Brent Beeman

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Fintech, Business Development, Start-ups, JP Morgan, 25 Years' C-Level Experience....

Georgia

Brent C Beeman

302 South Amherst Street

Perryton, Texas 79070

Mobile/WhatsApp (806) 200-1877

Skype “BrentBeeman”               Telegram “@BrentCBeeman”

BrentCBeeman@GMail.com
Highlights
       JP Morgan Chase, Huntington National Bank, Barnett Bank CFO with over 20 years’ experience in turnarounds which increased EBITDA tens of millions of dollars
       Created scalable infrastructures to maximize efficiency
       Involved in all aspects of M&A
       Directed and developed profit plans, business plans and strategic plans
       Experienced with capitals raises, investor relations, SEC and regulatory reporting
       Substantial financial modeling, database, presentation software, information system experience including system conversions
 

Prime Trust

Las Vegas, NV

Director <REMOTE>

2018 – Present

       Prime Trust is a technology-driven trust company unlike anything else in existence. We are doing to the traditional trust industry what PayPal did to merchant processing; completely disrupting it by writing software that brings services to the masses and that business partners can build on top of. As a chartered, regulated financial institution we are overseen by the banking commissioner’s office at the Financial Institutions Division. As a trust company we hold cash and non-cash assets such as stocks, bonds, Bitcoin and other cryptocurrencies, tokens, real estate, and private business ownership interests. We act as custodian and trustee for a wide variety of personal and corporate trusts, as well as a major part of the crowdfunding industry, and work with individuals, corporations, lawyers, brokers, investment advisers and others on holding and managing specialized custodial, escrow and trust services.

 

Herring Bank

Amarillo, Texas

Senior Vice President, Chief Operating Officer / Chief Strategy Officer

2013 – Present

[SVP for this $500M bank with 17 offices]

       The number two and successor to the President & CEO. In charge of bank wide Operations and Administration: Finance, IT, human resources, deposit operations, call center, accounting, product management, marketing, ATMs, merchant services, remote deposit capture, College Green Account and facilities.

       Initiated and implemented a position reduction plan that established staffing levels in line with current and potential market potential. Reduced expenses by $1.6M annually.

       Performed an extensive vendor management review by analyzing source of spend, rebid contracts or canceled services when able.  Ensured vendors either entered into Service Level Agreements (SLAs) with the rebid contracts or lived up to their existing SLAs (which no one had been monitoring compliance). Impact to earnings on track to achieve $2M annually.

       Rolled out new banking products, which will increase earnings, retention and brand recognition; Identity protection/ discount club package and in the process of rolling out a student account package that includes mobile deposit capture to convert the 80,000 current College Green Account customers to become customers for life that aren’t tied to a brick and mortar. Will leverage this product to form other demographic specific packages that increase share of wallet and retention on a national basis.

       Expanded worldwide ATM access by signing up for service charge-free ATM network that doesn’t include a banking competitor. Customers now have access to over 55,000 ATMs that the bank doesn’t have to maintain. Cost to the bank $.10 per transaction and $.30 per account annually.

 

 

Happy State Bank

Amarillo, Texas

Senior Vice President, Administration & Operations

2012 – 2013

[SVP for this $2B bank with 31 offices]

       Rolled out new banking products, which will increase earnings, retention and brand recognition.

       Implemented new service charges for products and services we had previously been giving away. Annual impact to the bottom line $2.3M.

       Reset staffing levels at the banking offices to sync with demand and created an awareness of overtime management companywide. Impact to earnings $1.2M annually.

       Established oversight over service charge waives and reversals based on educating the staff on the concept of customer profitability along with controls created to waive/reverse only if a business case would justify. Impact to earnings $1.7M annually.

       Studied 14 new products we could sell within our existing delivery channel and infrastructure. Impact to earnings in excess of $50M annually.

       Hired to replace the Chief Operating Officer who was to retire; however, for personal reasons, he decided to postpone retirement.

 

JP Morgan Chase

Dallas, Texas

Chief Financial Officer

2010 – 2012

[CFO for the South Middle Market Commercial banking group, which is the second largest region behind the Northeast.  Directly responsible for Oklahoma, Louisiana and most of Texas.  Markets I was responsible for had assets of $12B and $800M in annual revenue.]

