Dee Pell

As Senior Regional Vice President, am responsible for achieving budgeted profitability and growth while maintaining acceptable delinquency and charge off goals. am also responsible to recruit, train, and retain personnel needed to meet or exceed our budget and plan. In addition, am responsible to maintain compliance with all company policies, procedures, state, and federal laws, regulations, and licensing.

Excluding my first year (2005), have achieved the Presidents Club 15 out of 16 years. The President Club is awarded to top performers yearly.

2022 Results

• Highest profitable region in company
• Have exceeded growth budget by 26%, 2nd highest growth in company
• Lowest YTD delinquency, have led this category every month in 2022
• Lowest YTD charge off in company, @ 7.15%, next lowest is 1.9% higher than region
• Lead team of four District Managers and $64M loan receivables.
• Lowest turnover margin in company, Only three branch manager turnovers in past 36 months

As Regional Vice President, Was responsible for achieving budgeted profitability and growth while maintaining acceptable delinquency and charge off goals. Was also responsible to recruit, train, and retain personnel needed to meet or exceed our budget and plan. In addition, was responsible to maintain compliance with all company policies, procedures, state, and federal laws, regulations, and licensing.

2021 results

• Region had highest profit in company
• Exceeded profit budget by $1.6M
• 2nd highest growth, Exceeded growth budget by $1.5M
• Lowest delinquency in company at 6.64%, Next lowest region was 8.09%
• Lowest charge off in company at 4.67%, next lowest region was 6.4%
• FHC bankruptcy department was brought under leadership

2020 Results

• Only region to exceed their profit budget, Exceeded budget by 17.6%
• Highest growth in company
• Lowest delinquency @ 5.22%, next lowest region was 6.32%
• Lowest charge off in company @ 7.3%

During my time as a Regional Vice President, I was assigned to oversee and lead the most challenging district in the company. Through implementing POA's, teamwork with the DM and the district team members, we were able to successfully turn the district around. We turned a $952K profit loss into a $1M profit. We reduced charge off by 2.26% and we increased growth from a $2.5M loss to a $2M gain in receivables. We exceeded our growth budget by 42%. I turned this district over to new leadership and turned my focus to spearheading the opening of the Middle Tennessee district. Opened six offices in this market in late 2016 and as of today this is one of the top districts in the company.

• Successfully recruited Branch Manager and mentored into District Manager
• Successfully recruited District Manager and Mentored into Regional Vice President
• Successfully Recruited one of top District Managers to company

As Regional Vice President, was responsible for achieving budgeted profitability and growth while maintaining acceptable delinquency and charge off goals. Was also responsible to recruit, train, and retain the personnel needed to meet or exceed our budget and plan. In addition, was responsible to maintain compliance with all company policies, procedures, state, and federal laws, regulations, and licensing.

• 2013 and 2014 -Was top ranked District Manager
• Supervised 8-11 branch offices
• Successfully opened new markets
• In 2013, team set record for most profitable district. This record is still intact today.
• Was recognized for performance and promoted to Regional Vice President in November 2014.

As Regional Vice President, was responsible for achieving budgeted profitability and growth while maintaining acceptable delinquency and charge off goals. Was also responsible to recruit, train, and retain the personnel needed to meet or exceed our budget and plan. In addition, was responsible to maintain compliance with all company policies, procedures, state, and federal laws, regulations, and licensing.

In June 2005, accepted the District Manager position with FHC and was assigned the toughest district in the company. Prior to my leadership, the district was the only district to have a loss in profit.

• In effort to turn this district around, analyzed current staff by visiting each office in person and interviewing team.
• Reviewed processes in place, underwriting, application development,, effort, skills, and most importantly attitude and morale of team.
• Made some changes in personnel
• Created positive attitudes through positive reinforcement
• Focused heavily on teaching team how to make money
• Ended 2005 year with positive profit and continued to get better each year.
• Mentored several branch managers to achieved Presidents Club under my leadership
• In one year, entire team of district managers achieved Presidents Club. President's Club is rewarded to best performing branches and are considered elite branches