Summary of Qualifications   Linda Hawkins Jim Hawkins
Linda Hawkins Linda Hawkins has over 20 years of experience serving the private and public sectors, as a consultant, as a non-profit executive,  and as a community college administrator managing rural development grants and outcomes assessment projects.  For Linda's CV, click here.  To contact Linda, click here.
EDUCATION	PROFESSIONAL SKILLS	PROFESSIONAL EXPERIENCE
MEMBERSHIPS & AFFILIATIONS	PRESENTATIONS & PUBLICATIONS	COMPUTER SKILLS

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EDUCATION

The University of Tulsa
Tulsa, Oklahoma

Master of Business Administration
Emphasis:   Marketing Research, E-Commerce, Strategic Analysis, Entrepreneurship, International Business

New Mexico State University
Las Cruces, New Mexico

Bachelors of Business Administration  
Major:    Marketing with additional emphasis in Finance

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PROFESSIONAL SKILLS

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PROFESSIONAL EXPERIENCE         

Entrepreneurial Activities

Hawkins Strategies Group
Principal

Established and currently manage a management and marketing consulting firm targeting a niche market within the business, nonprofit and government sectors.

• Results:  supported focus groups throughout rural Colorado that provided significant qualitative data for 2008 Rural Colorado Annual Report including preliminary writing of portions of the report, analysis of the county demographics, consulted with marketing and communications efforts; employee workshop on Root Cause Analysis, prepared feasibility studies for economic development projects, served as an interim executive director for a chamber of commerce, facilitated rural community SWOT analyses; coached business process and analyzed organizational performance for rural communities; facilitated focus groups; developed marketing and business plans, conducted extensive market research projects for rural economic development studies; conducted national workshops with concurrent publication on community engagement projects; grant writing; report writing and RFP responses; website effectiveness assessment, design and maintenance; design newsletters and write content; analysis of board governance issues and business processes for several non-profit and small businesses; conducted market and product research for investment proposes. 

Management & Administrative Activities

Executive management & senior administrative experience in non-profits as the executive director and chief executive officer of large United Way & Combined Federal Campaign in  southern New Mexico, association management for a large Rotary Club, and in higher education ---managing support services & special projects for a large health unit at University of New Mexico, project director and principal investigator for a large Ford Foundation funded grant called Rural Community College Initiative at New Mexico State University-Carlsbad, outcomes assessment coordinator for the University of Tulsa on a graduate assistantship while obtaining her MBA & for New Mexico State University-Alamogordo.

Prior to 1983:

Legal administrator and senior legal secretary for two law firms
Established a small statewide insurance brokerage firm
Started her career as a financial intern with the Comptroller of the Currency, U.S. Treasury Department

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MEMBERSHIPS & AFFILIATIONS

• Scottsdale Chamber of Commerce, Member, Economic Development Advisory Board, 2005 to 2006
• Association of Professional Researchers for Advancement, Arizona Chapter, Member
• New Mexico Rural Development Response Council, Member, Team Leader 2004
• Rural Community College Alliance, Charter Member, Member of National Planning Conference Committee
• American Association of Individual Investors, New Mexico Chapter, Member
• Belen Chamber of  Commerce, Interim Executive Director & Member, 2004
• New Mexico Rural Development Response Council, Team Leader, 2004
• New Mexico International Society for Performance Improvement, 2004
• Community College Alliance, Member, National Planning Conference Committee, 2001-2003
• American Marketing Association, 2001-present
• HUD Community Outreach Partnership Center (COPC)-New Grants for Universities & Colleges, 2001 National Peer Reviewer
• Quality New Mexico Board of Examiners, based on Baldridge Criteria for Performance Excellence, 2000
• New Mexico State University-Carlsbad, College Instructor, 2000-2001
• Rural Community Vision, Charter Member, Board of Directors, 2000-2001
• Carlsbad Chamber of Commerce, Ambassador, 2000-2001
• Tularosa Basin Food Bank, Charter Member, Board of Directors, 1992-1997
• Vision Forward Educational Foundation, Charter Member, Board of Directors, 1992-1997
• Rotary Club of Alamogordo, Board of Directors & Board Secretary, 1990-1997
• Otero County Interagency Council, Charter Member, 1989-1994
• New Mexico State University Alumni Executive Council, Board of Directors, 1988-1990
• New Mexico State University Alumni Chapter-Otero, Charter Member, Board of Directors, 1987-1997
• YWCA of Bartlesville, Oklahoma, Board of Directors, 1984-1986, President-Elect, 1986
• American Red Cross, Tulsa, Chapter, Public Relations Chair, 1978-1983
  
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PRESENTATIONS & PUBLICATIONS

Hawkins, L. (2007, February), Stakeholder Analysis. Workshop presented at the Colorado Conference on Volunteerism and Service Learning, Colorado Springs, Colorado. 

