Brian Martin

Principal business development responsibilities involve the cultivation of traditional commercial & industrial loans, owner occupied real estate loans, commercial real estate loans and commercial deposit growth.  Other responsibilities included the cross-selling of other company segments such as SBA lending, treasury services, residential mortgage lending, private banking, leasing, merchant services and the corporate lending division.

Specific successes in key performance areas:

• Traditional commercial & industrial loan production of $16MM
• Commercial deposit production of $7MM
• Commercial real estate referrals of $8MM
• SBA loan referrals in excess of $3MM
• Private banking/wealth referrals of $7MM
• Treasury Services referrals generating in excess of $20M in fee income in 2012
• Loan Fee income generation of more than $100M in 2012

Awarded an appointment from the District Three Commissioner of the Gwinnett County Board of Commissioners, this position plays a vital role in the continued economic diversification and development of Gwinnett County, Georgia (the largest county in the state in terms of square miles and the second most populous in the state). 

Utilizing existing amenities, marketing, abatements and industrial revenue bond backed debt instruments (AAA rated), while working with other county economic development functions, the role of the Development Authority of Gwinnett County is to incent/create commercial and industrial development with an emphasis on the anticipated jobs creation associated with the outreach.  The objective is to build a stronger county economy through growing job opportunities and increased earnings for residents at various skill-levels. In conjunction with other county economic development entities, the Authority's strategic process focuses on five target business sectors as the most viable areas to foster quality job growth: healthcare, distribution, information technology, communications and HQ/regional/professional office space.

Specific successes associated with Development Authority activity:

• Expansion of NCR campus for co-location of its worldwide customer service operations
• Relocation and expansion of Meggitt Defense Systems fats/caswell
• Continued expansion of state of the art Gwinnett Arena & Convention Center
• Expansion and construction of multi level parking deck attached to Gwinnett Arena
• Relocation of Fortune 50 technology corporation's server facility/data center to Suwanee
• Expansion and construction of improvements on GACS campus
• Relocation and construction of Atlanta Braves' AAA baseball stadium
• Location and construction of state of the art waste management facility
• Committed expansion and construction funds to Boeing subcontractor
• Committed relocation and construction funds to solar power storage vendor 

     Principal responsibilities as a Project Manager on bank Receiverships include but are not limited to the following:

• Liquidation of all bank assets not purchased or acquired by assuming institution
• Strategic Resolution Plan authorship aka "The Business Plan"
• Project Management of up to forty-five individuals on multiple Receiverships
• Pre Close Planning of FDIC Receiverships
• Manage Investigations on Target Loans / Target Individuals
• Manage Proforma accounting team during closing weekend
• Prepare deliverables to assembled FDIC Legal Team
• Contract, Lease, Agreement and Letter of Credit  Repudiations
• Identify, Recruit and Staff Receivership Teams

Awarded an appointment to serve on the 9 member 103rd District Education Advisory Board formed by Georgia State Representative David Casas.  This Board, unique to Gwinnett County, is composed of a select group of informed citizenry who have an interest in legislative matters related to education.  The Board's purpose is to engage members of the community in the legislative process thus creating a voice in government for the people concerned with the success of its programs.

Gwinnett County has the largest school system in the state (with 160,000 students & a FY2009 budget of $1.859 Billion) as well as being the 18th largest school system in the US.  Representative Casas, with the affirmation of the Board believe that the work of the Education Advisory Board is crucial to properly address educational issues that concern the community as well as the state at large.  The role of the Board is to assist Representative Casas on evaluating legislative and appropriation proposals.

A Georgia House of Representatives Resolution was prepared "In House," read and adopted for specific recognition and service on January 31, 2008 by Robert E. Rivers, Jr., Clerk for the Georgia House of Representatives.

Principal business development responsibilities within this newly organized three year old bank were the cultivation of traditional commercial & industrial loans, owner occupied real estate loans, commercial real estate loans, loan origination fees and driving commercial deposit growth.   

