Operations Services - VP - Head of Deposit and Loan Servicing Operations

Golden 1 is seeking a Vice President - Head of Deposit and Loan Servicing Operations to identify, manage, and execute continuous improvement in the operations function, as detailed below.  The Head of Deposit and Loan Servicing Operations will oversee all credit union functions and operations related to consumer and business loans, lines, and leases. This includes real estate secured, non-real estate secured, auto/RV/marine, and equity products. The role encompasses consumer and business loan, line, and lease documentation, booking, and funding, along with all account servicing activities, such as add-on insurance. Additionally, the successful candidate will manage the opening and closing of consumer and business deposit accounts, along with all related servicing activities, including IRA, CD, escheatment, dormancy, account restrictions, levies, subpoenas, proxies, and record management. The role also includes overseeing a high-touch call center for business member inbound and outbound calls, managing and overseeing outsourced vendor servicing and performance, and acting as the business application owner for approximately 50 systems and applications. Furthermore, the Head of Deposit and Loan Servicing Operations will be responsible for centralized deceased account processing and compliance with SCRA, MLA, CCPA, and Privacy regulations.   Golden 1’s Operations is on an exciting transformation journey, redefining how we approach people, processes, technology, and risk to pave the way for excellence and innovation. At the heart of this transformation is our commitment to elevating talent, driving strategic alignment, and creating scalable operations that deliver exceptional value to our members, peers, and partners. By embracing automation, accountability, and relationship-building, we are positioning ourselves for sustainable growth while minimizing costs. A New Organizational Design to Drive Change: Our transformation began with a strategic organizational redesign, aligning resources and functions across two key areas: “Run the Credit Union” and “Modernize the Credit Union.” Through this approach, we’ve redefined roles, clarified responsibilities, and introduced new leadership positions to cultivate a future-ready, flexible workforce. This shift will enable us to develop leaders with both operational expertise and strategic leadership skills, creating a more agile and dynamic team. The Unicorn Program—Leading with Innovation: A cornerstone of our transformation is the Unicorn Program, driven by the mantra: "Be a unicorn, not a dinosaur." This initiative promotes leadership, innovation, and a mindset of continuous improvement. The program’s focus is on modernizing processes, leveraging automation to optimize, and eliminating outdated practices that impede progress. We are fostering a culture of accountability, setting clear expectations, and measuring performance through scorecards. Quarterly all-hands meetings, people forums, and "Ask Me Anything" sessions ensure high visibility and engagement, empowering our team to actively participate in the change process. Our strategic focus: Efficiency, Service, and Growth.  The operations business unit strategy is aligned with the broader corporate vision and focuses on three pillars: Deliver Golden Experiences – Building high-performing teams, clearly defining roles and responsibilities, and taking ownership of our risk landscape. Create Efficient and Scalable Processes – Developing a streamlined servicing model to improve operational efficiency, such as reducing paper usage and improving resource allocation. Lead with Personalized Service – Operationalizing a service model that prioritizes personalized, member-centric experiences, ensuring every interaction adds value. By focusing on these areas, we aim not only for operational efficiency but also to inspire innovation, build trust, and empower our teams to make a meaningful impact across the organization and for our members.   Key Responsibilities Oversight of the entire department with up to 200 FTEs. Define and build buy-in for the business unit's strategic vision; implement solutions that deliver the strategy. Lead changes necessary to support firm growth strategy while ensuring Golden level member service and creating a scalable operation within current cost structure. Collaborate with senior management, peers, and partners across the credit union on enterprise and departmental initiatives to accomplish strategic goals and remain within low-mod risk appetite. Leverage data and analytics to solve problems and articulate operational strengths, weaknesses, and ongoing performance. Implement and publish KPIs, KRIs, OKRs with appropriate targets and thresholds (RYG) across people, process, technology, risk, and strategy. Oversee business unit planning, risk, governance, quality, reporting, project management, monitoring, and finance. Stay current on service delivery and technology trends across operations. Develop and maintain an understanding of the pertinent regulatory requirements and risks inherent to job responsibilities, establish, and maintain control activities that mitigate those risks consistent with the Credit Union’s risk appetite, and ensure operational integrity and compliance with applicable regulations.   