       In charge of coordinating the budget, forecast and business plans.

       Provided financial analysis and strategic counsel to the Market Presidents.

       Accountable for addressing unfavorable budget variances early with the managers. Responsible for working with functional managers to improve business line profitability.

       Eliminated a considerable number of redundant and unnecessary reporting that was not value added to executive management.

       Responsible for clean month-end closings.

 

Huntington National Bank

Grand Rapids, Michigan

VP, Chief Financial Officer

2003 – 2009

[$50B asset publicly traded regional bank headquartered in Columbus, Ohio with presence in Ohio, Michigan, Indiana, Pennsylvania, and West Virginia. Regions I was responsible for had assets of $6B and $550M in annual revenue.]

       Led a company-wide task force which identified and implemented best practices and expense management, which saved a total of $3.5M in annual operating expenses.

       In charge of coordinating the budget and business plans for the entire state of Michigan.

       Developed detailed 18-month rolling forecasts.

       Responsible for clean month-end closings.

       Involved with Sarbanes-Oxley.

       Created a robust set of financial reports, which highlighted favorable trends as well as opportunities. Reports were developed in varying levels of detail based on the audience.

       Accountable for addressing unfavorable budget variances early with the managers. Responsible for working with functional managers to improve business line profitability.

       Created and delivered finance and accounting workshops for all levels of staff to improve financial literacy and enhance customer interactions.

      Presented financials to the Board of Directors quarterly.

      Left after position was eliminated due to downsizing.

 

 

Orion Bank

Naples, Florida

SVP, Chief Operating Officer

2001 – 2003

[$1B asset privately held community bank headquartered in Naples, Florida.  This 11-branch bank had offices from Sarasota to Key West, Florida.  When I started, assets were $500M and revenues were $50M. I built a scalable infrastructure which supported a doubling of assets and required only minor adds to staff.]

       In charge of IT, human resources, deposit operations, purchasing, accounting/finance, alternative delivery, merchant services, lockbox and financial reporting. The CFO and HR Director reported to me in this role.

       Led in merging two charters into one, which saved $1.1M in annual operating expenses. Merger also required a complete rebranding, which I also successfully implemented.

       Consolidated purchasing contracts with fewer vendors, which enabled us to obtain pricing concessions. Efforts saved $150K.

       Initiated outsourcing deposit operations, which saved $200K annually and was transparent to customer contact staff and most importantly our customers.

       Directed changing our Internet banking provider when it became apparent their financial condition and service was deteriorating.  Took the opportunity during this migration to completely upgrade and redesign the website by utilizing functionality from top 10 Gomez award winners.

       Took over project management of an accounting software product catering to property management companies. Project was $250K over budget and a year behind schedule. Project ultimately generated $80M in incremental DDA deposits.

       Led in rolling out e-Statement, which included an imaged statement and imaged checks sent via e-mail and eliminated the expense to render paper statements. Project took 2 ½ years of development and it took me six weeks to satisfy compliance, technical, operations and branch training requirements to roll out the product to our customers.  

       Established a formalized facility management program for all 11 branches by selecting a vendor to manage to a standard checklist by visiting weekly and carrying out repairs and maintenance on-site. Goal was to ensure all our locations were consistent in condition and appearance.

      Developed a space plan, which accommodated infrastructure demands for three years and eliminated the need to relocate staff. Worked directly with the architect and builder to keep the project on schedule and on budget.

 

Huntington National Bank

Orlando, Florida

VP, Chief Financial Officer

1999 – 2000

[$35B asset publicly traded regional bank headquartered in Columbus, Ohio with a presence in Ohio, Michigan, Florida, Indiana and West Virginia. Region I was responsible for had assets of $5B and $400M in annual revenue.]

       In charge of coordinating the budget and business plans for the entire state of Florida.

       Developed detailed 18-month rolling forecasts, which tied to the annual budget.

       Directed in-depth analysis for two business lines’ operating plans for the entire company (businesses which accounted for 60% of the firm’s annual revenue).  Ensured plans had quantifiable targets, realistic variables and did not overlap other business line initiatives.