Hawkins, L. (2007, February), Community Engagement by Visioning, Looking at One Community’s Success. Workshop presented at the Colorado Conference on Volunteerism and Service Learning, Colorado Springs, Colorado. 

Hawkins, L. (2003, October) The Community Has Set Its Goals ... What do we do now?  - A Lesson in Implementing Community Goals.  Workshop presented under Institutional and Community Capacity Building-Collaborative Partnerships at the 2003 Rural Community College Alliance, 2nd Annual Convention, San Antonio, TX.

Hawkins, L. (2003, March) Community Engagement, Putting 'Community' Back into Community Colleges.  Workshop presented at the 2003 Rural Community College Institute, Kansas City, MO.

Hawkins, L., Lincoln, C., & Nance, B. (2001, April).  Access & Economic Development in Rural America.  Workshop presented at the 2001 American Association of Community Colleges, 81^st Annual Convention, Chicago, Ill.

Aguirre, F. & Hawkins, L. (1996, August).  Why Reinvent the Wheel?  Let's Adapt Our Institutional Assessment Model.  Resources in Education.  Washington, D.C.:  ERIC Clearinghouse on High Education; paper presented at 1996 New Mexico Higher Education Assessment Conference, Albuquerque.

Hawkins, L. & Lillibridge, F. (1995, May).  Development of the SPRE Compliance Matrix NMSU-Alamogordo.  Paper presented at the 1995 New Mexico Two-Year Colleges Conference, Ruidoso, NM.

Twomey, J., Lillibridge, F., & Hawkins, L. (1995, March).  SPRE and the NMSU-A integrated assessment and strategic planning (IASP) process:  What we've learned and where we're going.  Paper presented at the New Mexico Higher Education Assessment Conference, Albuquerque, NM.

Twomey, J., Lillibridge, F., Hawkins, L., & Reidlinger, C. (1995, March).  SPRE and the NMSU-A integrated assessment and strategic planning (IASP) process:  What we've learned and where we're going.  In A Collection of Papers on Self-Study and Institutional Improvement, 1995. Chicago, Ill:  North Central Association of Colleges and Schools.

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COMPUTER SKILLS

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EDUCATION

New Mexico State University
Las Cruces, New Mexico
Master of Business Administration

University of Wisconsin
Madison, Wisconsin
Post Graduate Program, Graduate School of Banking
School of Banking                                                                                                                

New Mexico State University
Las Cruces, New Mexico
Bachelors of Business Administration                                                                                         

Series 6 and 63 License

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PROFESSIONAL SKILLS
 

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PROFESSIONAL EXPERIENCE         

Hawkins Strategies Group
Phoenix, Arizona
Managing Partner
9/09 – Present                         

Provides chief financial officer consulting services for community banks and credit unions as well as comprehensive management counsel and special studies, such as mergers and acquisitions due diligence analysis, contingency funding, business and resource development plans for the financial services industry. 

Achievements:

• Due diligence analysis for an investor group purchasing commercial banks.  Results:  Analysis of balance sheet, income statement and other internal documents completed in a timely fashion in order to lead the preparation of investor and regulatory business plans.

• Preparation of proformas for bank investor business plans to simulate results of acquiring failed institutions from the FDIC.  Results:  Proformas for regulatory approval completed on time.

• Negotiation with regulatory agencies seeking bank purchase approvals. 

Peoples National Bank
Colorado Springs, Colorado
Senior Vice President and Chief Financial Officer
8/06 - 9/09

Provided executive leadership in a $250 million multi-branch community bank and multi-bank holding company.  Areas of responsibility include Finance & Accounting, Asset/Liability Management, Human Resources, and Management Compliance.  Chairman of the ALCO and Management Compliance committees, member of the Executive, Executive Credit, IT Steering committees and board member of the IT service bureau company.

