Spinnaker https://spinnakerconsultinggroup.com Get there faster Wed, 08 Apr 2020 13:47:57 +0000 en-US hourly 1 https://spinnakerconsultinggroup.com/wp-content/uploads/2016/10/cropped-logo-site-icon-32x32.png Spinnaker https://spinnakerconsultinggroup.com 32 32 Developing a QA/QC Program Within the Trust Division https://spinnakerconsultinggroup.com/trust-banking-compliance-case-study/ Wed, 08 Apr 2020 09:39:58 +0000 https://spinnakerconsultinggroup.com/?p=8100 When a Top 25 US bank was issued a consent order to tighten its internal controls in order to better mitigate risk, the bank uncovered a need for defined processes and quality assurance protocols within its Trust department. Looking for immediate guidance and Trust expertise, the team brought Spinnaker on board to identify existing gaps, define procedures and create a path to compliance. The outcome? Within six months, our team built and implemented a comprehensive program that went above and beyond mitigating risk. To read more about our successful partnership with the bank, check out the complete case study here.

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risk chalkboard

When a Top 25 US bank was issued a consent order to tighten its internal controls in order to better mitigate risk, the bank uncovered a need for defined processes and quality assurance protocols within its Trust department. Looking for immediate guidance and Trust expertise, the team brought Spinnaker on board to identify existing gaps, define procedures and create a path to compliance.

The outcome? Within six months, our team built and implemented a comprehensive program that went above and beyond mitigating risk. To read more about our successful partnership with the bank, check out the complete case study here.

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Meet & Greet Stephanie Lennon: Spinnaker’s Queen of Hearts and Minds https://spinnakerconsultinggroup.com/meet-queen-of-hearts-and-minds-stephanie-lennon/ Thu, 02 Apr 2020 10:03:38 +0000 https://spinnakerconsultinggroup.com/?p=8092 With 25 years of experience in business strategy, operational analytics and process development, Stephanie Lennon is no stranger to managing complex organizational change and boiling strategy down to the tactical level for her team. Industrious doesn’t even begin to describe this natural-born leader and Excel aficionado, who by night applies her analytical skills to the game of poker.  And when it comes to building new programs and high-performing teams, she’s at the ready to apply her superpower – coaching. Some might be intimidated by her self-proclaimed tendency to ask a billion questions, but our team at Spinnaker has come to appreciate her inquisitive nature and sunny disposition. With a B.S. in Civil Engineering from MIT and M.S. in Structural Engineering from UC Berkeley, it is no wonder that Stephanie often has two dozen personal and professional projects going on simultaneously, and she takes great delight in checking items off of her to-do list. She breathes analytical thinking into each project and has a diverse background to prove it. From leading the product launch of a new payments platform at Capital One to developing a Groupon competitor for AOL’s Paid Services, she excels in leadership roles at large organizations. That said, she’s excited to be on the consulting side of the table at Spinnaker and looks forward to being part of a small, rapidly growing firm. When Stephanie is not leading the troops through complex organizational change, you’ll find her exploring her more creative side, either gardening or penning content for […]

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With 25 years of experience in business strategy, operational analytics and process development, Stephanie Lennon is no stranger to managing complex organizational change and boiling strategy down to the tactical level for her team. Industrious doesn’t even begin to describe this natural-born leader and Excel aficionado, who by night applies her analytical skills to the game of poker.  And when it comes to building new programs and high-performing teams, she’s at the ready to apply her superpower – coaching. Some might be intimidated by her self-proclaimed tendency to ask a billion questions, but our team at Spinnaker has come to appreciate her inquisitive nature and sunny disposition.

With a B.S. in Civil Engineering from MIT and M.S. in Structural Engineering from UC Berkeley, it is no wonder that Stephanie often has two dozen personal and professional projects going on simultaneously, and she takes great delight in checking items off of her to-do list. She breathes analytical thinking into each project and has a diverse background to prove it. From leading the product launch of a new payments platform at Capital One to developing a Groupon competitor for AOL’s Paid Services, she excels in leadership roles at large organizations. That said, she’s excited to be on the consulting side of the table at Spinnaker and looks forward to being part of a small, rapidly growing firm.

When Stephanie is not leading the troops through complex organizational change, you’ll find her exploring her more creative side, either gardening or penning content for her blog, (her most recent piece is about teaching personal finance to elementary-school-aged kids). At home, she stays busy with three kids, three pets and needless to say, the list goes on! It’s through sheer determination that she’s built an all-around happy life with the common thread of making a difference in the lives of the people who surround her.

