Community Bank and Credit Union Management Consulting
Malzahn Strategic provides management consulting services to Community Banks and Credit Unions in the areas of Strategic Planning, Enterprise Risk Management, Treasury Management, EOS® Implementation, Board Services, Senior Management Coaching, Organization Structure and Best Practices Consulting all designed to help leadership teams gain traction and strengthen their institutions.
“PSB hired Malzahn Strategic in November 2014 which was a time of leadership transition for the Bank. Malzahn immediately identified critical roles within the Bank and conducted a complete and comprehensive Talent Management Assessment to ensure those roles were assigned. The Talent Management Assessment improved efficiency within the operations of the Bank and increased employee engagement. Malzahn has also been instrumental in the Strategic Planning process for PSB. This process included moderating the Board of Directors Strategic Planning Session, facilitating all-staff Strategic Planning meetings, and writing the Strategic Plan. Malzahn’s diverse banking expertise allowed her to lead numerous operational projects throughout the year. I’m glad that we had the opportunity to work with Malzahn Strategic and would recommend her services to any community bank.”
“I've been in Banking for 34 years. I started out as a Loan Officer, then a Branch Manager and I have been President here at Pine Island Bank for the last 12 years. I've been involved in the Strategic Planning process several times at both my previous and current Bank employer. Marci has been the best facilitator for Strategic Planning that I've seen. Last year Marci was instrumental in getting our new Strategic Plan up and running. Her experience in Bank management, her organizational skills, and her ability to lead and communicate during our meetings was outstanding. Marci kept the conversations on track and flowing in a positive direction.”
“Over the course of three months, Marci Malzahn led our Board of Directors, