CoBank Enterprise Reengineering and Cost Reduction

After completing the consolidation of the 12 banks I led a bank-wide restructuring and reengineering of the institution.  The program was divided into two phases:  Field or 'front facing' restructuring which included office closures, redefining lending officer roles, and further refining and streamlining credit decision and administration processes.  The second phase of the project focused on support services, including consolidating all back office functions, establishing new policy and procedure and streamlining lines of accountability and authority.  Areas such as Treasury, HR and IT were aggressively restructured.  Overall the Bank reduced its baseline operating costs by 30%, positioning it for years of profitable growth.