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Jeff Rendel’s programs and systems for financial institutions deliver entrepreneurial results in sales, service, and strategy. Designed as keynote addresses, breakout sessions, and half-day workshops; these programs easily expand, combine, and fit into full-day events, executive retreats, and planning sessions.


Mapping the Customer Journey and Designing the Customer Experience. A high correlation exists between customer effort and loyalty: The easier your institution is to do business with, the more loyal your customers will be. Understanding every point of a customer’s connection with your institution helps you benchmark, measure, and improve the experience. Designing a customer experience strategy and mapping a comprehensive plan addresses each stage of a customer’s experience and delivers an effortless result. By focusing on the customer’s journey, your institution can stand out and consistently deliver exceptional experiential and financial value.

A CSR at Every Desk – The Customer-Centric, Growth-Focused Culture. Customers are your most valuable assets; they provide for your ability to grow. Every role at your financial institution leads to the same results – customers’ success, experience, and contribution to profit. If you want a culture that supports top-line growth and stellar performance; align your sales, service, and support systems with your strategic choices. A “Customer First” approach and a results-based culture helps your financial institution increase sales, service levels, and profits. All hold the title of “CSR” and individually help your financial institution earn the right to grow for and with its customers.

Service is the New Sales – Strategies that Deepen Relationships and Increase Lifetime Value. Strategically investing in and managing the customer experience is a business tool that integrates the entire financial institution in its desire to connect with your customers and carry out your strategic vision. In dissecting, designing, measuring, and improving the stages and strategies of each customer’s experience, your financial institution can be more relevant to your customers. With clearly-defined front line leadership behaviors, the “how of wow” is delineated; when you serve first, you will sell second, cultivating a partnership with your customers.

 The Daily Dozen – Everyday Sales and Marketing Metrics That Drive Sustainable Success. So many measures and so little time. What’s a financial institution to do to understand and easily assess sales and marketing metrics that are meaningful – and simple to extract from existing systems and data sets? Using traditional tools and new platforms, 12 key performance indicators create a new marketing and delivery scorecard that: optimizes data, sales, and marketing initiatives; drives revenue and maximizes lifetime customer profitability; and, engages all levels of your financial institution in support for customer growth, relationships, and experiences.

Outbound Marketing – Professional Sales for Every Financial institution. Does your financial institution offer the best prices, service, and experience? Is it a challenge to create PFI customers who use multiple products and services? Outbound marketing, an entrepreneurial approach to growth, may be appropriate. Outbound marketing is designed to build trust, relationships, and business. Regardless of how your financial institution goes about outbound marketing, this kind of professional sales is a straightforward, successful way to strengthen the entrepreneurial essence of your financial institution. It’s an instrument that builds value for customers and yield for your financial institution.


A CEO at Every Desk – Enterprise-Wide Leadership. Leadership does not only reside at the top of an organization. Leadership comes from the middle and front line – right where customers and colleagues expect it most. Leadership is no longer top-down: leadership is up, down, and across organization charts and job descriptions. With a requirement for exceptional leadership in the all-important positions responsible for delivering your vision and mission, leaders must apply their influence upward upon superiors, across to their fellow managers, down to the team members they supervise, and directly to the customers they serve.

Individuals Win Trophies, High Performance Teams Win Championships – New Knowledge, New Strategies, and a New Mindset. When leading experienced, established, and emerging professionals, executives can meet various tests. One challenge is nurturing and sustaining a well-coordinated, high performance group able to achieve clear business objectives and produce at elite levels. This comprehensive and practical model improves your capability to: get people to achieve strategic results; efficiently manage competing priorities; provide focus and purpose for your financial institution; and, construct a purposeful, unified, and action-oriented team.

This Isn’t the Financial Institution I Came to Work For – Leading Breakthrough Change. Change is here – new ventures, restructuring, mergers, culture shifts, and more. Whether it’s creative destruction or disruptive innovation, leadership practices requires an unprecedented degree of inventiveness and agility. Most relevant is realizing that leading change happens when one is comfortable, not waiting for the uncomfortable. Discover how to build an army of idea agents and re-inventors who toss same-old-same-old out the door, and use pragmatic ingenuity to produce tangible results – ready for any change that can, may, and will come your way.

Strategy is Everyone’s Business – Especially the Rising Executive’s. Strategic planning – and its execution – is not set aside exclusively for the CEO’s office and the Board Room. For your financial institution to prosper, its strategy must be defined and put into action at every level – your branch, your department, and your desk. As a promising C-level leader, your ingenuity in establishing objectives, clarifying the most likely paths of success, and rolling up your sleeves for hands-on implementation sets you apart, revealing your commitment to the mission and vision of your financial institution.


Trendspotting – What to Deliver Today for Success Tomorrow. Significant trends in financial services, technology, and consumer behaviors influence the products, services, and experiences you provide to your customers. They uncover clear-cut approaches where your financial institution can create pipelines of profitable growth. Within these trends, strategies surface that deliver advantages to your revenue base, help scale your operations, and provide value to your customers. Combine these insights into your existing business model to provide your customers the relevance they require, while increasing the enterprise value of your financial institution.

