Leading the "Branch Transformation" Program
The second strategic initiative I managed was a program to transform a bank branch using leading edge technology from NCR – Interactive Teller Machines (ITM). This was a very cool innovation that connected a customer to a teller through a video call. It was the next evolution to the Smart ATM. This allowed customers to perform many more transactions than a traditional ATM because they’re engaged with a live teller. It was exciting stuff back in 2014! I don’t think there was another bank (branch) in CCB cities/towns that had ITMs yet. We were blazing trails.
The bank was going to transform the look and feel of targeted offices to a sleek, modern “express” environment, though they would maintain their relationship-centric style of customer service. I visited NCR in Atlanta to learn about the innovation and implementation of ITMs, and I also joined the other team leaders on a visit to a bank with ITMs to talk about their implementation and operations.
I named the program plan “Branch Transformation”. The entire program team was dedicated and inspired to make this a success. There were multiple branches identified and the schedule was... fast.
At a very high level, there were 5 major categories of work.
- New infrastructure (telecom circuits, electrical) and equipment
- New video call center (facilities, branding)
- New/adjusted operations & retail banking policies, procedures, and processes
- Marketing
- Onsite Logistics
There was a tremendous amount of work to be done over the course of a weekend to transform a branch. Generally speaking, the branch would conduct business as usual on Friday, but when the branch opened on Monday morning, a brand new ITM (or two) would be ready to go! I managed all vendors who were onsite (equipment, alarms, cash, etc.) so it required very long weekend hours, but I loved the excitement.
A Tallahassee branch was chosen to be the showcase model. There wasn’t time to have a soft opening or small pilot. There were renovations, new furniture and a big marketing campaign to bring customers in – no pressure! This event included an ITM in the lobby, and one in the drive thru, along with two Smart ATMs in the drive thru. This branch transformation would also be quite an accomplishment for me, personally; to demonstrate that I could lead non-IT teams and manage more broadly than just IT events.
When Launch Day arrived everything went as planned. The ITMs were ready, the branch looked sleek and modern. Everyone was at their best – from the associates on the floor to the virtual tellers that engaged the customers through the ITMs. They were the stars of the day. The marketing campaigns were very effective. We had customers lined up, excited to use the new technology. And, although there are always skeptics, I remember winning several customers over personally as the virtual teller and I guided them through the new experience.
I was incredibly proud of our entire team and what we accomplished together. The first branch transformation was a huge success. There was a write-up in the Tallahassee Democrat newspaper entitled “Capital City Bank debuts teller technology” about the grand opening.
Ed West, the bank’s Leon County president was quoted, "“Our clients live active lifestyles, and much of our recent innovation has been to incorporate technology that gives them the power to manage their finances when and where their schedules allow. We’re excited to be the first among our local industry peers to offer this convenience.”
The Branch Transformation Program continued its successful rollout to multiple branches. The bank had even started adding additional equipment to the transformation weekend events, like swapping ATMs for SmartATMs, adding coin-counting machines and cash recyclers.
My leadership role for this initiative, paired with its great success resulted in two surprises in 2015! I was selected to be part of CCB’s Star Summit. The Star Summit includes recognition for outstanding service to the bank, and you’re treated to an amazing trip with your peer “Stars”. I also received a promotion to IT Officer. In 2 ½ years’ time, I seemed to have gone farther than my previous tenure in IT.
For my next growth opportunity, Randy & I talked about me starting a Program Management Office (PMO) for the bank. I felt good about my future. Despite my stated concerns about operational opposition to the formality, I was planning to move forward to overcome the challenges and obtain stakeholder buy-in for a PMO. In the meantime, I hired an internal resource to train as a Program Manager (PM). Then, an organizational change happened. I no longer reported directly to Randy which removed my ability to establish the PMO and be effective in a leadership role at the bank.
Despite the bank’s desire for me to stay, this organizational change made clear to me that it was time to move on. I set my sights on Fiserv and left shortly thereafter.
