Darryl Pilate

Real Estate Investment and Taxation

I’m Managing Cash and Check Operations for the Illinois and NW Indiana Markets. Current Role is Market Manager. I have additional responsibility as Third Party Oversight for all Acquisition Services In House Vault equipment Vendors Nationally. As Delivery Manager I’m the key contact Liaisons for the Vendor Relationship, responsible for Business Initiation, Opportunity Assessment, Engagement Design and Engagement Implementation.

Selected to support and help manage a purchased third party operations from Unisys Corporation that functioned as the Deposit and ATM processor for WaMu. The eight operating sites were in Carlstadt, NJ, Miami, Dallas, Houston, Seattle, Alameda CA and El Segundo, CA. I had the direct responsibility of helping to on board 494 employees onto the Chase payroll and benefits system. Responsible for assisting the new WaMu Management Team understand the CTO Operating and Metrics Reporting architecture. In a short period of time I influenced the reduction in unprocessed transaction by more than 50 percent. I worked with all operating units on merger activities. In addition I worked with the Project Team to decommission all eight operating sites to return the facilities to the landlord.

Chosen as senior operating officer to lead the statewide consolidation of all item processing functions into one standardized operating system. Full responsibility for the development and execution of operational strategy to include project plan development, budgeting, expense control, market leadership, team development, and service level agreements. Sponsor strategic initiatives to include infrastructure optimization, image exchange, IRD print output, distributed capture and STP (Straight Through Processing). Collaborate with business and technology partners in developing strategy and manage cross-functional teams to ensure all operational, financial and technology goals are met. Direct and empower a management team of five within Texas, Louisiana, Oklahoma, Colorado and Arizona. Successfully reduced labor costs by 17% and operating costs by 27%.

Recruited to lead the turnaround of a Transaction Processing operation performing 75 million transactions monthly. Assumed P&L accountability and leadership for a team of 518, a $22 million operating budget, all proof encoding, capture/sorting, reject repair, exception item processing functions and Mail Distribution & Transportation. Led an aggressive training/retraining effort, introduced goals and action plans, and streamlined operations and processes that delivered an $8 million cost reduction over five years. Drove productivity up 49.81%, improved quality by 88.8% and reduced labor costs by 40.7%. Multi-site manager responsible for the Bank One Wisconsin operation.

Challenged to lead the restructuring and reorganization of an item processing operation generating 25 million transactions monthly. Assumed P&L accountability for a staff of 370, a $36 million operating budget, all proof encoding, capture/sorting, reject repair, bulk file, statement rendering, bookkeeping, exceptions, review, and electronic check functions. Analyzed existing operations, developed and implemented action plans and streamlined processes for Day 2 operation. Reduced statement processing time by 65% and transitioned operation from paper-based to image-based technology, saving over $500,000 in operating costs. Led the planning and transition of the Jericho operations center to Brooklyn, New York.

Chosen as the Project Manager to develop, implement and launch a paperless technology initiative within the check processing division. Established and built a team of 30 project analysts, technicians and programmers to develop project plans, establish goals and objectives, and to develop testing scripts. Simultaneously held full leadership for a check processing division staff of 145 and a $10 million operating budget. Instituted new training initiatives, rewrote job descriptions, and successfully guided project through Proof of Concept.

Challenged to lead the turnaround of the Member Bank Services Division in Arlington, Texas experiencing lost checks and customer service issues. Full P&L accountability for a staff of 114, a $13 million operating budget, all statement rendering, special handling, high dollar review and reader/sorter functions. Evaluated existing operations, developed new operational controls, procedures and processes, and instituted measurements and goals, directly impacting cost, quality and service areas. Reduced statement processing time 75% and labor costs by 28%.

Promoted to lead the consolidation of the check processing operation, and its relocation and transition to Arlington, Texas. Assumed full leadership for a staff of 134, an $8 million operating budget, all receipt and preparation, proof, encoding and batching, capturing and sorting, reconcilement, bank transit and distribution functions. Collaborated with business partners and audit staff in transitioning Day 2 operations (exceptions, returns and statement rendering to Arlington. Partnered in a reengineering effort that reduced expenses by 10%. Earlier experience as a Check Sorter Supervisor, a Check Processing Supervisor and Quality Control Analyst (1980 – 1991) for Texas Commerce Bank. Supervised a staff of 30 manually posting and sorting checks for 40 local independent banks. Managed and coordinated a $100 million a week processing operation.

Nineteen-year management career highlighted by increasingly responsible positions and challenges based on exemplary employee leadership and process reengineering talent. Significant highlights include: