Marc A. Stefanski, ceo, president and president of Cleveland-based Third Federal Savings and Loan, is marking three years when you look at the CEO’s seat in 2010, that will be no little feat into the banking globe.
Since becoming president and CEO associated with cost cost savings and loan 1987, Stefanski has overseen Third Federal’s consistent development as the most notable home loan lender in Ohio, along with its development within the Florida market. Under Mr. Stefanski’s tenure as CEO, Third Federal has maintained and enhanced its distribution and solution of cost savings and home loan items, such as the introduction associated with online being a distribution channel for home mortgages, with on line now serving whilst the source that is largest of loan requests when it comes to business.
Leader sat down with Stefanski to speak about their three decades as CEO, what’s next for the cost cost savings and loan industry and exactly why it is very important to take care of workers with respect also to always place the consumer first.
Q: speak about business tradition and exactly why an attitude that is customer-centric so essential in banking.
A: We put our customers first and away strategy 2nd. Therefore, whenever we’re making decisions, it is all centered on clients and customer care first, as well as the strategy falls into spot from then on. We base our tradition on a value system, and our values are love, trust, dedication to quality, treating each other with respect and fun that is having.
We actually design products and services according to those values, therefore we also review the social individuals that work for us—our associates—based on the way they display those values with each other in the office along with customers. Therefore we don’t have sales quotas, with no one is on payment.
Q: Why can you believe women make such leaders that are great the banking area?
A: First of most, 80 per cent of y our associates are ladies, therefore we depend extremely on feamales in we. This times in the past to 1938 whenever my father and mother started Third Federal. They certainly were an united group not just in wedding, nevertheless they were a group in operation also. She was intimately involved in the business, too when I was growing up, my mom was not only raising five children, but. We saw that through the i was born day. Having ladies perform a crucial role running a business just isn’t a novelty for me personally, it is perhaps not uncomfortable, it is really an all natural thing. All in key positions at Third Federal in fact, out of the six direct reports that I have four are women.
“I think if you learn a distinct segment with a particular products or services, you’ll outperform your big bank competitors.”
Q: What does the long term hold for the savings and loan industry?
A: Here aren’t too many cost savings and loans kept, many have actually transformed into banking institutions or bank charters and so they provide a product line that is diverse. Our manufacturer product line really is easy: We just just take cost cost savings through the community and provide it back away to the community in terms of single-family, owner-occupied homes. We do 2nd mortgages, too, but our business design is very simple.
It’s an traditional model, however it is apparently working for all of us, therefore we have finally expanded to 23 states through the internet and direct mail. It is easy to expand today without brick-and-mortar to supply services and products for the nation. You have even a opportunity to obtain a credit that is bad company loan for the restaurant.
The world-wide-web will probably carry on being a secured asset in the banking industry, generally speaking, but cybersecurity is incredibly important—that’s our quantity one concern, protecting our clients due to that.
It had previously been were—they were all local, you knew where branch locations were, you knew who was on the loan committees and when they met—it was a very small, very community-based business that you knew who your competitors. You don’t have that anymore. Most of the banks are nationwide or local, and that’s our competition. We’re not small—we’re an almost $15 billion organization—but that is small when comparing to a number of the huge companies out here. Therefore the challenge would be to outperform those companies.
Q: Thirty years read what he said as CEO when you look at the banking globe is a really tenure that is long. What’s your secret to success?
If you find a niche with a specific product or service, you can outperform your big bank competitors a: I think. They feature a smorgasbord of every thing, but discovering that competitive niche where you are able to outperform a superregional, nationwide or bank that is international think is key.
That’s what we’ve done at Third Federal: we now have a niche in house lending so we feel it better than anyone else, we price better than anyone else, we can turn over a loan faster than anyone else that we do. You need to be able to perform a lot better than other people if you’re likely to be in a product that is particular or solution.
And, needless to say, hiring the people that are right dealing with them well. You’re going to be able to leverage that human capital and do a much better job than some of the other companies out there that may not treat their people as well if you have good people that are dedicated and loyal.