Small Business Consultant Bank Of America Salary – Our research focuses on the following five main areas. We apply our rigorous research methodology to our reports, charts, forecasts and more to keep our clients informed of key developments and trends before they go mainstream.
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Small Business Consultant Bank Of America Salary
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Our goal at Insider Intelligence is to unlock digital opportunities for our clients with the world’s most reliable forecasts, analytics and indicators. Our digital transformation research covers five key environments and dozens of industries.
When Insider Intelligence spoke with Bank America’s chief digital officer, David Thierry, about his role in the bank’s digital transformation, he shared his thoughts on treating the digital function as a separate organization.
“I don’t think people should say, ‘There’s a digital strategy.’ I think people should say, ‘How do you incorporate numbers into your business strategy?’ “
Tiri is one of several executives who spoke with Insider Intelligence recently to better understand how digital leaders are defining their roles and place in the organization. how trends shape their responsibilities; the biggest challenges facing digital transformation; and priorities for the future.
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[Editor’s note: When Insider Intelligence explained in our interview that we wanted to cover the role of the leader of the digital world, David Thierry immediately jumped in and started his own interview.]David Thierry (DT): Your focus on the leader of the digital world in all digital banking is very interesting. Can I frame it here?
There are about 5,000 banks in the United States. Probably everyone’s head is digital. I think you could catalog all 5,000 banks and put them into one of three buckets.
Bucket 1 will be banks that focus on building features and functionality over digital.
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Bucket 2 is the banks that have already built and continue to build features and functionality, because this work is never done. But now they’re focusing on driving and getting people to use what they’ve built.
The 3rd bucket is Bank of America, and I, as the head of digital. We take care of features and functions with perfection. We said, “Hey, it’s all about adoption.” Now we’re focused on the future of the digital experience: bringing it all together and making sure our customers think about us first. It has become central to our relationship with our digital customers. The next step in connecting with Bank of America is to download an app.
Inner Intelligence (II): If you were to write a job description for yourself in a few sentences, what would you say?
DT: The main aspects you look for are customer centricity. At the heart of everything we do: understanding customer needs and designing solutions to meet those needs.
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DT: I started my career in 1987 at Mutual Financial Services (now known as MFS Investment Management), the oldest mutual fund company here, and learned the basics of financial services there for about five years. I then joined Fidelity Investments, where I was the Director of Marketing for Fidelity Advisor Funds. We have been very innovative in data mining and data usage. That gave me a seat at the table in 1995, when he was president of Fidelity Advisor Funds, head of Fidelity Retail, and he took me and two other people.
I spent about six months scouting [at Fidelity Retail], helping him get used to his new role and put his strategy on the table. Then he said, “Okay, I’ll give you something new.”
So I got fidelity.com. With very few people out there, at Fidelity we’ve become the focal point of how customers do business.
DT: Yes, in 1995. Before that I always managed technology and database. I have an affinity for such things, so I jumped at the chance to own fidelity.com.
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We came up with a plan and said, “Hey, you know what? The URL should go to buy fidelity.com. ” At that time the URL was fid.-imb dot-com. We thought, “This Internet thing is going to be a big thing. It will be important for customers to know how to go about it, and it will be easier to keep them loyal than fid.-imb dot-com. .
[Editor’s note: In 1999, Terry moved to Putnam Investments. In 2010, he was offered to run Bank of America’s pensions business, known as Merrill Lynch; four years later he moved to the consumer side of Bank of America.]After we started working on the consumer side at Bank of America, we consolidated all consumer product lines into one organization and I ran it. The idea behind this merger was so complex – I want to say a big thank you to Dean Athanasius [President of Small Consumer Business at Bank of America] and Brian Moynihan [Chairman and CEO of Bank of America]. At the time, they thought, “We need to move from pushing products to developing lifelong relationships with our customers and finding solutions where and when they’re most convenient.” Once we’ve successfully integrated the product lines, it’s time to move on. I came in and was head of digital, financial system strategy and a few other things.
DT: Success, instead of a mobile app, we’ll have 66 million mobile apps. The future of banking is not the website or mobile app we’ve created, but if you want to go to different places to get information.
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The future of banking is that when you sign up, you have your own program that is created based on you and your needs. It’s different than the ones made for me. This is digital success. Maybe it’s two or three years.
In five years, you won’t be visiting the Bank of America app or www.bankofamerica.com. You don’t need to sign in. It comes to you, installs on your phone, and notifies you. We’ll get there: We send over 600 million alerts and alerts to our customers every month. It will grow rapidly over the years. As an end user, it is up to Bank of America to provide you with the information you want, when you want it, how you want it. In short, the future of banking is bringing experiences into your everyday life.
Let me give you an example. Before the pandemic, if you’re in the second group of adoptive banks, you look at your customer and say, “Hey, how can I tell them that I’ve created a new opportunity that will change their lives?” easier, more convenient and safer? “
Pre-pandemic, the elderly and the elderly were the most difficult to deal with because they already had their own habits. For example: I think I am a small business owner. I take my checks to my local financial center and deposit them every week. I like to see people there. I’ve been doing this for 15 years, so I’ll keep doing it.
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The pandemic gave us airtime with those people. We can say, “Oh, wait. The bank has another way.” Seniors and adults have been the fastest adopters of our digital capabilities during the pandemic.
DT: We haven’t seen them go back to their old ways; that’s how they still bank. When that door opened, we went for it. We added 1 million digital active customers last year. We added another million in the first quarter of this year.
DT: Not really. The beauty of working in a place that was committed to digital leadership 10 or 15 years ago is that when a pandemic hits, we don’t have to build new things. We have already built them. We opened our doors and showed people what a great experience it can be.
Now we’re trying to create a world where everyone interacts with us
