Eric R. Giesecke

• Company Overview: a regional, diversified financial services company with $27 billion in assets and a geographic footprint covering 8 states
• Lead all aspects of marketing for the enterprise, including the development of all marketing strategy, both B2C and B2B, marketing planning, branding, and channel execution
• Drive corporate growth and innovation by leveraging data and research driven insights to inform marketing strategy
• Develop and deploy an eight-figure marketing budget, including a multi-channel media and digital advertising plan spanning 20 markets and 8 states
• Collaborate and partner with senior leaders and executives from 9 distinct business lines on the development of new products and solutions, the positioning of the business capabilities and value propositions, and the connection between sales and marketing strategies
• Lead a team of high-performing senior marketing managers, marketing channel specialists, and marketing professionals
• Develop brand architecture and brand advocacy through consistent storytelling
• Ensure organizational readiness by identifying, evaluating and deploying new marketing technologies, capabilities, systems and digital customer experiences
• Advocate for customer 'obsession' across the organization and consistently deploy an outside in lens to connect solutions to customer needs
• Drive new relationship acquisition, growth and customer retention by prioritizing marketing investments, plans and lead generation initiatives that demonstrate measurable ROI
• Collaborate and actively partner with other functional areas to drive mutual success including data, IT, product, corp comms, CRM, digital banking and operations

Accomplishments

• SEE ACCOMPLISHMENTS SECTION

• Led a department of roughly 20 marketing professionals in support of the Corporate & Institutional Banking businesses (C&IB), a $6 billion revenue business driving almost 50% of the corporation’s net income
• Developed marketing strategies and multi-channel plans for diverse business lines including corporate banking, capital markets, treasury management, international, M&A, equity capital, and select verticals and specialty segments such as PNC Real Estate and PNC Healthcare
• Member of the senior leadership team within PNC marketing, providing overall direction and strategy guidance to all marketing functional areas and line of business marketing groups
• Established the vision and strategy for support of the overall C&IB business goals and directed sub teams to achieve desired outcomes across multiple complex business lines and marketing centers of excellence
• Focus on removing organizational barriers, navigating resource constraints and balancing competing priorities to deliver desired outcomes
• Actively managed, identified and developed talent within C&IB Marketing, as well as within the marketing function overall at PNC, to support employee career growth, retention and marketing effectiveness
• Developed and managed marketing budgets, helped lead marketing planning and optimization, and focused on continuous improvement around expense management and efficiencies
• Fostered, developed and ensured high performing strategic relationships with agencies, third parties and internal business partners to achieve overall business goals for C&IB
• Guided and directed C&IB Marketing’s delivery of business, risk, financial, and process commitments
• Guided C&IB Marketing’s use of business analytics and research and actively incorporated research and data insights in business processes to achieve successful integration of marketing and business strategies

Accomplishments:

• SEE ACCOMPLISHMENTS SECTION

• Led a team of financial marketers in the development and execution of a multi-channel, integrated marketing strategy for Corporate Banking, a business unit with 34 geographic markets, national verticals, 1300+ employees and $2.7 billion in revenue
• Responsible for the strategic and tactical elements of large, on-going multi-channel marketing efforts such as PNC Ideas thought leadership series and situational, strategic initiatives such as the Southeast market entry (RBC acquisition) plan, and a growth market media plan
• Led the development of an editorial calendar of thought leadership content in the form of videos, articles, webinars, and white papers as well as serve as subject matter expert on the Corporate Banking segment, sales process, and client experience
• Analyzed, distilled and interpreted multiple and divergent sources of research insights and themes and leveraged that insight to inform and shape the Corporate Banking marketing plan
• Integrated key marketing messages into plan tactics and coordinated marketing efforts across multiple channels – email, direct mail, web, advertising, events, sales collateral – to deliver a consistent and optimal perception of PNC and our Corporate Banking division
• Actively partnered with Corporate Banking leadership to develop strategies, multiple groups within marketing to execute tactics and multiple LOBs within PNC to develop thought leadership content
• Leveraged project leadership skills to drive change from initial vision to tactical execution on shorter term plan elements and ad hoc efforts as well as longer term strategic initiatives such as an automated demand generation proof of concept, re-design of the PNC Ideas website, and 'acceleration plan' for the Southeast
• Drove the enablement of the sales force as Co-chairman of the Knowledge Management committee and the improvement of sales force-marketing intersection through presentation of research insights, marketing resources and sales concepts via regular market visits, PNC training programs, and sales intelligence reports

