rocklin, CA 95765
Phone: (916) 435-4390 Email:
Leadership Profile
Corporate Banking Executive, Operations/Portfolio Manager, Corporate Legal Counsel, Marketing
Leadership, Operational Management, Financial Administration, Turnaround, Cultural Change
Dynamic, forward-thinking banking executive with a proven record of success in turning major losses into high profits. Demonstrated ability to create management practices, operational concepts, and systems integration policies to achieve profitability goals. Exceptional communicator, negotiator and team builder known for leadership-by-example style of management that gets results. Strong background in mergers, acquisitions and dispositions. Major contributor to several downsizing and reorganization initiatives.
Professional Experience
Placer Sierra Bank, Commercial Real Estate
Auburn, California
Senior VP/Manager
2005 to present
Direct the underwriting and credit administration of the bank’s $1.1 billion commercial real estate portfolio. Underwrote $300 million in new real estate loans, including ground-up, owner-occupied, investor, subdivision, land development, and retail construction projects. Led the loan asset due diligence team prior to acquiring a $600 million San Diego bank. Member of the bank’s credit administration team. Collaborated with the bank president in making business development calls on large real estate customers. Originated a new loan processing procedure that reduced the amount of required documents needed to issue a commitment letter.
· Booked an average of $19 million per month in new loans with 3 underwriters and 2 processors handling referrals from 15 business development officers.
· Established a quarterly automated, bank-wide spec-loan report to track all investor-owned commercial real estate (CRE) loans. This automated report freed-up 10 hours a week for a full-time analyst.
· Completed, implemented, and fully automated the follow-up tickler system and loan pipeline reports, effectively eliminating two part-time positions and providing weekly escrow reporting for sales officers.
Textron Financial Corporation, Franchise Finance Division
Tempe, Arizona
Senior Vice President, Credit & Operations
2002 to 2004
Oversaw all activities of this $475 million franchise-lending subsidiary. Originated and booked $100 million in new loans. Rewrote credit and servicing policy manuals to bring them into conformance with corporate guidelines. Initiated a new credit product to increase profitability, enhance loan salability and reduce loan loss risk. Brought the division into compliance with Sarbanes-Oxley disclosure requirements. Negotiated and sold $315 million in performing loan assets, all above par. Successfully sold all REO properties and reduced non-performing assets from $32 million to $8 million. Reduced outside counsel costs by 62 percent.
· Developed a new business valuation model to end reliance on traditional appraisals of single-purpose collateral. Marketed lending products of other lending divisions to increase profitability. Identified franchise concept portfolio concentrations and modified the credit policy to reduce portfolio risk.
· Instituted successful strategy to exit the franchise business. Loan losses decreased even as staff was downsized and sales force was eliminated. Successfully implemented a seamless transition of portfolio database to facilitate servicing the remaining portfolio.
· Developed portfolio liquidation plan, including six negotiated sales to GE Capital Corporation, all above par. Aggressively negotiated prepayment strategies to induce existing customers to exit the portfolio.
Donald Coombe Page 2
First Union Small Business Capital
Roseville, California
Vice President, Portfolio Manager
1994 to 2001
Directed all post-loan-funding activities of $3.4 billion commercial loan division, including collection, liquidation and charge-off policies. Orchestrated policies to mitigate portfolio risk and maximize profitability. Oversaw customer service, payment processing, collateral exchanges, payoffs, loan workout, loan liquidation, investor reporting, and REO disposition. Negotiated/managed outsourcing vendors. Maintained outside counsel relationships averaging 250 active cases nationwide. Instituted servicing system conversion from non-scalable, 18 year-old proprietary system to scalable vendor-supplied Y2K compliant application. Primary division contact with rating agencies and investment bankers and principal nationwide contact to U.S. Small Business Administration.
·
Drove servicing income from $3.5 million loss in FY1993 to $9.4 million profit in FY2000. Reduced personnel expense by 58 percent and total controllable expenses by 56 percent while portfolio grew 265 percent. Slashed departmental budget by 38 percent with no increase in delinquency or losses.
· Increased loan loss recoveries by 25 percent and reduced liquidation time by 27 percent.
· Initiated and spearheaded consolidation of 70 branch locations into centralized operation, resulting in $24 million additional profit in first 18 months.
· Improved customer satisfaction index from 83 percent to 95 percent.
