Professional Documents
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BRONSTAD
3501 Sandhurst Drive ■ Flower Mound, TX 75022 ■ 214.514.2399 ■ Tom.bronstad@sbcglobal.net
OPERATIONS MANAGER
Risk Management | Loss Mitigation | Credit & Collection | Revenue & Profit Growth
Solutions-oriented Operations Manager with proven track record of maximizing return, minimizing costs, and driving
profitable growth. Exceptional relationship building and problem solving skills. Able to align people, systems and
processes with vision and objectives. Expert in analyzing, diagnosing and resolving complex issues that impede
bottom line results. A strategic and tactical team leader with a well documented history of leading teams toward
attainment of aggressive business goals. Key strengths include:
Operational Process Improvement Credit & Collection Management New Business Development
Business Turn Around Financial & Business Analysis Budgeting / Forecasting / Planning
Change Management Project & Program Management Team Development & Leadership
Regulatory Compliance Asset & Portfolio Management Vendor Relations / Management
Led the analysis and review of credit approval policy and procedures with the goal of reducing
defaults and loss ratios. Evaluated credit decisions, pinpointed manipulation of credit applications from
consumers and dealers, made changes to policy to ensure accuracy of the valuation of collateral, instituted
corrective actions to eliminate dealer fraud. IMPACT: Changes to the approval process and credit policies
along with legal remedies resulted in recovery of several million dollars in lost revenue. Generated long
term reduction of up to 5% in defaults and loss sustained by the bank
Audited national contracts against agreed upon charges through multiple auctions and vendors.
Improved best practices, implemented new processes that increased Dealer Financial Services’
profitability, and successfully recouped more than $100,000 in overcharges.
Orchestrated the liquidation of over 600,000 consumer leases representing a $12 billion lease
portfolio. Tapped by senior management to take control of a poorly executed exit strategy plagued by
errors, complaints and law suits; improved off lease billing accuracy to 99.8%, and turnaround time on unit
delivery to auction by 4 days. IMPACT: Successfully supported the company’s exit strategy from
automotive leasing, and delivered an estimated $10MM savings to the bank.
Unified 2 disparate organizations and created a singular, cohesive business unit. Determined that
lack of communication between the Collections and Remarketing departments were hindering the workflow
of repossessed vehicles and end-of-term units; restructured the departments to be under the same
management team. IMPACT: The newly created organization was responsible for a 10% reduction of time
in the pass off of accounts.
THOMAS L. BRONSTAD
214.514.2399 ■ Tom.bronstad@sbcglobal.net Page 2 of 2
Planned, developed and established a national, centralized credit application input center to reduce
delays in processing funding applications from dealerships. Partnered with an outside vendor and an
input center in Mexico to coordinate training and seamless transition. IMPACT: Effectively improved
processing time 400%. Savings from payroll cost alone was nearly $750,000. Efficiencies in application
input area generated $1.3MM in annual savings. Achieved project objective of greater operational
efficiency – better, faster, cheaper.
Consolidated 54 individual loan funding offices into 3 regional offices following a merger /
acquisition; managed the onsite change process and orderly transition of functions, trained employees,
and coordinated installation of new systems. IMPACT: Completed the project ahead of schedule and
below budget.
Reorganized the collection department into teams with achievable goals, introduced a performance-
based recognition program to further increase productivity. Effectively reduced employee turnover
by more than 15% within one year.
Merged all branch collection functions into one centralized location. Established new credit policy,
improved communication and efficiency in the collection area which led to delinquency rate
reduction in excess of 10% and recoveries were increased by 15%. The highly efficient department
received additional responsibilities in bankruptcy, foreclosure and sale of real estate.
EDUCATION