1. Mark Frank
825 Spring St  Sausalito, CA 94965
Tel: 415-887-9692 E-mail: markfrank22@yahoo.com
15Yr experience - hybrid strategy/BI/analytics professional. Analytic expertise in
marketing (acquistion/Xsell/retention), risk management, fulfillment, pricing. Technical
expertise in Sql, Olap/cubes, data modeling.
Experience Wells Fargo Bank (Wealth, Brokerage, Retirement), Business
Intelligence/Analytics Manager 06/2010 to Present
 Manage analytical team of 5 (including 2 off-shore) supporting Wealth Management.
Partners including Private Banking, Investment & Fiduciary Services, Finanical Planning,
Finance, Risk Management, Market Research, and the CRM team.
 Analytics comprise acquisition/opportunities,XSell of existing portfolio, and retention.
Specifically credit & wallet share via Hemisphere, Investable assets via IXI, business and
philanthropic via D&B, Prospect Now etc.
 Designed brand new WM Profitability metric. Implemented process to allocate Essbase
P&L expenses from AU level to each WM account. Included sales force compensation,
overhead, FDIC costs etc. Purpose is enhance understanding of sales force productivity as
well as line of business and client segment profitability. A tool unique to WM.
 Led Wealth Near Term Wealth Inheritors Analytics. Highlighted first “generational” view
of Wealth Relationships (not available in CRM). Analysis showed not only were thousands
of relationships single generation, but many with 80 years old and higher
patriarch/matriarchs. No retention strategy in place for this certain to attrite population i.e.
next generations to transfer wealth to. Also implemented first ever transaction level view
oftrust disbursements – helped to identify if principal was flowing out, to whom, when and
how frequently. Strategies designed around this to help retain balanes.
 Led client alignment project (CAP) between Wealth Management and the Regional Bank.
Project moved clients no longer meeting “The Private Bank” balance thresholds to more
appropriate service channel (Regional Bank Private Bankers) and likewise, inviting those
Regional Banking clients with over 1MM in assets to the private bank. WM cleaned up
over 20% of its portfolio through the effort, and added $100Mil in new balances from
migrating up of RB households.
 Co-led (along with finance) the Wealth Management definitional alignment effort.
Responsible for determining what constittues accounts,clients,relationships and networks.
As well as leading the business rules for how to address clients that are being managed
outside of the CRM environment. And finally, definition of what comprises new and
attrited, both within lines of business as well as across WM. Very large effort with dozens
of partners and senior executives involved representing all functional areas within WM as
well as lines of business. Work led to consistency in metrics, understanding of how
measurement, and elimination of redunant work.
 Co-managing WM & WFHM partnership/Alliance. Involement includes identifying via
Hemisphere mortgage opportunity for WM & The Private Bank. Program has brought well
over $1Billion to WM’s balance sheet in non-conforming mortgages. Team runs weekly
transfer process and quarterly recapture.
 Tools provided for reporting and deep dive analysis included OLAP/Cubes for referral
partnership optimization throughout Wells Fargo (who is making referrals, of what
products,how much money are they generating, are they good etc). WBR campaign
execution tracking. Test and control, with multi-dimensional statistical significance to
evaluate not just if a campaign was sucessful,but,which variables contribued, and to what
degree. Marketing environment also consisted ofdisposition pipeline tracking for field
motivation and later sales expecations/fulfillment support. Tableau was the on-line BI

2. reporting platform.
Wells Fargo Bank (Home Equity), BusinessIntelligence/Strategy Manager 07/2005 to
06/2010
 Managed,trained and mentored team of 5 database analysts. Guided team away from
manually acquired, fragmented, duplicate MS Access reporting environments to single
source automatically fed modular data-mart(SQL Server). MS Analysis Services BI
environment built to support end user ad-hoc and standard reporting needs.
 Led numerous modifications to business rules which were either out-dated,incorrect or
sub-optimal. User community response to accurate, timely, available, flexible information
was very positive. BI team supported nearly a hundred users. Production reporting
generated daily, weekly and monthly.
 Engaged and supported sales team, training team (delivered first ever reports on training
effectiveness and penetration i.e. bankers available for training actually receiving it),
finance team, pricing team, asset and liability management team and marketing team .
