Experience

Nano Banc

• United States
• Banking
• 1 - 100 Employee

• Executive Vice President & Chief Risk Officer

  • Apr 2019 - Present



California Business Bank

• Irvine, CA

• President & Chief Executive Officer

  • Aug 2015 - Feb 2019



Central Pacific Bank

• United States
• Banking
• 400 - 500 Employee

• Executive Vice President & Chief Risk Officer

  • Jun 2010 - Aug 2015

  Community Bank with $4.8 billion assets, 800+ employees and 36 branches Member of executive management team from 2010. Responsible for Credit and Risk Management, Retail Credit, Legal, Compliance, BSA, Information Security, Fraud Mitigation, and Internal Audit. Previous responsibilities included Information Technology and Deposit Operations. Voting member of the bank’s Managing, ALCO, Management Loan (chair) and Business Continuity Committees; participant in Board Audit Committee and… Show more Community Bank with $4.8 billion assets, 800+ employees and 36 branches Member of executive management team from 2010. Responsible for Credit and Risk Management, Retail Credit, Legal, Compliance, BSA, Information Security, Fraud Mitigation, and Internal Audit. Previous responsibilities included Information Technology and Deposit Operations. Voting member of the bank’s Managing, ALCO, Management Loan (chair) and Business Continuity Committees; participant in Board Audit Committee and Directors Loan Committee. Recruited by new turnaround CEO to assist with capital raising efforts, address dangerously high levels of nonperforming assets and rebuild the bank to normal operating conditions. Member of the team that raised $325 million of private equity capital. Led the team that reduced nonperforming assets from nearly $500 million (17% of loans) to $42 million (1.5% of loans) in four years. Efficiency ratio reduced from 90+% in 2010 to 60+% range in 2014. The bank has reported 15 consecutive quarters of profitability as of 3Q-2014 (following 3 years of losses) and regulatory orders lifted (C&D and MOUs). Substantial loan growth achieved while maintaining strong credit quality. Designed and implemented process improvement and organizational restructuring initiatives for business growth. Three major technology initiatives deployed. Managed an eight division diverse cross functional group of 200 people. Show less Community Bank with $4.8 billion assets, 800+ employees and 36 branches Member of executive management team from 2010. Responsible for Credit and Risk Management, Retail Credit, Legal, Compliance, BSA, Information Security, Fraud Mitigation, and Internal Audit. Previous responsibilities included Information Technology and Deposit Operations. Voting member of the bank’s Managing, ALCO, Management Loan (chair) and Business Continuity Committees; participant in Board Audit Committee and… Show more Community Bank with $4.8 billion assets, 800+ employees and 36 branches Member of executive management team from 2010. Responsible for Credit and Risk Management, Retail Credit, Legal, Compliance, BSA, Information Security, Fraud Mitigation, and Internal Audit. Previous responsibilities included Information Technology and Deposit Operations. Voting member of the bank’s Managing, ALCO, Management Loan (chair) and Business Continuity Committees; participant in Board Audit Committee and Directors Loan Committee. Recruited by new turnaround CEO to assist with capital raising efforts, address dangerously high levels of nonperforming assets and rebuild the bank to normal operating conditions. Member of the team that raised $325 million of private equity capital. Led the team that reduced nonperforming assets from nearly $500 million (17% of loans) to $42 million (1.5% of loans) in four years. Efficiency ratio reduced from 90+% in 2010 to 60+% range in 2014. The bank has reported 15 consecutive quarters of profitability as of 3Q-2014 (following 3 years of losses) and regulatory orders lifted (C&D and MOUs). Substantial loan growth achieved while maintaining strong credit quality. Designed and implemented process improvement and organizational restructuring initiatives for business growth. Three major technology initiatives deployed. Managed an eight division diverse cross functional group of 200 people. Show less



