William Henry (Hank) Huff IV

Pre-acquisition (2021-2022) - Client Services Executive - member of senior executive leadership team responsible for comprehensive client engagement (initial implementation through continuous operational/technical support)

• Directed successful implementations for multiple early adopters, resulting in significant growth in professional services revenue
• Facilitated enhancements in delivery and support, elevating quality and client responsiveness.

Post-acquisition (2022-Present) - Client Success Executive - Member of senior leadership team focused on driving increased client adoption of the Finxact Core

• Partnered with two early adopters to finalize bank transformation, streamlining operations to Finxact as strategic core.

• Oversaw initiative delivery for the enterprise and governed the Bank's initiative investment decisioning process (Bank Tank).
• Drove the strategic planning and implementation of an Enterprise-wide Agile Transformation including reorganization of workforce into Product-centric squads vs. Project teams; redesign of Strategic Initiative funding; establishment of an Agile Center of Excellence; and a multi-phase Change Management strategy to drive adoption and measure performance and maturity
• Continuous improvement of the Program Management Office to enhance overall governance/executive reporting, greater accountability for delivery, and workforce strategy (20-30% internal; 70-80% external) to support the increasing scale and complexity of the Bank's strategic investments
• Defined and implemented a multi-year strategic transformation effort to establish a centralized Quality Assurance function including estimation and resource strategy; standards and best practices; and reporting and performance measurements
• Selected as overall Integration Lead for the combined organization driving the gap analysis/target environment definition covering all functions and lines of business for the proposed Texas Capital/Independent Bank merger
• Other notable strategic initiatives: Commercial Loan Core Conversion (AFS to ACBS); Online Banking Conversion (Treasury Enhancements and Conversion of all Treasury Clients to new Platform); Salesforce (Enterprise adoption for Prospecting and Sales routines as well as Treasury Client Onboarding via nCino); Enterprise Data Platform (Multi-year replacement of legacy data warehouse and introduction of data governance and advanced analytic cubes)

• Quality Assurance Executive, Global Wholesale Bank Technology (2009 - 2014)
• Global responsibility for the strategic direction and management of 700+ resources (35% employee/65% contractor) and $45-50MM annual operating budget. Organizational scope included functional testing, performance testing and test automation development in support of the Wholesale Bank's strategic business/technology investment covering Client Channel, Global Treasury, Commercial/Corporate Credit and Sales Tools/Client Data solutions.
• Consistently delivered high quality results (<1% defect slippage) at efficient cost (~20% of Development) against a highly complex and large-scale portfolio of work (Average $400MM in annual strategic investment for GWB)
• Integrated 7 distributed QA groups into centralized Testing Center of Excellence over 3 years, enhancing organizational efficiency and collaboration
• Led multi-year strategic transformation to implement QA best practices, increase automation, and establish QA as a key control function for risk management and quality improvement
• Program Management Office Executive, Global Wholesale Bank Technology (2008 - 2009)
• Drove multi-phased transformation effort to reduce overall cost of change while maintaining quality metrics around on time and on budget delivery. Focused on the Change Management and PMO functions.
• Realized $13MM in annual run rate savings through consolidation of multiple internal PMOs and reduction of PMO/Change Management headcount by 60%
• Standardized management reporting, project financial forecasting, and resource supply/demand routines to enhance operational clarity and decision-making
• Change Management Executive, LaSalle Transition - Global Treasury Services (2007 - 2008)
• Managed $80MM technology portfolio supporting the integration of LaSalle Bank's Global Treasury Clients and Products. Scope included system conversions, process integration and Client/Employee training and communication for all core Treasury Management products (e.g., ACH, Wire, Lockbox, EDI, Commercial Card) and the Client Servicing/Fulfillment function. Notable additional scope included all interface development and core platform enhancements to CashPro Online foundational deployment for Bank of America's target global online channel for Wholesale Clients.
• Change Performance Lead, Global Treasury Services (2005 - 2007)
• Managed several centralized change management functions including the Program Office focused on project execution health and change management best practices, Financial Management ensuring financial transparency through reporting and forecasting/trend analysis, and Delivery Management analyzing the cumulative impacts of targeted changes to End User Clients and Employees as well as resource supply/demand to proactively manage technology delivery capacity.
• Additionally designed and instituted a GTS Triage process to research and resolve critical client issues. Originally created in response to critical outstanding Fleet Transition Client issues, the GTS Triage function realized numerous successes and transitioned operationally to the permanent Global Client Service team.

• Focused in areas of IT strategy, mergers & acquisitions, strategic outsourcing, business process re-engineering, software enhancement & design, organizational design, product strategy and management of large system and business process conversions.
• Super-Regional Bank Merger
• Planning and implementation phases of an $80B merger between two super-regional banks. Served as co-lead in the Technology organization over all conversion and enhancement development. Responsibilities included:
• Defined 2-year application release strategy, collaborating with Vice Chairman, COO, CIO, and business executives to evaluate and approve merger technology scope.
• Managed across all phases of the project lifecycle for 60+ projects in multi-phased Enhancement Releases and 25+ Conversions. (~75,000+ development hours)
• Enterprise-wide transformation for a major brokerage company's back-office applications and operational units. Responsibilities included:
• Acted as management liaison between the client and software vendor for the core trading application, managing 500+ system enhancements and 80,000+ development hours.
• Managed reports rationalization for 60 operational units, streamlining an inventory of 6,000 reports to 190, achieving cost savings of over $6MM.
• Client lead and overall Program Manager for the upgrade and redesign of an electronic payment platform and supporting processes. Responsibilities included:
• Developed business case to discontinue 5-year custom build effort, redirecting strategy to upgrade current platform.
• Managed the upgrade across all phases of the project lifecycle and successfully delivering 2 months ahead of schedule and $600K under budget

• Project analyst in the Services Company management-training program.