10 Things to Know About Stephanie:

  • What gets you out of bed each morning? Determination. I’m not a morning person.
  • First thing you do each day: Slap the snooze button.
  • Hidden talent: Remembering completely random, useless trivia.
  • What does a successful day look like for you? Set my agenda & intentions upfront, large blocks of heads down, deep-work time, checking deliverables off my list, a call that requires only my brain and attention so I can take a walk while I participate, and pleasant inter-personal interactions interspersed throughout the day.
  • First job? Collecting old newspapers and aluminum cans from neighbors. Back in the early 80s, you could get paid by the pound for recycling newsprint and aluminum. Dad and I would load up the Chevy truck, then drive to the recycling facility to get it weighed, unloaded, and collect our bounty.
  • Life Lesson: The idea is only worth 0.5%…execution is worth the last 99.5%. Just ask the Winklevoss twins…
  • Latest read: Tony Robbins’ Unshakeable.
  • The one item you’d take with you to a deserted island? A coconut opener.
  • On the Bucket List: Visit all 7 continents. Still need to hit South America, Africa, and Antarctica.
  • Last thing you do each day: Triple check that I’ve set my alarm.

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A New Strain of Credit Storm: Consumer Lending at Risk https://spinnakerconsultinggroup.com/credit_lending_at_risk/ Fri, 27 Mar 2020 11:52:25 +0000 https://spinnakerconsultinggroup.com/?p=8082 Normally, we don’t get confirmation from the National Bureau of Economic Research on whether we’ve hit a recession until long after its start. Whether that confirmation comes sooner during the COVID-19 crisis is beside the point – many experts agree that as of March 2020 we’ve entered a recession. In a little under a week, lenders have aggressively cut marketing; tightened credit; reduced existing borrowing capacity; expanded forbearance, extensions, and deferrals; and waived late and overdraft fees. And while there will surely be calls for lenders to expand credit availability when people need it most, we are not afraid to say that lenders are doing the right thing. Now is a time for the government to step up to help those in need. In a typical recession, lenders dust off their downturn playbooks and execute on the plan: hiring more call center staff, calling borrowers earlier following a missed payment and expanding assistance tools to help them. While the actions already taken by lenders are appropriate, we’ve identified three key departures from past recessions that make this one a fundamentally different, and perhaps, more virulent strain that creates risk for consumer lending as a whole. Differentiator #1: Unprecedented lender actions We’ll start with the obvious change that occurred in literally one week. Nearly all Americans have been sent home in an effort to flatten the curve and minimize exposure. And while many business activities can be coordinated remotely, this will put a significant strain on teams, limiting their ability to […]

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Normally, we don’t get confirmation from the National Bureau of Economic Research on whether we’ve hit a recession until long after its start. Whether that confirmation comes sooner during the COVID-19 crisis is beside the point – many experts agree that as of March 2020 we’ve entered a recession.

In a little under a week, lenders have aggressively cut marketing; tightened credit; reduced existing borrowing capacity; expanded forbearance, extensions, and deferrals; and waived late and overdraft fees. And while there will surely be calls for lenders to expand credit availability when people need it most, we are not afraid to say that lenders are doing the right thing. Now is a time for the government to step up to help those in need.

In a typical recession, lenders dust off their downturn playbooks and execute on the plan: hiring more call center staff, calling borrowers earlier following a missed payment and expanding assistance tools to help them.

While the actions already taken by lenders are appropriate, we’ve identified three key departures from past recessions that make this one a fundamentally different, and perhaps, more virulent strain that creates risk for consumer lending as a whole.

Differentiator #1: Unprecedented lender actions

We’ll start with the obvious change that occurred in literally one week. Nearly all Americans have been sent home in an effort to flatten the curve and minimize exposure. And while many business activities can be coordinated remotely, this will put a significant strain on teams, limiting their ability to coordinate activities and ultimately decreasing productivity.   

On a positive note for borrowers, lenders have taken several steps to decrease the impact felt by those already facing financial difficulty. The entire lending industry is temporarily ceasing foreclosures and repossessions as well as halting auctions of repossessed automobiles they’ve already recovered.  Additionally, they’re considering halting outbound calls to delinquent borrowers, an action that would sound nonsensical in a traditional downturn strategy.

The financial services industry also is investigating the possibility of pausing derogatory reporting to credit bureaus, which would make it nearly impossible for other lenders to accurately assess the risk of an applicant seeking new credit. It isn’t clear how this will impact future lending decisions, but it will make future lending riskier.