Interim C-level roles for public and private companies undergoing transition

• Chief Financial Officer/Chief Operating Officer

  • Sep 1999 - May 2010

  • CFO for two public junior minerals exploration companies: 1) Recruited by directors to assess financing efforts for company’s principal project. Recommended and successfully directed an M&A search culminating in a cross-border joint venture to develop the project. Negotiated disposal of non-core assets resulting in retirement of all company’s debt and over $2 million cash in the bank; 2) Reported to the board of directors. Responsibility for financial affairs, legal affairs, M&A, SEC… Show more • CFO for two public junior minerals exploration companies: 1) Recruited by directors to assess financing efforts for company’s principal project. Recommended and successfully directed an M&A search culminating in a cross-border joint venture to develop the project. Negotiated disposal of non-core assets resulting in retirement of all company’s debt and over $2 million cash in the bank; 2) Reported to the board of directors. Responsibility for financial affairs, legal affairs, M&A, SEC reporting and compliance and corporate secretary functions. Designed and implemented a corporate reorganization that reduced overheads by 60% and raised equity funding to continue operations. • COO of a “family office” for a private group of operating companies and expansive real estate holdings. Addressed a confused organizational situation during a period of leadership change; stabilized problem, recruited new operating managers and refocused businesses and asset development programs. Successfully negotiated a 15-month IRS audit of real estate asset values achieving a significant reduction in tax liability. • COO for a private middle market corporate finance firm with a cross border focus on Greater China. • CFO for a private international middle market sales and manufacturing company. Developed and implemented business plans to establish domestic and international subsidiaries to manage growth and vertically integrate the supply chain. Six year revenue growth in excess of 23% CAGR and cash flow growth in excess of 18% CAGR. Developed and implemented processes to control and evaluate financial needs. Identified and negotiated with public and private sources for funding requirements and managed investor/funding relationships. Re-engineered group structure and functional areas to meet existing and future domestic and international operational and financial needs. Established professional group human resources function. Show less • CFO for two public junior minerals exploration companies: 1) Recruited by directors to assess financing efforts for company’s principal project. Recommended and successfully directed an M&A search culminating in a cross-border joint venture to develop the project. Negotiated disposal of non-core assets resulting in retirement of all company’s debt and over $2 million cash in the bank; 2) Reported to the board of directors. Responsibility for financial affairs, legal affairs, M&A, SEC… Show more • CFO for two public junior minerals exploration companies: 1) Recruited by directors to assess financing efforts for company’s principal project. Recommended and successfully directed an M&A search culminating in a cross-border joint venture to develop the project. Negotiated disposal of non-core assets resulting in retirement of all company’s debt and over $2 million cash in the bank; 2) Reported to the board of directors. Responsibility for financial affairs, legal affairs, M&A, SEC reporting and compliance and corporate secretary functions. Designed and implemented a corporate reorganization that reduced overheads by 60% and raised equity funding to continue operations. • COO of a “family office” for a private group of operating companies and expansive real estate holdings. Addressed a confused organizational situation during a period of leadership change; stabilized problem, recruited new operating managers and refocused businesses and asset development programs. Successfully negotiated a 15-month IRS audit of real estate asset values achieving a significant reduction in tax liability. • COO for a private middle market corporate finance firm with a cross border focus on Greater China. • CFO for a private international middle market sales and manufacturing company. Developed and implemented business plans to establish domestic and international subsidiaries to manage growth and vertically integrate the supply chain. Six year revenue growth in excess of 23% CAGR and cash flow growth in excess of 18% CAGR. Developed and implemented processes to control and evaluate financial needs. Identified and negotiated with public and private sources for funding requirements and managed investor/funding relationships. Re-engineered group structure and functional areas to meet existing and future domestic and international operational and financial needs. Established professional group human resources function. Show less



