Castro Valley, California 94552 (510) 6901907 firstname.lastname@example.org
VP / Director – Sales & Operations
Underwriting / Training / Policies & Procedures / Team Building / CRM / Budgets
Product Launch / P&L / Compliance / eCommerce / Marketing / Collateral / Business Development
As an award-winning sales, marketing, and operations leader, I have reengineered policies and procedures, cut
costs, improved marketing, increased sales, and enhanced the top and bottom lines. My successes have been in
diverse financial services industries including, banking, insurance, and investment management.
With a record of leading enterprise-wide business strategies and initiatives I drive revenue growth, expand market
share, and increase competitive advantage for complex community-based retail financial organizations.
Building, training, and leading record-setting sales and sales management teams
Developing and implementing policies and procedures to drive growth
Creating profitable alternative media marketing strategies
Opening and managing multi-site organizations
Identifying and profitably penetrating new markets
With highly developed instincts for what will sell, I not only am able to identify customer needs, but meet them to
close the deal, and teach others to do the same. An excellent leader and motivator with a proven record of success,
I relate easily to people at all levels and inspire others to top performance.
My MBA in International Management is from Golden Gate University and my BA in Business and French is from
Mills College, and I am fluent in French. I am Life Licensed and hold certifications in Leadership, Sales
Effectiveness from Omega Performance and Consumer and Real Estate Lending from Great Western Bank.
CAREER HISTORY & SELECTED ACCOMPLISHMENTS
District Sales Manager, AAA NCNU ($80M Northern California region), 2004 to 2012. Directed sales and sales
management for six East Bay Branches Led transition from service to sales culture. Managed sales training, P&L,
system training, and launched new CRM program. Managed 158 staff and $80M budget.
Turned around office performance. AAA office needed operational reporting capability to give management
expense and operational data. Worked with finance to develop reporting procedures for transaction costs to
create performance guidelines. Achieved 108% of goal for membership, insurance, and travel. Used new data to
lead turnaround winning President's Club recognition (after six consecutive years of sub-par performance.)
Launched multi-site operations. Challenged by AAA to launch three offices simultaneously in Oakland.
Developed and implemented staffing, marketing, sales, and support staff strategies. In first year all offices
exceeded production goals by 118% with one hitting 189% of targets.
Developed and implemented marketing plans to lead turnaround. Promoted by AAA to take over
underperforming office with 100+branches. Office lack operating and marketing procedures. Designed and put
marketing and sales plan in action. In one year, hit 113% of goals. Recognized with President’s Circle award.
Led sales team to award-winning production. Life insurance had traditionally been a poorly performing
product for AAA. Developed customized marketing collateral, enhanced training, and recruited administrative
support. Production across five offices doubled with agents achieving Gold and Platinum status.
Implemented CRM program. AAA lacked a CRM tool to help it understand its member segmentation and
identify cross-selling opportunities. Researched and identified appropriate program. Customized CRM program
to provide information for daily sales management and lead generation. In first year agent production grew 25%.
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Retail Sales and Operations Manager, Addison Avenue Federal Credit Union ($4.2B credit union), 2000 to 2004.
Hired and trained region's branch managers, loan officers and frontline staff. Implemented corporate sales
directives. Created marketing strategies to enhance business development opportunities. Managed Region with 19
sales and service professionals and 50% of the institution's deposits. Held $10M budgetary responsibility.
Established sales culture, driving revenues. The Addison Avenue Credit Union operated as service oriented
organization with little emphasis on sales, training, and cost control. Established clear objectives, sales goals,
and a consultative sales style. Within three years, grew loan portfolio by $950M and deposits 35%, while
slashing labor costs 20%.
Developed and implemented strategies to open new markets. Recognized that Addison Avenue Credit
Union needed new marketing strategies. Developed plan to take advantage of community events such as
product fairs, sponsor employee visits, on-site car sales, real estate home shows and investment seminars.
Exceeded sales targets by $20M.
Created and put in place client retention program. Addison Avenue Credit Union new marketing strategy
emphasized customer value. Worked with IT to develop data bases to create opportunities for cross-selling and
retaining member-base. Program helped region lead in client retention and grew member satisfaction to
Developed successful ecommerce strategy. The Addison Avenue Credit Union lacked an on-line banking
and marketing program. Worked closely with IT and Marketing to map out relevant components needed to
leverage a Gen Y strategy, online account opening, funding and transfer capabilities, person-to-person lending,
and savings model. Drove 40%.growth through effective internet strategy
Designed training program enhancing customer satisfaction. Recognized need to change Addison Avenue
Credit Union training/national sales conference in response to its transformation into a sales culture. Worked
with key executives to develop and implement new training curriculum. As a result of training, customer
satisfaction improved 10%.
Vice President, Savings Administrator, Gateway Bank, 1999 to 2000. Led sales management team/direct report
to President. Negotiated and implemented Bank's first Merchant Bankcard program. Oversaw vendor contracts,
processing, as well as Federal Reserve Bank relations. Served as Security and Bank Secrecy Officer responsible
for all AML policies / procedures and transaction processing. Served as key member of Asset and Liability
Committee achieving higher rating by Federal Reserve examiners. Managed staff of 30 and $5M budget.
Created program to grow revenues. In response to Federal Regulators’ presence in management, it was
necessary to increase deposits and reduce costs. Led project management team to evaluate various options for
Bank's first Merchant Bankcard program. As a result of program, deposits grew 6% in one year and cost of
funds decreased 50 basis points.
Assistant Vice President, Bank Operations, Bank of the Orient, 1995 to 1998. Managed five Branch Operations
Managers, created and implemented new operations policies and procedures. Trained staff in sales, operations,
compliance, and customer service and HR. Responsible for State and Federal regulatory compliance. Oversaw all
contract negotiations for branch vendors and facilities’ management. Supervised Currency Transaction program
and launched new products. Managed staff of 50 and $7M budget.
Agency Officer, Bank of America, 1995. Managed portfolio of complex multi-bank credits where bank served as
agent. Ensured borrower and syndicate participants were in contractual compliance. Determined appropriate risk
related actions required to protect bank's legal position. Managed six Associate Agency Officers.
Regional Administrative Officer, Great Western Savings, 1987 to 1994. Responsible for training Assistant Branch
Managers in sales, process improvements, performance management, P&L, and compliance. Managed region’s
service quality program, branch remodels and supervisor training program. Managed 150 staff in 12 branches with
Outside: I am active in local Chambers of Commerce and enjoy tennis, walking, and following the real estate