Differentiator #2: The virus is directly attacking constituents of the repayment system

Coronavirus could literally sicken all constituents of the repayment system: borrowers, contact center staff, and collectors alike. Looking at the banking workforce, employees will need paid-time-off to either care for themselves or a loved one.  With nearly 60,000 confirmed cases in the US (a figure that is growing in the thousands daily), this need is already presenting itself.  Traditionally, lenders will turn to third-party collections agencies for short-term workforce expansion. Unfortunately, those agencies will face inevitable workforce shortages, especially with the added challenge of managing their teams remotely; something third-party risk management teams are now making exceptions to permit because of the circumstances.

Lastly, and quite possibly the single most important element of our repayment system, is the direct impact to borrowers. Similar to the effects we’re already seeing on the workforce, borrowers are beginning to come down with the virus.  This impacts their ability to work (and earn a paycheck) and could impact their physical capacity to manage their finances. Sadly, some borrowers will succumb to the virus, and since most debt is unsecured, it won’t be recovered.

Differentiator #3: We’re operating in an increasingly digital economy

The sheer blunt force of this virus, coupled with several fundamental shifts in the global economy that were in play long before anyone was paying attention to coronavirus, are shaping our go forward plan.  First, let’s address the gig economy.  As one of the greatest economic revolutions over the past decade, it has provided critical secondary income for Americans in the face of workforce labor shifts.  While some of these will continue – Etsy makers as an example – gig income from Uber, Lyft and Airbnb is grinding to a halt as Americans hunker down.

And while companies such as Zoom, Comcast, Netflix, Hulu, and Apple will thrive in this distanced environment, many of these organizations have limited need for additional employees in order to scale services.  Couple that with retail and service industries closing their doors, and we will quickly have millions of Americans unemployed with no avenues of income.

Unlike a traditional recession, which creeps up slowly, this recession will come at lenders like a ton of bricks over the next several weeks.  According to Treasury Secretary Steve Mnuchin, it wouldn’t be unreasonable to see unemployment rates hit 20% and a recent survey of economists by the Wall Street Journal put estimates of at least 5 million jobs lost over the course of the year. While governments and healthcare professions can attempt to curb the virus from spreading, the curve for missed payments will inevitably spike in the next several months.  Lenders will not be able to scale for it in time, nor would it be advisable, even if they could.

So Where Do We Go from Here?

Government intervention is critical. With a massive swell of unemployed on its way, leveraging the existing unemployment benefits system and providing states with the flexibility to support their residents is an important first step. Additionally, banks will need liquidity and possibly additional capital. Don’t be surprised if the financial system proposes an outright, albeit temporary, “pause” on loan repayment requirements. We’re referring to the concept of delaying due dates with no additional interest on entire loan portfolios; a costly proposition. Officials at all regulatory agencies are surely hard at work using advanced analytics to determine what options are the best for the economy, the borrower and the industry. Bottom line, an unprecedented bailout is on its way.

But, let’s not forget what this crisis is all about. Many of us won’t see our loved ones in person until the crisis abates. Our family members, friends and fellow citizens may fall ill to the virus, and some will succumb. For those of us with boomer parents who separated and remain unmarried, they are alone, self-quarantined and trying to stay sane while riding out this long storm. It’s only appropriate, given these circumstances, that the last thing on any of our minds is whether or not we’re making our credit card payment.

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Shawn Talks with Forbes About Future-Proofing Your Business https://spinnakerconsultinggroup.com/forbes-preparing-for-financial-hits/ Fri, 06 Mar 2020 13:45:29 +0000 https://spinnakerconsultinggroup.com/?p=8066 Most of us are familiar with the old saying “Hope for the best, prepare for the worst.” Although the origin dates back to the 18th century, the message could not be more relevant today, especially for business owners. From employee turnover to insufficient capital, there are numerous potential threats that could morph into financial disasters overnight. So, when Forbes Finance Council asked me to weigh in on simple steps businesses could take to prepare for such problems, I gladly answered the call. Ramping up cash flow, factoring in personal credit, adding an actual line item for “unexpected disaster” in the budget – these are just highlights of the helpful tips my peers shared. Given my naval background and experience in project and portfolio management (not to mention Spinnaker’s analytical bend), I tend to gravitate towards a more systematic, orderly approach. The gist of our recommendation? Prioritization is a must. Business owners must maintain a close eye on all fixed costs, and how they may change from quarter to quarter based on organizational growth or contraction. When it comes to variable costs, rank them in order of priority so that you know where you can and cannot cut when unforeseen disaster hits. Because we can always hope for the best, but we’ll be in a far better position for the long haul if we plan for the worst. Interested in more intel from the Forbes Finance Council Experts?  Check out our forecasts for the banking industry here.