 Managed Implementation of new disciplined statisticalapproach to evaluating pilots and
initiatives. Comprised of utilizing carefully matched test to control groups on similar
attributes and past performance.
 Led Home Equity Customer Segmentation intitiave. Obtained nearly all data, and
generated analyses on risk adjusted profitability for specific Home Equity customer
segments. Factored in bank relationship variable as wells as Home Equity specific i.e.
likelihood of default, credit utilization, channels of origination, real estate status and and
line/loan/hybrid preferences etc. Results led to strategic and marketing tactical decisions
around risk based pricing, relationship pricing, direct marketing of specific customer
segments,and switch campaigns for WF customers with HE balances elsewhere.
 Created Home Equity Portfolio analytics tool (OlAP Cube). Cube used to support credit
policy analytics around CLTV (housing related), customcredit scoring (FICO related), DTI
(income related) and housing markets (HPI related). Tool provided a simple method of
comparing historical risk based pricing to pro-forma pricing. It allowed for easy
identification of dimensions most correlating with severity (dollars) and defaults (actual
deals) as well as Net Interest Margin profitability. Using annualized loss numbers, strategy
was built to support existing account management i.e. pro-actively work with customers
carrying accounts in likely to default markets as well as for acquisition of new accounts i.e.
incorporating certain very specific relationship characteristics helped identify customers
likely to be approved and with positive propensity to take HE products.
 Led initiative to modify existing Wells Fargo Home Equity acquisition credit policies.
Subject to detailed Data Mining (clustering/classification – decision trees) analyses,a
policy gap was identified. In short,pre-approved/pre-qualified customers as selected via
the HE marketing database were not in sync with the true through the door approval ratios.
A 10% opportunity existed for the HE customer base - all of which in the coveted most
likely to be approved population. Group never before identified due to previous market
conditions not requiring optimization of credit criteria.
Wells Fargo Bank (Home Equity), Database Analyst 3/2003 to 6/2005
 Designed and implemented first ever account level analytic environment to track new
Home Equity Business.The tool (an OLAP cube) allowed for every possible cut of the
business (Geography, Product, Channel etc) and key business metrics to be analyzed very
quickly using Pivot Tables.
 Lead support in Strategic Pricing Initiative providing credit loss analysis, interest rate
realization gaps/price waterfall analysis (i.e. discounts),margin compression analysis,
prime rate re-pricing strategy etc.
 Quantified banker relationship and discretionary discount effects on Yields and Risk Based
Pricing.

3.  Integrated lifetime ROA discounted cash flow model with all newly originated client
numbers.
 Developed Consumer Credit Group New Fundings and Account Attrition reports. These
were delivered with analytical insight based on slicing and dicing of dimensions –
answering the “W’s.”
Senior BI Consultant 1998 - 2003
 Assignments at The Gap (Online and Corporate), AT&T (Accounts Payable), Wells Fargo
(Private Banking), Multek and Ferring Pharmaceuticals.
 Solutions delivered as lead designerincluded applications driven off of Essbase,SQL
Server, Analysis Services, and VBA.
 Implementations were full life cycle. These were comprised of requirement gathering,
data modeling (star schema), ETL, multi-dimensional database design (OLAP cubes),
front-end reporting, automation, optimization, administration, documentation, and
transition.
 End userpartners encompassed numerous functional groups. These included finance,
sales, pricing, risk, fulfillment, marketing, strategy,HR, and executive management.
 Deliverables included Sales Profitability Cubes, ROI tools,Forecast/Budget & Strategic
Planning P&L cubes, Payment processes and Financial models.
Education CASE WESTERN RESERVE UNIVERSITY/Weatherhead School of Management,
Cleveland, OH
MBA June, 1998
Concentration: Finance
CASE WESTERN RESERVE UNIVERSITY, Cleveland, OH
B.S. Management, May 1996
Concentration: Operations Research
Other
Information  Expert SQL Server, Analysis Services, OLAP, DTS/ETL, Essbase.
Advanced knowledge of Microsoft Data Mining, SQL, Access,Visual
Basic for Applications (VBA), Tableau, Applied Predictive Technologies
(Test & Learn)
 WF expertise: Hemisphere, MDSS, iCMIS/WAE, STS. Advanced:
BMG, IDS, MDM/Client Link. Intermediate: C2T, EIW.
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