Achievements:

• Managed a $50 million investment portfolio that provides better interest rate risk practices, decreasing interest rate risk and improving liquidity.  Results:  The investment portfolio interest income increased to the 68^th percentile while providing over $1 million in security gains (96^th percentile).
• Responsible for asset and deposit pricing for all markets.  Results:  Interest expense reduced to the 13^th percentile while increasing market share for de nova branches.
• Instrumental in writing and implemented a strategic initiative for a troubled institution.  Results:  Changed business model of the bank to provide a more diversified income stream to the bank.
• Through proactive management of the balance sheets and strong regulatory communication and rapport provided economic value added.  Results:  Income before provisions for loan loss exceeded the cost of capital, thereby increasing shareholder wealth.
• Upgraded budgeting processing to include branch budgets and reporting which provides a holistic view of the multi-bank holding company including implementation of an internal funds transfer pricing mechanism that provides performance metrics for the branches. Results:  The board, executive management, and branch managers had a more robust and best practices system to measure and enhance branch performance.
• Introduced and implemented activity-based cost accounting system. Results: Fixed and variable costs were allocated appropriately to production and product lines to determine profit enhancement strategies.
• Upgraded outdated ALCO policies and procedures with strategies that emphasized best practices.  Implemented best practice liquidity policies and procedures which increased liquidity while decreasing interest rate risk.  Results:  Met and exceeded OCC guidelines that provided better liquidity, sensitivity to markets using duration and convexity, and management ratings for the bank.
• Through the ALCO meetings, used the venue as a teaching tool to mentor and develop personnel.  Results:  A more educated and collaborative management that understood how their functions and decisions impacted the balance sheet and therefore the bottom line.
• Conducted various cost analysis to increase non-interest income and decrease non-interest expense. Results:  Designed and implemented products and services that exceeded costs and provided income while increasing market share.
• Taught EVA, Six Sigma, Balanced Scorecard, Benchmarking concepts to improve performance metrics.  Results: Best practices were introduced that provided a more educated staff, a better work environment, and increased customer service levels.
• Rewrote HR policies to attract and retain qualified personnel.  Results:  Updated policies, procedures, and salary administration practices to reward high performance.

Western Security Bank
Scottsdale, Arizona
Senior Vice President and Chief Financial Officer
9/04 – 8/06

Provided executive leadership in a $200 million multi-branch community bank.  Responsible for asset and deposit pricing for all markets.  Served on Executive, Loan, IT Committees.  The bank sold August 2006.

Achievements:

• Built first budgets for all branches using internal funds transfer pricing.  Results: The board, executive management, and branch managers had a robust and best practices system, where no system was in place previously, to measure and enhance branch performance.
• Implemented activity-based cost accounting.  Results:   Fixed and variable costs were allocated appropriately to production and product lines to determine profit enhancement strategies.
• Wrote and implemented ALCO policies and strategies.  Results:  Increased core deposits and stopped the practice of funding the bank through expensive brokered funds, minimized interest rate risk, increased liquidity, and total return using duration and convexity.
• Raised hiring standards bringing in staff that increased efficiency and effectiveness of all departments.  Results: Built a highly qualified Finance & Accounting Department, where no department existed before, attracting and retaining talent who provided robust and best practice systems.
• Conducted accounting and other classes to mentor and develop personnel.  Results:  A more empowered and educated staff that understood their job functions and how they interrelate to the success of the organization.
• Implemented strong internal controls and explained its importance.  Results:  A culture that understood and embraced internal controls that protected the bank and the employees.
• Conducted various cost analysis.  Results: Increased non-interest income by 10% and decreased non-interest expense by 15%.
• Introduced and taught EVA, Six Sigma, Balanced Scorecard, benchmarking.  Results:  Best practices were introduced that provided a more educated staff, a better work environment, and increased customer service levels.
• Consulted with board and ownership on financial issues of the sale of the bank.   Results:  Shareholder value was maximized, the bank’s purchaser was provided with a fair return on their investment, customer service levels were maintained, and long term franchise value of the firm was retained.

Ranchers Banks
Belen, New Mexico
Executive Vice President and Chief Financial Officer
7/01 – 9/04

Provided executive leadership as the second ranking officer of a $120 million multi-branch community bank and the holding company. Responsible for operations, MIS, investment, rate sensitivity, and accounting functions.  Chairman of ALCO Committee; responsible for asset and deposit pricing for all markets; raising hiring standards that increased the quality of the staff which increased efficiency and effectiveness of all departments.  Served as Chair of the Pricing Committee; served on Audit, Executive, Loan, HR, Marketing Committees; Treasurer of bank holding company and did all internal and external financial reporting.  The bank sold August 2004.