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Most of us are familiar with the old saying “Hope for the best, prepare for the worst.” Although the origin dates back to the 18th century, the message could not be more relevant today, especially for business owners. From employee turnover to insufficient capital, there are numerous potential threats that could morph into financial disasters overnight. So, when Forbes Finance Council asked me to weigh in on simple steps businesses could take to prepare for such problems, I gladly answered the call.

Ramping up cash flow, factoring in personal credit, adding an actual line item for “unexpected disaster” in the budget – these are just highlights of the helpful tips my peers shared. Given my naval background and experience in project and portfolio management (not to mention Spinnaker’s analytical bend), I tend to gravitate towards a more systematic, orderly approach.

The gist of our recommendation? Prioritization is a must. Business owners must maintain a close eye on all fixed costs, and how they may change from quarter to quarter based on organizational growth or contraction. When it comes to variable costs, rank them in order of priority so that you know where you can and cannot cut when unforeseen disaster hits. Because we can always hope for the best, but we’ll be in a far better position for the long haul if we plan for the worst.

Interested in more intel from the Forbes Finance Council Experts?  Check out our forecasts for the banking industry here.

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A Path to Mastering Your Data Analytics Journey https://spinnakerconsultinggroup.com/analytics_playbook_preview/ Wed, 12 Feb 2020 17:20:34 +0000 https://spinnakerconsultinggroup.com/?p=7977 Where are you on the path to making more informed, data-driven decisions? Have you identified the metrics? Do you have the right people? And most importantly, do you trust your data? We live in an era where access to technology and data are at our fingertips, literally. But when we begin diving into adoption and the process of setting up system to derive business insights from customer and operational data points, most organizations are far from comfortable.  According to the Harvard Business Review’s 2019 Big Data and AI Executive Summary 77% of executives site adoption as a major challenge. Regardless of where your organization is in that process, our Data Analytics Playbook can help your organization set the stage for more informed decision making.  Here’s how we do that. Step 1: Understanding metrics – We start by talking about the importance of translating core business goals into metrics. Not only will this help to create organizational alignment around a set of goals, but it also helps leadership measure whether day to day activities are actually moving the needle. Step 2: Leveraging business analytics – From there, we move into application. Data isn’t a key that unlocks change. People from within your organization need to become familiar with this cultural shift in decision making, establish trust around this new process and collaborate on a common language around what the numbers mean and how best to apply them. It takes time and patience. Step 3: Improving data quality issues – Data is […]

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Where are you on the path to making more informed, data-driven decisions? Have you identified the metrics? Do you have the right people? And most importantly, do you trust your data?

We live in an era where access to technology and data are at our fingertips, literally. But when we begin diving into adoption and the process of setting up system to derive business insights from customer and operational data points, most organizations are far from comfortable.  According to the Harvard Business Review’s 2019 Big Data and AI Executive Summary 77% of executives site adoption as a major challenge.

Regardless of where your organization is in that process, our Data Analytics Playbook can help your organization set the stage for more informed decision making.  Here’s how we do that.

Step 1: Understanding metrics – We start by talking about the importance of translating core business goals into metrics. Not only will this help to create organizational alignment around a set of goals, but it also helps leadership measure whether day to day activities are actually moving the needle.

Step 2: Leveraging business analytics – From there, we move into application. Data isn’t a key that unlocks change. People from within your organization need to become familiar with this cultural shift in decision making, establish trust around this new process and collaborate on a common language around what the numbers mean and how best to apply them. It takes time and patience.

Step 3: Improving data quality issues – Data is only relevant when the information conveyed is accurate. As we establish new decision-making processes, this is a great opportunity to make sure the information you’re collecting is accurate, and to establish quality control mechanisms to carry your program into the future.

Step 4: Planning for AI – The concept of AI feels big and scary, especially for those in the early stages of this process. In this section, we establish a realistic path to AI and how organizations can chart their long-term objectives with a progression plan toward AI, and a little bit of patience. Included in this section is a mini case study featuring a Fortune 200 insurance company going through this process.

