STEVEN B.

SCHILLER
1663 Wedgewood Court C St. Louis, MO 63129
314-555-2654 (Res.) C 314-555-9483 (Cell) C sbschiller909@gmail.com

GLOBAL CONSUMER CREDIT RISK MANAGEMENT

Credit Operations, Risk Management, Loan Portfolio Management & Collections
Successful at managing niche, private label and mainstream loan portfolios with up to 31 million accounts valued in
excess of $50 billion. Skilled at utilizing complex risk management engines to optimize the risk/ reward formula and
driving the business forward based upon P&L outcomes and loss control to achieve the highest margin of controllable
profit. Strong negotiation skills with an exceptional record formulating complex business processes / controls and
managing global call centers. Excel at combining sophisticated quantitative tools with qualitative decision making.
C Managing Portfolios & Fair Debt Collection / Closure

C Design of Experiment & Risk-Based P&L Modeling

C Large Portfolio Acquisitions & System Conversions

C Delinquency/ Loss Forecasting & Provision

C Adaptive Control Platforms (TRIAD, Probe & Blaze)

C Consumer Lending Operations & Underwriting

C Market Analysis, Product Development & Pricing

C Organizational & Analytical Environment Design

C Regulatory/ Legal Compliance Reporting & Controls

C Strategic / Financial Planning & Operational Budgeting

Master of Business Administration C Wharton School of Business, University of Pennsylvania C 3.9 / 4.0
Bachelor of Business Administration C Finance / Statistics C Old Dominion University C Summa Cum Laude

PROFESSIONAL EXPERIENCE
FIRST UNION FINANCIAL SERVICES RISK OPERATIONS, St. Louis, MO
1996 to Present
Senior Vice President, Credit Risk Management (2007 to Present)
Direct all collection operations for a $50+ billion international consumer lending portfolio with 31 million accounts.
Institute delinquent portfolio loss reduction strategies, introduce new customer contact technologies, reduce the cost-tocollection ratio, improve process improvements to maximize collection effectiveness, analyze business intelligence
and update credit policies to ensure portfolio profitability. Oversee capacity planning and scheduling for a 575 FTE
operational group, including 31 dialer teams that manage an average of $490 million in early-stage delinquencies.
C Currently initiating projects (by leveraging existing operating platforms) in Mexico, Brazil, The Netherlands,
Spain, Canada, and Thailand the largest critical mass operations -- with annual incremental receivable growth
of $683 million projected within 16 months and 9% profitability expected by the end of the third full year.
C Installed a collection decision system and front-end platform that cut loan losses by $51 million and operating
costs by $1.3 million per year, effectively increasing net income (after taxes) by nearly $9 million annually.
C Improved the application information collection/verification process, reducing expenses $615,000 and increasing
bottom-line profitability by $1.3 million annually. Introduced a front-end placement strategy with new
scorecards into the Adaptive Control System using Planet Codes, saving an additional $2.7 million per annum.
C Utilized a design-of-experiment process that reduced 1- to 60-day past-due net flow rates from 21.8% to 12.1%
during the severe economic downturn versus an industry past-due net flow rate that averaged more than 23%.
C Customized the payments platform spanning across 31 internal / external call centers in the United States, Latin
America, Europe and Southeast Asia that saved $2.1 million in annual operational expenses. Utilized screenpop
technology within the internal collections call center, reducing telephony and FTE costs by $640,000 annually.
C Overhauled all operational performance metrics, with a focus on increasing the account book and collection
liquidation rate, reducing operating costs by $1.6 million and increasing net profit by $1.8 million annually.

STEVEN B. SCHILLER

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Vice President Contact Management (2005 to 2007)

Initiated the use of alternative technologies within the Risk Operations Group that increased the self-service offering
and expanded the newest state-of-the-art virtual-calling technology across 5-portfolio groups. Supported the design
of experiment initiative and all performance measurements of account-level profitability and loss improvements
through Champion / Challenger strategies that resided in both the adaptive control system and in the collection system.
C Improved the impact of the collections website utilizing both direct mail and virtual calling initiatives, increasing
delinquent payment collections through the website from $500,000 monthly to nearly $26 million monthly.
C Introduced the companys first virtual calling process as a self-service contact channel, generating a cost-tocollect savings of $2.9 million within the first year and reducing the FTE requirement by 27%.
C Formed and chaired a corporate-wide task force with accountability for addressing price-to-risk strategies and
tactics. Effort increased annual yields by 30 basis points while slashing vintage delinquencies by nearly 13%.
C Key member of a team that developed new contact management strategies (based upon customer contact channel
preferences and depth of the cross-product relationship), generating $12.1 million in annual incremental profit.
Assistant Vice President, Risk Management Six Sigma (2002 to 2005)
Prioritized projects, made all resource allocation decisions for Six Sigma projects and facilitated process improvement
initiatives and project toll gates. Served as the Six Sigma Black Belt for the Credit Risk Management Group and
introduced Six Sigma tools and initiatives that added a total of $20.4 million in cumulative shareholder value.
C Black Belt Project: Reduced the overall volume for the credit-line decrease function by 87%, while simultaneously
realizing loss expense savings of nearly $1.9 million within 12 months after full implementation.
C Credit Black Belt Project: Reduced judgmental decision making for 215 credit analysts, increasing the annual
profit by $14 million among the models population, while consistently maintaining 90+ day-past-due rates.
C Conceived and installed a disaster recovery model (Temporary Open-to-Buy Model) that boosted customerrequested credit-line approval rates from 63% to 91% within the first 6 months of implementation.
Portfolio Strategy Manager (1999 to 2002)
Ensured the consistency of strategies between the Risk Management Acquisitions Group and the Account Portfolio
Management Group. Aligned front- and back-end scoring to reduce long-term account risk through swap setting, and
partnered with marketing and sales on balance-building initiatives to significantly expand the marketable universe.
C Led the transition from matrixed criteria to logit models, increasing the pre-approved marketable universe by
2.1%. Reduced 24-month loss rates on newer vintage 47 bps while maintaining the marketable universe.
C Rebuilt the approval criteria for the customer-requested credit line increase population, improving approval rates
by 18% and yielding an $8.3 million annual net income improvement on the approved population.
C Migrated a manual credit-line assignment model from the Manual Credit Review Group to the Retention Group
and automated the reactive-line increase process, producing $1.4 million in annualized incremental profit.
Assistant Vice President - Credit Risk Officer (1997 to 1999)
Spearheaded the installation of a customized model into the Adaptive Control System (TRIAD) to maximize profit and
stabilize potential risk. Developed a customized bankruptcy model relating to credit card reissue criteria, real-time
authorizations, credit- line management, collections and the over-credit-limit modules of the Adaptive Control System.
C Authored an internal / external scorecard reporting system that allowed population stability, attribute drift, rank
ordering and separations to be tracked and scored (ScoreNet, FICO Behavior and 2 custom scores).
Credit Risk Management Financial Analyst (1996 to 1997)
Oversaw test design and driving strategies on early- and mid-stage delinquencies and tracked high-risk distribution
channels, with accountability for reporting budget variances relative to the financial plan to senior management.