PNC Marketing Accomplishments

• PNC Ideas thought leadership series delivered insights to thousands of c-suite executives every month
• Leadership of an automated demand generation strategy to “nurture” prospect’s interest in PNC and convert digital body language into sales ready leads
• Intensive build out of content to support demand generation proof of concept and content strategy to promote Corporate Banking intellectual capital
• Plan for on-boarding and adoption of a marketing automation platform to enable demand generation, improved marketing metrics and ROI
• Development and leadership of C&IB’s market entry and acceleration strategy in the Southeastern US and our media plan in key growth markets, including brand positioning and key messages
• Significant growth in Corporate Banking acquisition, growth and retention – approx. 3400 new corporate clients added over the 3 years supporting
• Meaningful increases in webinar metrics and website traffic
• Complete re-architecture of Corporate Banking sales collateral with updated messaging
• Development of a suite of sales enablement tools including sales intelligence reporting for Corporate Banking sales force, sales-marketing best practices guide, and sales force effectiveness internal newsletter
• Complete re-design of PNC Ideas website featuring enhanced navigation, improved content organization and search engine optimization
• PNC Ideas micro-site named winner of Interactive Media Best In Class award in 2010 and 2012
• Active participation and leadership in sales force related initiatives such as Sales Force Effectiveness, Knowledge Management, COI strategy and Corporate Banking training efforts

• For job responsibilities, see previous Relationship Manager experience below; job description is similar with the distinction being the segment size; covering clients and prospects $10MM to $250MM in revenue
• 2008 – achieved 192% of total revenue annual production goal in 6 months against the backdrop of a challenging economic environment and National City’s confidence issues and perception in the market
• 2008 – achieved 52% non-credit revenue production and meaningfully grew total deposit base
• 2009 – achieved 125% of annual revenue goal with 49% non-credit revenue in essentially 10 months
• Despite NCB strategic issues and PNC acquisition in late 2008 and with only 16 months in the role, revenue goals were exceeded, all desired clients in the portfolio were retained and new names were added

• Led a core team of 7 and an extended team of 30+ in the development and execution of a project to align Corporate Banking reporting and reward systems around the 'Total Customer Revenue' (TCR) concept
• Developed integrated work plan and directed the efforts of project manager, work stream leaders, extended cross-functional team and analysts
• Communicated and presented TCR concepts and updates and led discussions with NCB executives (CEO, CFO, etc.) on TCR steering committee, CB leadership, project stakeholders and the field
• Provided daily direction and strategic vision to team members and stakeholders
• Led the creation of TCR collateral (website, branding, plan guides, training material, communication), technical/reporting requirements, and incentive comp analytics
• Transitioned TCR concepts and processes to future owners under TCR administration
• Recruited project team, obtained buy-in and mobilized efforts among extended team of cross-functional stakeholders in less than a few months and executed on aggressive and complex work plan
• Represented often divergent and fluid views of steering committee and field leadership to turn TCR concepts into reality
• Created lasting and impactful work products that will add value to future efforts around TCR including: framework for TCR plan designs; analytical payout model; data clean-up and reconciliation and go-forward processes; TCR site, branding, communication and collateral; 6 new TCR plan guides
• Led the development of requirements around 3 major technology deliverables: new TCR Analytics and Reporting tool, new TCR Growth reporting and new TCR Production system within CRM system
• Completed core deliverable of new incentive compensation plans for RMs and managers on time and consistent with steering committee vision
• Established work plans for new processes related to TCR that evolved into core functions of TCR Administration
• Trained the entire field on changes to incentive comp plans and new reporting tools within a 2-month I’m period

• Managed the activity of a portfolio of Corporate Banking relationships (sales size: $50MM and up) as single point of contact at National City and led the growth of total NCC revenue from all client activities
• Analyzed and underwrote financing requests up to several hundred million dollars for a range of companies, both privately held, mid-sized and publicly traded, multi-national
• Monitored client financial performance, trends, and analyzed business models and industries
• Developed and converted new business opportunities, both credit and non-credit, with existing and prospective clients
• Led the team selling of NCC products and services to Corporate Banking clients
• Led the resolution of client problems or issues at NCC and overall client satisfaction
• Consistently ranked in the top 20% of Corporate Banking RM scorecard (sales performance) results
• Grew a large and complex portfolio of relationships with over $5MM in credit and TM revenue
• Consistently focused on improving the ratio of credit to non-credit revenue in the portfolio, generating an average of $847,000 in non-credit revenue annually from 2004-2006
• Earned Sales Champion honors for 2006 performance, generating $2.8MM in total revenue and achieving 190% of goal