Drexel Oceania, LLC

• Executive Director

  • Oct 1994 - Sep 1999

  A private international merchant banking firm (co-founder) • Engaged in 1998 as a strategic advisor to the newly appointed CEO of Caspian Securities Group, a distressed emerging markets investment bank based in London with staff in 18 countries with initial capital of £250 million. Team was brought in by a new Southeast Asian majority shareholder to assess the company’s strategy, organization and financial condition and execute a new strategic plan. After a global review, the team wound… Show more A private international merchant banking firm (co-founder) • Engaged in 1998 as a strategic advisor to the newly appointed CEO of Caspian Securities Group, a distressed emerging markets investment bank based in London with staff in 18 countries with initial capital of £250 million. Team was brought in by a new Southeast Asian majority shareholder to assess the company’s strategy, organization and financial condition and execute a new strategic plan. After a global review, the team wound down operations, sold viable assets and recouped significant value to the shareholders. • Other merchant banking assignments included capital raising and management roles for a new global trade securitization and e-commerce company; financial advisory work in China and North America for a publicly traded Australian petro-chemical company; and, assignments in the biotechnology, entertainment, education, building materials, real estate, hospitality, and financial services industries. Served as a credit expert witness. Show less A private international merchant banking firm (co-founder) • Engaged in 1998 as a strategic advisor to the newly appointed CEO of Caspian Securities Group, a distressed emerging markets investment bank based in London with staff in 18 countries with initial capital of £250 million. Team was brought in by a new Southeast Asian majority shareholder to assess the company’s strategy, organization and financial condition and execute a new strategic plan. After a global review, the team wound… Show more A private international merchant banking firm (co-founder) • Engaged in 1998 as a strategic advisor to the newly appointed CEO of Caspian Securities Group, a distressed emerging markets investment bank based in London with staff in 18 countries with initial capital of £250 million. Team was brought in by a new Southeast Asian majority shareholder to assess the company’s strategy, organization and financial condition and execute a new strategic plan. After a global review, the team wound down operations, sold viable assets and recouped significant value to the shareholders. • Other merchant banking assignments included capital raising and management roles for a new global trade securitization and e-commerce company; financial advisory work in China and North America for a publicly traded Australian petro-chemical company; and, assignments in the biotechnology, entertainment, education, building materials, real estate, hospitality, and financial services industries. Served as a credit expert witness. Show less



Westpac Banking Corporation

• Senior Vice President (Chief Manager)

  • May 1980 - Jun 1994

  Australian based international financial institution; publicly owned Chief Manager (Senior Vice President), Asset Management Group, Sydney, Australia 1991-1994 Senior Manager Credit, Corporate Banking Division, Sydney 1990-1991 Manager National Accounts, Corporate Banking Division, Sydney 1989-1990 Vice President, Corporate Banking, San Francisco 1986-1989 Assistant Vice President, Corporate Banking, San Francisco… Show more Australian based international financial institution; publicly owned Chief Manager (Senior Vice President), Asset Management Group, Sydney, Australia 1991-1994 Senior Manager Credit, Corporate Banking Division, Sydney 1990-1991 Manager National Accounts, Corporate Banking Division, Sydney 1989-1990 Vice President, Corporate Banking, San Francisco 1986-1989 Assistant Vice President, Corporate Banking, San Francisco 1984-1986 Following formal head office credit training program, promoted from trainee to International Banking Officer, San Francisco 1980-1984 • Roles of increasing authority directly involved in managing Westpac’s national real estate portfolio including business development and workout, assessing all large real estate lending and formulating the industry policy. Led a specialist management team of a $1.2 billion special assets portfolio in negotiating the financial and legal restructuring of large distressed real estate development projects with individual exposures of up to $170 million. • Developed and implemented the business plan to execute the Board of Directors’ mandate to re-establish and lead a national real estate lending group. • U.S. and Australia experience as team leader managing business development and credit quality of corporate and commercial relationships across multiple industries employing various financial products. Trained and developed subordinate staff in the areas of marketing, credit analysis, and relationship management. Show less Australian based international financial institution; publicly owned Chief Manager (Senior Vice President), Asset Management Group, Sydney, Australia 1991-1994 Senior Manager Credit, Corporate Banking Division, Sydney 1990-1991 Manager National Accounts, Corporate Banking Division, Sydney 1989-1990 Vice President, Corporate Banking, San Francisco 1986-1989 Assistant Vice President, Corporate Banking, San Francisco… Show more Australian based international financial institution; publicly owned Chief Manager (Senior Vice President), Asset Management Group, Sydney, Australia 1991-1994 Senior Manager Credit, Corporate Banking Division, Sydney 1990-1991 Manager National Accounts, Corporate Banking Division, Sydney 1989-1990 Vice President, Corporate Banking, San Francisco 1986-1989 Assistant Vice President, Corporate Banking, San Francisco 1984-1986 Following formal head office credit training program, promoted from trainee to International Banking Officer, San Francisco 1980-1984 • Roles of increasing authority directly involved in managing Westpac’s national real estate portfolio including business development and workout, assessing all large real estate lending and formulating the industry policy. Led a specialist management team of a $1.2 billion special assets portfolio in negotiating the financial and legal restructuring of large distressed real estate development projects with individual exposures of up to $170 million. • Developed and implemented the business plan to execute the Board of Directors’ mandate to re-establish and lead a national real estate lending group. • U.S. and Australia experience as team leader managing business development and credit quality of corporate and commercial relationships across multiple industries employing various financial products. Trained and developed subordinate staff in the areas of marketing, credit analysis, and relationship management. Show less