THOMAS L.

BRONSTAD
3501 Sandhurst Drive ■ Flower Mound, TX 75022 ■ 214.514.2399 ■ Tom.bronstad@sbcglobal.net

OPERATIONS MANAGER
Risk Management | Loss Mitigation | Credit & Collection | Revenue & Profit Growth

Solutions-oriented Operations Manager with proven track record of maximizing return, minimizing costs, and driving
profitable growth. Exceptional relationship building and problem solving skills. Able to align people, systems and
processes with vision and objectives. Expert in analyzing, diagnosing and resolving complex issues that impede
bottom line results. A strategic and tactical team leader with a well documented history of leading teams toward
attainment of aggressive business goals. Key strengths include:

Operational Process Improvement Credit & Collection Management New Business Development
Business Turn Around Financial & Business Analysis Budgeting / Forecasting / Planning
Change Management Project & Program Management Team Development & Leadership
Regulatory Compliance Asset & Portfolio Management Vendor Relations / Management

PROFESSIONAL EXPERIENCE AND ACHIEVEMENTS

BANK OF AMERICA Irving, TX 2005 – 2009

SVP & Senior Manager, Remarketing
Led and developed best practices and processes in the dealer retail services to drive bottom line profit growth.
Oversaw all lines of business encompassing automobiles, recreational vehicles, boats, motorcycles and aircrafts;
ensured adherence to national contracts by auction partners and brokers. Mentored and coached Consumer Loan
Center Managers to resolve fraud accounts and dealer repossessions. Monitored inventory, sales and turn times.

 Led the analysis and review of credit approval policy and procedures with the goal of reducing
defaults and loss ratios. Evaluated credit decisions, pinpointed manipulation of credit applications from
consumers and dealers, made changes to policy to ensure accuracy of the valuation of collateral, instituted
corrective actions to eliminate dealer fraud. IMPACT: Changes to the approval process and credit policies
along with legal remedies resulted in recovery of several million dollars in lost revenue. Generated long
term reduction of up to 5% in defaults and loss sustained by the bank

 Audited national contracts against agreed upon charges through multiple auctions and vendors.
Improved best practices, implemented new processes that increased Dealer Financial Services’
profitability, and successfully recouped more than $100,000 in overcharges.

BANK OF AMERICA Brea, CA 2001 – 2005

SVP, Off Lease Billing, Transportation and Inventory Control Department
Managed inventory, transportation and off lease billing of a $12B portfolio. Provided leadership and direction to
more than 50 staff members. Optimized a $2MM+ budget. Negotiated national contracts with vendors resulting in
10% savings and increase productivity. Developed and implemented policies, procedures and best practices that
supported business growth.

 Orchestrated the liquidation of over 600,000 consumer leases representing a $12 billion lease
portfolio. Tapped by senior management to take control of a poorly executed exit strategy plagued by
errors, complaints and law suits; improved off lease billing accuracy to 99.8%, and turnaround time on unit
delivery to auction by 4 days. IMPACT: Successfully supported the company’s exit strategy from
automotive leasing, and delivered an estimated $10MM savings to the bank.

 Unified 2 disparate organizations and created a singular, cohesive business unit. Determined that
lack of communication between the Collections and Remarketing departments were hindering the workflow
of repossessed vehicles and end-of-term units; restructured the departments to be under the same
management team. IMPACT: The newly created organization was responsible for a 10% reduction of time
in the pass off of accounts.
THOMAS L. BRONSTAD
214.514.2399 ■ Tom.bronstad@sbcglobal.net Page 2 of 2

BANK OF AMERICA Dallas, TX 1998 – 2001

SVP, West Operations Manager
Successfully booked $4B in new loans annually; directed 3 loan funding offices, a staff of 130, and budget
responsibility in excess of $4MM. Instituted new systems resulting in more than 10% in expense reduction. Led
successful conversion of 2 new offices into existing systems.

NATIONS BANK (now Bank of America) Dallas, TX 1995 – 1998

VP, Group Operations Manager
Coordinated funding of loans for Dealer Financial Services for the western region; managed outside vendors
charged with credit application data input into Bank of America’s system on a national scale. Drove efficiencies
improvements with outside contractors. Took charge of people, systems and processes throughout 4 mergers.
Provided leadership and direction to 150+ employees, and administered a $3MM+ budget.

 Planned, developed and established a national, centralized credit application input center to reduce
delays in processing funding applications from dealerships. Partnered with an outside vendor and an
input center in Mexico to coordinate training and seamless transition. IMPACT: Effectively improved
processing time 400%. Savings from payroll cost alone was nearly $750,000. Efficiencies in application
input area generated $1.3MM in annual savings. Achieved project objective of greater operational
efficiency – better, faster, cheaper.

 Consolidated 54 individual loan funding offices into 3 regional offices following a merger /
acquisition; managed the onsite change process and orderly transition of functions, trained employees,
and coordinated installation of new systems. IMPACT: Completed the project ahead of schedule and
below budget.

NCNB (now Bank of America) Dallas, TX 1986 – 1995

Vice President & Administrator of Retail Collections, West
Hired, trained, developed and mentored more than 130 employees. Led consolidation of 20 banks following
acquisitions. Managed centralized collections department responsible for direct, indirect, lines of credit as well as
real estate. Additionally responsible for all bankruptcies, foreclosures, and the collection of retail charge-off
accounts. Maintained consistently low delinquency, losses, repossessions and charge offs rates below national
levels. The portfolio grew from $2B to more than $6.5B.

 Reorganized the collection department into teams with achievable goals, introduced a performance-
based recognition program to further increase productivity. Effectively reduced employee turnover
by more than 15% within one year.

 Merged all branch collection functions into one centralized location. Established new credit policy,
improved communication and efficiency in the collection area which led to delinquency rate
reduction in excess of 10% and recoveries were increased by 15%. The highly efficient department
received additional responsibilities in bankruptcy, foreclosure and sale of real estate.

EDUCATION

BBA – Finance/Management – University of Texas at Arlington – Arlington, TX