Year-One Objectives Improve performance across People, Process, and Technology through four key tenants: Elevate to a High-Performing Team: manage, develop, coach, and hold talent accountable. Create an inclusive, open, and positive work environment by embracing diversity, providing equal opportunities, fostering open communication, promoting collaboration, offering support and resources, and leading by example Actively engage and invest in the development of team members by providing opportunities for growth, support and mentorship, and recognition Implement and publish people key performance indicators (KPIs) with appropriate targets and thresholds (RYG) across engagement, diversity, attrition, recognition, and talent management activities Own Process Risk: know and own the risk of your processes Know the regulatory requirements applicable to your processes Ensure an appropriate control environment that performs within firms moderate to low risk appetite Document and maintain all detective and preventative controls with associated key surveillance points (KSP) Implement and publish key risk indicators (KRI) with appropriate targets and thresholds (RYG) across findings, controls, regulatory compliance, risk framework, and remediation  Execute Flawless and Efficient Processes: drive to a scalable servicing model Own your process.  Know your process.  Document your process. Measure process effectiveness. Ensure clarity of roles and responsibilities across team and up-stream and down-stream process owners and managers Eliminate operational re-work and exceptions through continuous improvement and root cause analysis Know and manage processes to ensure they meet member and internal customer expectations, aligned with ‘Golden’ service. Evolve processes so execution is scalable to meet demand and avoid increasing operational costs Implement and publish process key performance indicators (KPI) with appropriate targets and thresholds (RYG) across member experience, cost, risk, efficiency (straight through processing, aging, SLA, turn-time), quality (re-work, variance, pass rate) Cultivate Peer Relationships Maintain professional relationships and transparency of process and team performance Collaborate with internal customers on strategic planning, accomplishments and opportunities Collectively assess SLA targets and performance   Experience and Professional Qualifications Minimum 5 years of experience in a related position at a financial institution. Ten or more years of progressively responsible management experience at a senior level. Experience managing efficiency projects (upgrades, system enhancements, new product launch, etc.) focused on digital/mobile implementations that improve employee and member experience. Experience completing projects/initiatives on time and within budget. Forward vision in making product changes, recommendations, pricing, analysis and vendor selection(s). Strong ability to translate quantitative data into actionable recommendations and to translate business objectives into marketing goals and measurements. Excellent understanding and continued oversight of enterprise risk, which includes the following risk categories: operations, transaction, project, regulatory, upgrade/conversion, fraud, etc. Confident leader with the ability to express a vision to the organization and subsequently delegate responsibility as needed. Demonstrated excellence as a strategic thinker who can put plans into action to achieve mutually agreed upon goals in a fast-paced professional environment. Manage Credit Union resources and foster bottom line accountability. Strong communication and presentation skills, including the ability to translate data and insights into easily digestible content for executive management consumption. Strong decision making and time management skills with the ability to manage multiple projects/duties. Strong work ethic and organizational skills. Able to be think at an enterprise level, using creative and innovation solutions to advance member value. Able to analyze problems and strategize for better solutions. Ability to remain organized and manage multiple projects in a timely manner. Possess excellent interpersonal, verbal, and written communication and presentation skills with the ability to form good working relationships at all levels both internally and externally.   Skills, abilities, and exertion utilized in the performance of these tasks: Effective oral and written communication skills required to manage and evaluate staff, make presentations, prepare recommendations, perform analysis, and accomplish other managerial functions as listed. Must possess sufficient manual dexterity to skillfully operate an on-line computer terminal, smartphone, telephone, and other standard office equipment. Organizational contacts & relationships: INTERNAL: Management group, Information Technology, Marketing, Lending, Retail, Finance, and Accounting. EXTERNAL: Members, vendors, government agencies, credit union industry associations, and peers in financial institutions. Physical Requirements: Prolonged sitting throughout the workday with occasional mobility required. Corrected vision within the normal range. Hearing within normal range. A device to enhance hearing will be provided if needed. Occasional movements throughout the department daily to interact with staff, accomplish tasks, etc. Occasional travel locally, statewide, and nationally required to evaluate products and services, network with peers and attend conferences, seminars, and meetings. Overnight travel and evening schedules included. Unusually long work hours may be required to accomplish tasks. 24/7 availability and accessibility THIS JOB DESCRIPTION IN NO WAY STATES OR IMPLIES THAT THESE ARE THE ONLY DUTIES TO BE PERFORMED BY THIS EMPLOYEE. HE OR SHE WILL BE REQUIRED TO FOLLOW OTHER INSTRUCTIONS AND TO PERFORM OTHER DUTIES REQUESTED BY HIS OR HER SUPERVISOR THAT ARE WITHIN HIS / HER KNOWLEDGE, SKILL AND ABILITY AS WELL AS HIS / HER MENTAL AND PHYSICAL ABILITIES.   Pay Scale:  $196,300 - $225,000  At Golden 1, we go above and beyond for others — and that includes our team members. We offer an excellent benefits package, tuition reimbursement, training opportunities, and scholarships for our employees’ dependents.  #LI-Hybrid

Salary : $196,300 - $225,000