Jim G. George
13101 NE Glory Road
Brush Prairie, WA, 98606
(360) 882-0405

Professional Profile

Over 30 years experience in consulting, with emphasis on financial services operations and controls.  Have worked in banking,
insurance, mortgage and other financial services companies.  In-depth knowledge of payments, fraud, and risk.  Skills in
strategy, reengineering, BPR, BPO, program management, and financial management.  Have worked in start-up, turnaround, and post-merger situations.                                                   

Employer History 
 
2005 - Current  Independent consultant

2001 - 2005   IBM Business Consulting Services / PwCC
Associate Partner
Worked with major bank clients on projects in operations improvement, AML, fraud, control systems, and risk analysis in
payments and deposits operations.  Prepared IBM’s training and thought leadership materials on fraud and AML.

2000 to 2001   Start-up Financial Services Dot-com
President/COO
Developed a business plan including financial plan, systems plan, competitive analysis, process design and staffing plan,
and presentation to capital markets.  Led initial stages of building the business capabilities.  He developed partnering
relationships with content and systems vendors.

1998 to 1999   American Security Insurance (a Fortis sub)
SVP - Operations
Led a 1,400 Operations group supporting both outsourcing and insurance services.  The scope of  responsibilities included
all aspects of insurance operations, both Life and Property policies.  Six location performed call center functions. 
Initiated systems consolidation and advanced process automation projects to reduce costs and improve quality and timeliness
of service.  Responsibilities included:

• Strategic:  Actively participated in company strategy development.  Partnered with the CIO in developing post-merger IT
  systems plans and priorities.  Developed techniques to link with major business partners electronically, eliminating paper
  and manual processes.
• Tactical:  Altered systems priorities and reengineered processes to improve speed, quality, and cost.  Achieved savings
  from a prior merger, which had yet to achieve the anticipated benefits.  Improved overall quality and profitability through
  increased cooperation with major business partners.
• Operational:  Developed measures and reports on business processes for the purpose of identifying and resolving
  performance problems.  Operated at under 90% of budgeted expenses.
• Fire Fighting: Led the resolution of a number of critical problems in the first six months at the company.  Dramatically
  reduced time spent on crisis management by improving communications with the Product Management Group and other departments.
• Financial: Introduced EVA concepts that focus investment in those systems projects which best increase shareholder value.   
• Organizational:  Created an Internal Consulting group to address the business's systems priorities, define functional
  systems design requirements, and manage projects. 

1970 to 1998   Andersen Consulting
Associate Partner
Progressed through increasingly responsible roles focusing on banking, specifically projects related to operations
reengineering and strategy for check processing, payments, and deposit operations.  
 

Sample Projects
Systems Projects:
*  Applications design and install – Over 25 years managed numerous projects to select, customize, and install various
applications software.

* Project Troubleshooting – Managed over a dozen efforts to deal with the results of “blown” systems projects which resulted
in severe problems and multiple serious risks in high-volume bank operations.  Each such project simultaneously dealt with
controlling losses, minimizing customer impacts, working down suspense and reconciliation backlogs, establishing a controlled
systems and processing environment, and then transitioning to a normal operations mode. 

* Systems Design - Designed complex product and customer profitability reporting systems for two financial institutions. 
Their scope included issues of capital allocation and key performance indicators.

* Home Banking – Reviewed internet banking systems and business issues, designed changes which improved service and reduced
costs of operation. 

Operations Reengineering Projects:
* Quality Improvement - Reduced research requests levels by a factor of three by creating a feedback loop from error research
to people who would fix the underlying causes of the research requests. 

* Cost Reduction - Investigated opportunities to reduce expenses and improve operations quality at a $20 billion subsidiary
bank.  Resulted in over $36 million per year in expense reductions being implemented within 18 months, with check-related
errors reduced 20%.

Operations Strategy Projects:
* Payments Strategy - Assisted banks in developing strategic directions and priorities in relation to payment products. 

* Operations Strategy - Led project teams addressing large mergers.  As an example, recommended restructuring to four
full-service operations sites and 7 sites with Day 1 only functionality, retargeting image item processing technology toward
customer impact areas, and targeting specific operations for detailed process reengineering.

* IP Strategy - Restructured a Regional Bank from 28 check processing sites to four, significantly reducing unit costs and
overhead

* Organization Strategy - Key member of project teams that developed new organization structures and roles for leadership at
two top tier banks.

Other Strategy Projects:
* Economic Development Strategies - Managed a major effort to build a consensus among the public and private sector leadership
of Miami-Dade Florida as to the best strategies and organizational approach to rebuilding the local economy.  Dual clients were
the County Manager and the Chamber of Commerce. 

* Anti-Drug Strategies – Managed a breakthrough effort to establish rational and effective anti-drug strategies in South
Florida.  The Board of the Client included 42 CEO’s and 6 University Presidents.    

Fraud and Risk Management Projects:
* Fraud Investigations - Led three investigations of frauds committed by banks’ employees.

* Fraud Prevention - Developed approaches to reducing a massive fraud problem related to ATM deposits and withdrawals at a
major US bank.

* Operations Risk Assessment – Performed a detailed review of deposit operations at a regional bank.  Classified the risks
identified by both probability and potential size of the loss.  

* Operations Troubleshooting – Managed several efforts to deal with severe problems in high-volume check and other payments
operations.  Resolved large balancing backlogs as well s the underlying systems and process problems.

AML Projects:
* Money Laundering Investigation - Led a consulting team working with an inter-agency Taskforce investigating a very large
money-laundering scheme.  Developed and executed investigational techniques related to efforts to circumvent large currency
transaction reporting requirements.  Documented complex transaction patterns including over 60,000 transactions among over
250 accounts in several banks.     

* AML Review – Reviewed the AML systems, procedures, and policies of a major regional bank.  Compared findings in each area
against regulatory requirements, typical industry status,  and “best practices”.  Provided recommendations for improvements.

* AML Business Systems Requirements – Assisted a regional bank in developing their AML systems needs and specifications. 
This bank is unusual in that it has heavy international wire activity, letters of credit, and other trade financing activity
as well as a customer base of both domestic and international corporations and individuals.  

Education and Background