Federal Deposit Insurance Corporation
San Jose, California
Attorney
1989 to 1994
Initiated receivership proceedings to close banks. Valued assets and liabilities prior to placing in receivership. Originated and managed first receivership subsidiary department. Directed litigation strategies of 100 outside counsels nationwide. Represented government in federal district court on loan recovery matters. Appointed to board of publicly-traded bank holding company. Managed liquidation, settlement, and sale of bank receivership loan assets. Operated receivership trade credit departments. Liaison for banks with FDIC and sister federal agency.
· Favorably settled complex legal dispute brought by FDIC. Recovered 75 percent of total corporate assets and distributed $15 million to shareholders.
· Managed disposition/liquidation of over 2,000 complex receivership loan assets. Recovered 42 percent of loan principal balances, significantly exceeding 19 percent national average.
· Placed six banks into receivership with $600 million combined assets.
· Directed disposition of 80 operating subsidiaries from 14 bank receiverships.
· Operated trade credit departments for two failed banks. Favorably settled 300 letters of credit and other international trade instruments with zero losses to deposit insurance fund.
· Represented FDIC as West Coast liaison to U.S. Small Business Administration.
Donald Coombe Page 3
Bank of America
Manila, Philippines
Vice President, Credit Section Head
1982 to 1988
Directed marketing of credit and trade finance products to U.S. multi-national corporations and local technology companies (credit extensions in local and foreign currencies). Administered agricultural credit policy and underwriting standards to microchip manufacturers. Represented bank on Philippine chapter of U.S. Chamber of Commerce and Australian Chamber of Commerce. Managed staff of 35 credit officers and support personnel.
· Increased lending to targeted U.S. multi-national corporations by 40 percent.
· Elevated lending to agriculture sector by 55 percent and to technology sector by 30 percent.
· Marketed and closed largest single loan in branch history, yielding over $1 million annually.
· Chaired Agricultural Subcommittee of U.S. Chamber of Commerce. Increased U.S. agricultural imports 20 percent and Philippine agricultural exports 40 percent.
· Co-directed Philippine Airline foreign debt-restructuring committee. Successfully represented over 200 foreign creditors and renegotiated $1.2 billion in debt.
· Decreased bank’s cross-border risk by 20 percent.
Education
· Juris Doctorate, Santa Clara University, Santa Clara, California, 1991
Real property, secured transactions, securities, alternative dispute resolution.
· Master of Science, University of Florida, Gainesville, Florida, 1978
Agri-business, finance, mathematics, soil science. 68 semester credits.
· Bachelor of Science, Michigan State University, East Lansing, Michigan, 1975
Chemistry, horticulture, soil science. 192 quarter credits.
Professional Development
· California Bar Continuing Legal Education 36 CLE credits (approximately 5-6 full day classes) every three years. 1992 to present.
· Lecturer, Advanced Commercial Liquidation Techniques (Continuing Legal Education).
Professional Affiliations
· Member, Risk Management Association.
· Member, National Association of Government Guarantied Lenders (NAGGL).
· Member, NAGGL Secondary Market Committee.
· Member, Mortgage Bankers Association.
· Member, Real Estate Law Subsection, State Bar of California.
· Member, Corporate Law Subsection, State Bar of California.
· Member, U.S. Chamber of Commerce, Philippines, 1982-1987; Chairman Agriculture Subsection, 1984-1987.
Community Involvement
· Mentor, 2001 California International Marathon, Lymphoma and Leukemia Society.
· Treasurer, Folsom Bluffs Condominium Association: 2000 to present.
· Appeared before U.S. Senate Sub-Committee on East Asian Affairs, 1985.
Key Accomplishment Summary
Donald Coombe
Major Turnaround from Large Losses to High Profits
Situation:
The Money Store Investment Corporation (now First Union Small Business Capital) commercial division originated loans in excess of $400 million but lost about $3.5 million in the process. The cost of loan origination had outpaced loan profitability due primarily to antiquated, inefficient delivery structure that originated transactions in 70 locations nationwide. Additionally, there was no uniformity in underwriting, documentation or loan servicing, resulting in low customer satisfaction, increased credit risk and higher costs.
Action Plan:
· Hired outside financial services consultant to guide re-engineering process and implement capacity planning, best practices, and follow-up steps.
· Instituted borrower and competitor focus groups to evaluate loan delivery process from both customer and competitor prospective.
· Analyzed existing markets for volume, pricing, risk and profitability to evaluate continued presence. Created alternative strategies for unprofitable markets.
· Defined and diagrammed all loan origination processes, servicing and administrative departments with emphasis on process reductions.
· Polled all location managers to determine best practices for each process flow based on quality, volume, time to complete and customer feedback.