       Responsible for clean month-end closings.

       Created a robust set of financial reports, which highlighted favorable trends as well as opportunities. Reports were developed in varying levels of detail based on the audience.

       Prepared investor relation presentations.

       Leadership position in one acquisition and responsible for due diligence, risk assessment, retention and accretion forecasting. Also reviewed six other possible acquisition candidates.

       Accountable for addressing unfavorable budget variances early with the managers. Responsible for working with functional managers to improve business line profitability.

       Took the initiative to improve processes, revenue and expense trends. Total expense savings $400K.

       Frequent contributor to company-wide taskforces, which focused on locating opportunities and developing action plans which realized substantial savings.

       Left when position was transferred to Columbus, Ohio. Elected to take a nine-month severance package to spend with my two young boys.

 

 

Brite Voice Systems, Inc.

Heathrow, Florida

Manager of Corporate Planning & Analysis

1998 – 1999

[$160M revenue publicly traded telecommunications manufacturer headquartered in Heathrow, Florida. Offices in Boston, UK, Dubai, Germany and Japan.]

       Responsible for working with functional managers to improve business line profitability through benchmark analysis, which saved the company $7M annually.

       Prepared SEC reports for this publicly traded company.

       Directed joint-venture analyses for deals with revenues of $200M +. Comprehensive study on all hard and soft costs with performance metrics such as NPV, IRR and ROI.

       In charge of coordinating the budget, business and strategic plans worldwide.

       Accountable for addressing unfavorable budget variances early with the managers.

       Championed product profitability analysis to decide which products generated the greatest margin to encourage greater sales of those products.

       Created institutional investor presentations for the Chairman/CEO to pitch. Also, developed a targeted potential investor list of buy-side and sell-side firms.

       Created a sales compensation plan, which protected the company from litigation and unwarranted payouts. Saved the company $750K annually while expanding incentive opportunities amongst more of the staff.

       Introduced financial reports, which identified opportunities.

       Designed policies for controlling travel expenditures, disaster recovery planning, improving corporate security and authored procedures for business planning.

       Left when company was acquired for $164.4M (75% in cash) and position was rendered redundant.

 

Barnett Banks

1989 – 1998

VP, Chief Financial Officer          

1992 – 1998

Financial Analyst                                           

1990 – 1992

Management Associate                

1989 – 1990

[$42B asset publicly traded regional bank headquartered in Jacksonville, Florida. As Florida’s largest bank at the time, they were primarily in Florida and to a lesser extent, Georgia. Regions I was responsible for had assets of $1.8B and $150M in annual revenue.]

       In charge of coordinating the budget and strategic plans, developed financial reports, analysis and overall financial management for two regions.

       Leadership position in five major acquisitions and responsible for due diligence, risk assessment, retention and accretion forecasting.

       Led productivity initiatives through consolidations and divestitures which saved the company $520K annually. Efforts became a model companywide for future consolidations.

       Accountable for addressing unfavorable budget variances early with the managers.

       Prepared investor relation presentations.

       Prepared Call Report and other regulatory reports.

       Responsible for working with the functional managers to improve business line profitability.

      Presented monthly financials to the Board of Directors and explained ALM issues.

      Left when company was acquired by Bank of America and position was rendered redundant.

 

Other Skills and Experience
Substantial Computer Experience

       Advanced spreadsheet modeling, pivot tables, database and presentation software skills.

       Involved in and led a number of system conversions.

      Experienced with Oracle, Hyperion, Essbase, SAP, FMS, Baan, Safari Report Writing.  

 

Education
       Bachelors of Science Business Administration, Finance from the University of Missouri — Columbia. GPA 3.5.

       Completed 45 hours in accounting and math. Completed 24 hours in economics.

       Elected to an International Honor Society in Economics (Omicron Delta Epsilon).

Education

Graduated May 1988

Bachelor of Science - Finance at University of Missouri - Columbia

Experience

Feb2018/Current

Director at Prime Trust

  • Chief Executive Officer
  • Updated 12 months ago

To contact this candidate email brentcbeeman@gmail.com

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