Rick has spent over 20 years working in banking and management consulting and advisory. His experience has helped him develop a unique perspective on the needs of financial institutions though targeted marketing programs, new product development, go-to-market strategy formation and acquisition integration as well as many other growth-focused initiatives. For the past 10 years, he has focused particularly on the financial services needs of small businesses, middle market companies, and large corporate companies (B2B).
As Managing Director for Banking and Financial Services, Rick is responsible for developing strategic solutions for banks, specialized financial service firms, B2B payment disruptors and payment providers, ensuring the Company’s alignment with the needs of the industry. As a former client of BKM, he shares the Company’s passion for creating meaningful marketing programs to yield positive results based on strategy and analysis. Rick has an understanding of not only the needs of clients but also the underlying drivers behind those needs and how to address them, knowing that each client is unique.
Prior to BKM, Rick was Director of the Commercial and Enterprise Payments practice at Mercator Advisory Group. During that time, he conducted research into the emerging market of commercial payments and advised a number of leading banks and financial services companies on their payment strategies and key market trend impacts.
Rick held leadership positions for Associated Bank, First National Bank of Omaha, CEB TowerGroup, and Rockland Trust. These roles have helped establish his distinct and broad understanding of the need for banks to effectively compete and differentiate themselves while operating in an increasingly regulated industry.
Rick holds a BA in Marketing from Ohio State University and completed an executive management program in Strategy Formulation from Wharton School of Management.
I have found over the years that the many people who have thought of banking as an antiquated industry that will self-destruct, have over-estimated the complexity of what banks do on a daily basis. Having spent most of my career understanding how decisions get made – or don’t within banks – leads to a much more credible conversation with clients. Having literally been in most of their roles, I think I have an understanding and empathy for what can and will work that many others can’t offer. I enjoy having clients telling me that I clearly understand their pain and that I know how to help.
Ultimately marketing should be measured by the financial and reputational success of the bank. The role isn’t just about campaigns and branding, it’s about growing the business and creating recurring value. It is also about facts more than directional interpretation. Banks that aren’t investing in data and analytics are eventually going to prove the industry skeptics right. That factor is the single most important in looking at great marketing teams.
When I think about that, there are two. The first is a client that said to her team that we don’t always need to talk to him but when we do – we really do! The other is that a member of my team appreciated that I listened to them when others didn’t and made them feel their point of view was valued. We all need that, and it doesn’t happen often enough.
Lack of true strategy and the data and analytics to support it. There are fundamental shifts happening in the bank marketing space and they aren’t all about the next cool technology. It is really just about what are we trying to accomplish, why are we trying to accomplish it, what information will help us create success and how will we know how we performed. If you can’t answer these – or aren’t trying to answer those questions – the value of your marketing efforts will always be under appreciated.
There are a few. Personally, I have been fortunate to have been exposed to a number of people and points of view throughout my life. This has proven very influential in my decision-making skill development and perspective of what is an isn’t important in my life. It was also a good lesson in learning through listening in an honest way, not with a preconceived filter. Professionally, it was working for and with some of the smartest and most forward-thinking people in the business - as well as many of those that may have been less so. They both teach you if you pay attention. Not everyone is a leader and being able to identify a good leader to follow from one you should avoid is very important.