· Instituted consolidation plan to centralize all underwriting, processing and customer service departments into one location and refocused sales to target higher volume markets.
· Consolidated similar jobs, rewrote all job descriptions, implemented spread-pricing matrix for sales commissions, and standardized compensation and bonus levels throughout division.
· Established comprehensive training classes for all functional job families and management.
· Hired replacements for all displaced employees and appointed new departmental managers.
· Implemented nine-month transition plan that closed 50 offices with minimal disruption to displaced employees, loans in process and new business development.
· Introduced proprietary, fully integrated client-server loan origination system that analyzed, underwrote, documented, and tracked loans in process.
· Initiated and began tracking customer satisfaction survey.
Results:
The division earned $10.5 million and increased loan origination $60 million (15 percent annual growth) in 1995, despite the disruption caused by the consolidation. The sales staff was reduced from 100 to 60; however, average sales officer volume increased 92 percent to $8 million per year. With the reduction in headcount (a net reduction of 108 full time employees, or 23 percent) and increased volume, loan origination costs came down from 12 percent to 8.6 percent, a 28 percent reduction. Finally, it positioned the division to meet its long-term commitment of 20 percent annual sales and profit growth, which it exceeded for the next three years.
Key Accomplishment Summary
Donald Coombe
Management of Subsidiary Resolution
Situation:
As attorney for the Federal Deposit Insurance Corporation, participated in a de novo group in the western region formed to manage, liquidate and legally terminate 80 operating subsidiaries. Prior to failing and being placed in receivership by the FDIC, financial institutions attracted investors and directly invested in subsidiaries to develop various projects or purchase other ongoing companies. The group’s mission was to maximize return to creditors and bank deposit insurance fund and minimize the government's financial and legal exposure.
Action Plan:
· Interviewed and hired a staff of eight employees with the skills to manage and liquidate the legal entities.
· Developed, authored and implemented comprehensive policy and procedure manuals to take over, operate and resolve failed bank subsidiaries.
· Analyzed corporate governance documents to determine percentage of government ownership and legal structure of each subsidiary.
· Notified all outside investors that FDIC had taken over operations with intention of resolving the company.
· Contacted appropriate state regulatory agencies to determine legal status and implemented all requirements to bring each company into proper “active status.”
· Approved and legally appointed new officers, directors, trustees and general partners to manage the affairs of each subsidiary.
· Re-instituted and brought current corporate and partnership minutes to enforce debts owed to subsidiaries and further insulate FDIC from investor and creditor claims.
· Re-negotiated service providers' contracts (outside counsel, auditors, labor unions, engineers, etc.) or terminated fee arrangements.
· Analyzed financial statements to determine current operating condition, cash flow needs and long-range prospects of each entity.
· Orchestrated and executed detailed resolution strategies, including selling individual marketable assets, placing entities in bankruptcy (Chapters 7 and 11), discontinuing operations and distribution to shareholders, filing claims against director and officer insurance policies for malfeasance, and pursuing defaulted debts.
Results:
Within 24 months 75 percent of the subsidiaries had been sold or legally discontinued. Three entities placed in bankruptcy were successfully reorganized, sold and emerged as viable operating entities. There were no lawsuits or termination claims filed by investors, creditors or government entities. Collected over $40 million, net of expenses, from debts owing and claims made against insurance companies. All taxes and regulatory fees were paid and future claims against the federal government made legally inoperative. The group became a model within the FDIC, which institutionalized its methods and practices in eight other locations.
Key Accomplishment Summary
Donald Coombe
Portfolio Management Department Re-engineering
Situation:
The portfolio management department had 84 full time employees, serviced a $1.2 billion portfolio, generated $4.8 million in servicing income, operated on a budget of $8.8 million and possessed three “dumb” computer terminals accessed to the mainframe. The department was able to keep up with rapidly expanding sales volume only through staffing increases, which further widened the deficit between income and expenses. The department needed to find ways to become profitable and make the operation fully scalable to handle aggressive sales goals.
Action Plan:
· Created operating metrics for each unit to measure capacity, productivity and cost per person.
· Streamlined each process, including validation by time and motion studies. Rewrote credit policy to reduce credit decision time by 30 percent.
· Negotiated and hired an outside production management consultant to further review processes/procedures and introduce capacity tracking software prior to implementing changes.
· Reviewed all existing technology applications and databases for system, data and report integrity.
· Reduced number of units within department from ten to four by developing and implementing new flattened organizational structure based on job families and workflow.