Key to the success of maintaining a low cost of funds for this emerging two branch banking company was the transitioning of traditional commercial depositors.  These traditional depositors were introduced and sold on the internet based remote deposit capture product offering.  All non-geographically proximate bank clientele were successfully converted to this deliverable providing a value added benefit to the client and the bank.

Specific successes in key performance areas:

• Owner occupied real estate loan production of $11MM
• Commercial real estate loan production of $6MM
• Traditional C & I loan production of $7MM
• Commercial deposit production of $15MM

Principal business development responsibilities were the cultivation of traditional commercial & industrial loans, owner occupied real estate loans, commercial real estate loans and commercial deposit growth.  Other responsibilities included the cross selling of other company segments such as treasury services, residential mortgage lending, private banking, leasing, merchant services and the corporate lending division.

Key to attaining success at Wachovia was to develop a keen sense of balance between the company's substantive commitment to offsite training and business development.  Further, all business development activities required a full documenting on the company intranet site to track activity against actual performance.  All told, most Relationship Managers in this Business Banking Segment typically do not become producers for nine to twelve months after initial hire to account for assimilation.  My sales successes began in the third month of my tenure with this company.

Specific successes in key performance areas:

• Traditional commercial & industrial loan production of $13MM
• Commercial deposit production of $6MM
• Commercial lease referrals of $4MM
• Commercial real estate referrals of $8MM
• Private banking/wealth referrals of $7MM

Principal responsibilities within this newly chartered bank were the development of traditional commercial and industrial, commercial real estate loans and commercial deposit growth.  Other responsibilities include the cultivation of fee based income from the cross selling and promotion of other vital functions of the company; specifically, SBA loan products, commercial lease products, asset based lending and redevelopment lending. 

Specific successes in key performance areas:

• Average gross loan production of $10MM per year.
• Commercial lease referrals of $15MM
• Commercial redevelopment projects in excess of $12MM
• SBA guaranteed loan referrals of $7MM
• Fee income generation of $100,000 per year.
• Commercial loan participations in excess of $10MM

Principal responsibilities were the development of international documentary credit prospects for the bank's international department as well as the cultivation of traditional commercial and industrial loan business.  Revenue generation was derived from interest income on loans and fees generated in processing documentary credits.

The credit products used in the development and cultivation of international loan prospects included but were not limited to reserve lines of credit, commercial letters of credit, standby letters of credit, import/export collections and documentary acceptances to name a select few.  Additionally, a considerable amount of time was spent on traditional (or domestic credits) such as working capital lines of credit, commercial real estate, construction/mini-perm loans, stock purchase financing, equipment finance, SBA guaranteed loan referrals and asset based lending participations. 

 Specific successes in key performance areas:

• Managed credit portfolio in excess of $30MM
• Generated double digit cumulative growth in international business
• Generated $100M per year in fee income
• Substantial success in commercial deposit generation and retention
• Recruited to advise and participate on corporate streamline directive
• Managed & coordinated offsite company wide summer social programs

Principal responsibilities were to build a traditional commercial & industrial loan portfolio and commercial deposits as well as the cultivation of fee based income from referral/joint calling with outside product providers such as asset based lenders, long term commercial real estate lenders, lease lenders, insurance and investment companies.

The development of these prospects had been through cold calling, cross selling and the development of financial intermediaries.  Other responsibilities included establishing the loan department infrastructure, uniform credit underwriting standards, credit administration standards, SBA lending  & Colson reporting/remitting, CRA compliance, HMDA reporting, RESPA compliance, and the bank’s quarterly loan loss reserve analysis.  I was also charged with the task of converting the bank’s (then) only branch location located in Buckhead from a cost center to a profit center, which was accomplished in less than one year.

Specific successes in key performance areas:

• Management of loan portfolio in excess of $25MM
• Generated substantial loan fee income
• Cultivated commercial real estate loans
• Cultivated owner occupied real estate loans
• Cultivated working capital lines of credit.
• Originated SBA guaranteed loans