Step 5: Putting It All Together – This section breaks down some popular programming languages and how to elevate your practice to the next step, machine learning.

It’s as simple as that. Well, really, we know the journey to maturing your business analytics program isn’t simple or easy. But our goal is that The Data Analytics Playbook provides the necessary context to help you take the next step.  Make sure to download the complete report here.

 

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Finding the Right Reporting System https://spinnakerconsultinggroup.com/f200_analytics_rationalization_case_study/ Wed, 12 Feb 2020 17:17:24 +0000 https://spinnakerconsultinggroup.com/?p=7984 When a Fortune 200 financial services company needed to rethink their reporting systems, they turned to us for expertise and guidance. In particular, they wanted validation that their reporting and forward-facing data infrastructure were aligned with current business goals. The outcome? Within three months, we identified solutions to eradicate duplication, shift the focus to core business goals and ultimately save money. Interested in learning more about our successful approach and specific results? Click here for the full details.

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When a Fortune 200 financial services company needed to rethink their reporting systems, they turned to us for expertise and guidance. In particular, they wanted validation that their reporting and forward-facing data infrastructure were aligned with current business goals.

The outcome? Within three months, we identified solutions to eradicate duplication, shift the focus to core business goals and ultimately save money. Interested in learning more about our successful approach and specific results? Click here for the full details.

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Using Integrated Data to Make Timely Decisions https://spinnakerconsultinggroup.com/real_estate_marketing_analytics_case_study/ Wed, 12 Feb 2020 17:15:48 +0000 https://spinnakerconsultinggroup.com/?p=7989 Smart growth requires an understanding of the market and the ability to analyze data in order to prioritize opportunities. So, when a national developer came to us with a time-sensitive situation, our team was ready to put our marketing analytics skills to use. Not only did we exceed our goal within the 90-day time period, but we also generated 900 additional leads for future acquisition efforts within the local market. To read more about our approach to providing comprehensive, analytical reports, check out the full case study here.

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Smart growth requires an understanding of the market and the ability to analyze data in order to prioritize opportunities. So, when a national developer came to us with a time-sensitive situation, our team was ready to put our marketing analytics skills to use.

Not only did we exceed our goal within the 90-day time period, but we also generated 900 additional leads for future acquisition efforts within the local market. To read more about our approach to providing comprehensive, analytical reports, check out the full case study here.

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Creating a Data System to Drive Organizational Growth https://spinnakerconsultinggroup.com/heathcare_it_operational_analytics_case_study/ Wed, 12 Feb 2020 17:14:25 +0000 https://spinnakerconsultinggroup.com/?p=7992 A growing company within the health information technology sector faced a confounding customer service challenge. The organization was experiencing unusually long wait times at one of its call centers and with no solution in sight made a strategic call to stop booking new business. Looking for a data-drive solution, their leadership team reached out to our Analytics Practice. The outcome? Call abandonment rates dropped in less than two months, which ultimately increased customer satisfaction. Curious about how we created a system to fuel growth and improve efficiency? Check out the full case study here.

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A growing company within the health information technology sector faced a confounding customer service challenge. The organization was experiencing unusually long wait times at one of its call centers and with no solution in sight made a strategic call to stop booking new business. Looking for a data-drive solution, their leadership team reached out to our Analytics Practice.

The outcome? Call abandonment rates dropped in less than two months, which ultimately increased customer satisfaction. Curious about how we created a system to fuel growth and improve efficiency? Check out the full case study here.

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Shawn’s 5-year Banking Industry Outlook https://spinnakerconsultinggroup.com/forbes-changes-to-the-banking-industry/ Wed, 22 Jan 2020 08:35:52 +0000 https://spinnakerconsultinggroup.com/?p=7928 As we are wont to do at the turn of each year, January is a time when we humans attempt to prognosticate the trends or major events to come over the next 365 days. And with this year being the start of a new decade, we’re feeling that tendency ten-fold. So, when Forbes Finance Council asked me about what changes I expect to see in the banking industry over the next 5 years, I jumped at the opportunity. Customer experience, emerging of technology from FinTechs and within big banks, blockchain and greater decentralization of banking and lending were just a few of the topics hit on by contributors. Given Spinnaker’s experience on the data and analytics front, my insight leaned into the growing divide between mid-market and big banks, driven primarily by big bank’s growing competitive advantage in leverage customer and operational data. In an attempt to keep up, I anticipate a greater frequency of mid-market bank mergers, so that smaller banks can better leverage assets and talent. With that in mind, don’t be surprised if in the next 5 years, those smaller banks get added to the endangered species list. Curious what other council members are forecasting over the next 5 years?  Check out the full article here.