Digital Transformation – It’s More than Having an App. Financial institutions are designing and enriching digital experiences as strategic priorities. More than merely mobile access for customers, digital transformation functions from top to bottom – strategy, culture, marketing, technology, lending, operations, experience, and more. By considering and acting on opportunities for digital transformation, your institution can create strategic plans and tactical approaches that align your long-term vision with an agile organization. A forward-thinking, digital mindset – and set of initiatives – continually designs a model for tomorrow as you serve customers today.

The FI 50: New and Next Ideas to Grow Your Top Line, Bottom Line, and Customer Value Line. 50 financial institutions; 50 states; 50 ideas. How do 50 unique financial institutions expand revenue, scale productivity, and boost profits? These new and next ideas can help your financial institution increase income, streamline delivery, and maximize your customers’ experience and loyalty. The top line is the new bottom line, but only when operations are efficient and service is at its finest. These next practices from financial institutions nationwide provide functioning ideas that you can implement right away, allowing your financial institution to continue moving forward for its customers.

Think Big, Act Small – The Entrepreneurial Financial Institution.  How do you take a multi-billion dollar idea and make it work at a non-multi-billion dollar financial institution? How do select entrepreneurial companies turn value into profit, focus on growth, and lead in their markets? How do they distinguish their factors for success and thrive? How do they succeed, surviving the “Bigger is Always Better” argument? Your financial institution can strategically and as an industry find solutions and pursue opportunities to better your customers’ financial well-being – and your financial institution’s growth, innovation, and prosperity.

The Road to Reinvention – Driving Disruption, Accelerating Innovation, and Outthinking the Competition.  Innovation is more than a corporate value. Your customers are counting on you to deliver resourceful products and services to better their lives and businesses. Innovation is a standard action practiced by financial institutions creative and ambitious enough to shape the future of their business, one idea at a time. It tinkers with your business every day; welcomes new insights and ideas; and, recognizes that rigor, discipline, and execution make up the differences between businesses that flourish, flounder, or fold.

Protect Your Capital at the Capitol – Building Political Influence. With the future of your business in the hands of elected and appointed leaders – directors, executives, and managers have a duty to develop and uphold political influence. The financial institutions that play a part in governmental processes the most hold the largest role in influencing policy. While lobbyists serve a vital purpose, legislators listen attentively to local business leaders. Your influence greatly supports and strengthens the work of your industry’s lobbyists. Your involvement in lawmakers’ understanding of your business is no longer an option – It’s a responsibility.


Great Boards Ask Great Questions. As a board represents owners’ interests, ensures safety and soundness, and supports its CEO; its commitment to asking great questions enhances its value. By appreciating its institution’s central strategic ideas, a board can design intentional questions that balance short-term customer experiences with long-term institution value. These beneficial, attentive explorations help a board remain strategic in its focus, allowing the CEO to design, discuss, and execute viable strategies. The result is a complete balance between governance and execution, a strength that ensures great value and success from a board and CEO.

Strategic Discipline – Staying Focused in a Sidetracked World.  Discipline is the singular practice that holds your financial institution on course. It is the underpinning for constructing matchless approaches to expand customer loyalty, increase profits, and safeguard long-term sustainability. It supports executives and directors as they seek to recognize relevant business understandings to attain an exceptional competitive advantage. Discipline establishes a foundation for: creating new concepts, products, and business models; focus and determination toward decided objectives; and, dedication to execution and toward well-defined marks of success.

The Art of Execution – Strategic Success Delivered. Boards task CEOs with delivering results toward sets of long-term objectives. While building detailed and comprehensive plans that articulate strategies, activities, and timelines is important; creating financial institution-wide commitment to strategic success is essential. A principal role of the CEO is to maintain focus on the customers, markets, and domains where the Board anticipates success. Delineating elements of strategic success through the financial institution is key to execution. As colleagues understand and engage with their roles in strategic success, execution ensues at every level, where customers benefit most.

Governance 2.0 – A New Model for a New Era. Governance models have grown through the years. Which is best for your financial institution, given your Board’s intent of representing owners, supporting your CEO, and committing to long-term safety and soundness? A fused model that integrates: back-to-the-basics governance; ongoing relevance for the changing nature of financial services; and, a focus on service to customers. From these principles, your Board can: design metrics for successful governance; establish the precise combination for Board attention and activity; and, produce a suitable balance of guidance, oversight, and representation.

How the Best Boards Get Better: Next Practices to Enrich Your Board. As banks continuously evolve to remain relevant for their customers, the best boards realize that they must change, too. These boards: focus on strategic thinking first and foremost; regularly recruit, renew, and refresh their board membership; and, constantly look to innovative governance practices from the for- and not-for-profit sectors. Learn some of the most effective board dynamics, from contemporary bank models, as you seek to ensure your owners and customers have the best and most pertinent representation and leadership for their bank.