Achievements:

• Wrote strategic plan and conducted first Board retreat to give direction to the organization and to maximize shareholder value.  Results: Changed corporate culture that provided strategic direction that allowed the institution to be released from two MOUs.
• Built first budgets for all branches using internal funds transfer pricing.  Results: The board, executive management, and branch managers had a robust and best practices system, where no system was in place previously, to measure and enhance branch performance.
• Implemented activity-based cost accounting   Results:   Fixed and variable costs were allocated appropriately to production and product lines to determine profit enhancement strategies.
• Changed culture to more sales and internal control oriented.  Results:  Best practices were introduced that provided a more educated staff, a better work environment, and increased customer service levels.
• Conducted cash flow analysis for all lenders to change culture from collateral to cash flow based lending.  Results:  The corporate culture was changed that stemmed loan losses and introduced a more sophisticated form of lending.
• Wrote and implemented ALCO policies and strategies that minimized interest rate risk, increased liquidity, and total return using duration and convexity.  Results: Increased core deposits, minimized interest rate risk, increased liquidity, and total return using duration and convexity.
• Conducted accounting and other classes to mentor and develop personnel.  Results: Started a continuing education platform that mentored employees to work at their highest possible level and to provide a strong customer service culture.
• Implemented strong internal controls and explained its importance.  Results: A culture that understood and embraced internal controls that protected the bank and the employees.
• Conducted various cost analysis to increase non-interest income and decrease non-interest expense.  Results: Fixed and variable costs were allocated appropriately to production and product lines to determine profit enhancement strategies.
• Served as CIO; researched, recommended, and installed upgrades to all PCs and mainframe; researched, recommended, and installed new banking software package to allow the bank to grow by offering new products and management systems.  Results:  Replaced antiquated IT infrastructure under budget with state of the art infrastructure that increased productivity and customer and employee satisfaction.
• Introduced and taught EVA, Six Sigma, Balanced Scorecard, benchmarking.  Results:  Best practices were introduced that provided a more educated staff, a better work environment, and increased customer service levels.
• Consulted with board and ownership on sale of the bank.  Results:  Shareholder value was maximized, the bank’s purchaser was provided with a fair return on their investment, customer service levels were maintained, and long term franchise value of the firm was retained.
• Rewrote HR policies to attract and retain qualified personnel.  Results:  Updated policies, procedures, and salary administration practices to reward high performance.

First National Bank 
Artesia, New Mexico
Senior Vice President and Chief Financial Officer
5/99 – 7/00

Provided executive leadership for a $226 million community bank and its holding company.  Responsible for Asset/Liability Management, the investment portfolio, budgeting, performance evaluation and improvement.  Secretary to the Board of Directors.  Directly managed the Finance and Accounting Department and increased productivity by 20% and reduced expenses by the same.  Responsible for all Board, management, and regulatory reports and for their explanation and interpretation.

 Achievements:

• Developed budgets for 5 branches.  Results:  The board, executive management, and branch managers had a robust and best practices system, where no system was in place previously, to measure and enhance branch performance.
• Wrote ALCO and investment policies.  Results:  Polices, procedures, and practices that exceeded OCC guidelines that positively influenced the management rating of the bank.
• Designed and implemented new general ledger accounting system conforming to GAAP.   Results:  Significant improvement in the accuracy of GAAP and RAP reporting that broke out fixed and variable costs providing better information systems. 
• Implemented an interest rate monitoring system to provide better analytics to manage the interest rate risk of the institution.  Results:  Decreased the interest rate risk of the institution and increased earnings performance over time.

Prior to 1999, Jim started his career with the Comptroller of the Currency as a Financial Intern in a three year cooperative education program while attending New Mexico State University.  Upon graduation, he joined the Denver office as an Assistant National Bank Examiner.  He worked for several banks in Oklahoma starting as a Cashier moving up to Vice President, Operations.  He returned to New Mexico where he spent ten years as Senior Vice President and Chief Financial Officer for a large community bank in southern New Mexico. 

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MEMBERSHIPS & AFFILIATIONS

• ¨       Editorial Advisory Member – Western Community Bankers Magazine 

• ¨       Board Member-Financial Council - Financial Managers Assn

• ¨       Leadership in Giving-Pikes Peak United Way

• ¨       Scottsdale Chamber of Commerce, Airpark Committee, Member

• ¨       Rotary Club

• ¨       Park College, Holloman Air Force Base, Economics Instructor

• ¨       American Bankers Association Peer Group Four

• ¨       New Mexico State University Alumni Association of Otero County, President

• ¨       Advisory Committee to the Federal Reserve Bank of Dallas on Financial Institutions

• ¨       New Mexico Banking Association, Investments and Trust

• ¨       Advisory Committee to Otero County on Investments

• ¨       American Institute of Banking in New Mexico, Board of Directors

• ¨       Flickinger Center for the Performing Arts, Charter Board Member and Treasurer

• ¨       Lion’s Club, President

• ¨       Alamogordo Foundation, President

• ¨       New Mexico State University President’s Association, Alamogordo Chapter

• ¨       New Mexico State University – Alamogordo on Banking/American Institute of Banking courses

• ¨       Institute of Management Accountants

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