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As we are wont to do at the turn of each year, January is a time when we humans attempt to prognosticate the trends or major events to come over the next 365 days. And with this year being the start of a new decade, we’re feeling that tendency ten-fold. So, when Forbes Finance Council asked me about what changes I expect to see in the banking industry over the next 5 years, I jumped at the opportunity.

Customer experience, emerging of technology from FinTechs and within big banks, blockchain and greater decentralization of banking and lending were just a few of the topics hit on by contributors. Given Spinnaker’s experience on the data and analytics front, my insight leaned into the growing divide between mid-market and big banks, driven primarily by big bank’s growing competitive advantage in leverage customer and operational data. In an attempt to keep up, I anticipate a greater frequency of mid-market bank mergers, so that smaller banks can better leverage assets and talent. With that in mind, don’t be surprised if in the next 5 years, those smaller banks get added to the endangered species list.

Curious what other council members are forecasting over the next 5 years?  Check out the full article here.

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Meet & Greet Adam Searles: Spinnaker’s Data Solutions Swashbuckler https://spinnakerconsultinggroup.com/meet-greet-adam-searles-spinnakers-data-solutions-swashbuckler/ Thu, 16 Jan 2020 09:51:02 +0000 https://spinnakerconsultinggroup.com/?p=7921 Meet a valued member of our Spinnaker team of experts: Adam Searles. Adam brings an analytical rigor to organizational decision making, and while the numbers are a large piece of that story, he’s known most for his people-focused solutions. He’s the guy you turn to for operational efficiency, process development, reporting and building out a well-rounded analytics team. A dedicated Virginia Tech fan and alum, Adam built his reputation through several roles at a Fortune 100 financial services company – starting off as an operations analyst and growing to lead several specialized, analytics teams in fraud and ultimately collections. And while he’s extremely proud of the work he did to increase the pay for call-center associates to a living wage, he’s enjoying the variety that comes along with working at Spinnaker, solving wildly different problems from day to day and being part of a team whose nimbleness and creativity enables quick, measurable progress. Adam’s thoughtful and deliberate nature makes him a quartermaster of sorts on client engagements. His navigational secret is putting himself in the client’s shoes, meeting them where they are both on the project but also in terms of their headspace. And his secret to a happy home life – Pez Dispensers and time spent playing board games, Dungeons and Dragons or video games with his wife and friends. 10 Things about Adam: What gets him out of bed each morning: pet cat Rey, who enjoys a 5:30 a.m. snuggle before feeding time Bedside read: Army of None […]

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Meet a valued member of our Spinnaker team of experts: Adam Searles. Adam brings an analytical rigor to organizational decision making, and while the numbers are a large piece of that story, he’s known most for his people-focused solutions. He’s the guy you turn to for operational efficiency, process development, reporting and building out a well-rounded analytics team.

A dedicated Virginia Tech fan and alum, Adam built his reputation through several roles at a Fortune 100 financial services company – starting off as an operations analyst and growing to lead several specialized, analytics teams in fraud and ultimately collections. And while he’s extremely proud of the work he did to increase the pay for call-center associates to a living wage, he’s enjoying the variety that comes along with working at Spinnaker, solving wildly different problems from day to day and being part of a team whose nimbleness and creativity enables quick, measurable progress.

Adam’s thoughtful and deliberate nature makes him a quartermaster of sorts on client engagements. His navigational secret is putting himself in the client’s shoes, meeting them where they are both on the project but also in terms of their headspace. And his secret to a happy home life – Pez Dispensers and time spent playing board games, Dungeons and Dragons or video games with his wife and friends.

10 Things about Adam:

  • What gets him out of bed each morning: pet cat Rey, who enjoys a 5:30 a.m. snuggle before feeding time
  • Bedside read: Army of None by Paul Scharre
  • Must-read blog: Chartr – they have amazing data visualizations, some are work-relevant, others are silly but interesting all the same
  • Hidden talent: painting small-scale models
  • Most useful app: Reddit, you can find almost anything there
  • All-time favorite TV Show: “Live PD” (which is also a bit of a guilty pleasure)
  • Favorite band: Halestorm
  • Childhood career dream: Professional basketball player, before I stopped growing in the 8th grade
  • On my pizza: Pepperoni, sausage, bacon – basically any meat
  • Bucket list: A few weeks in Japan

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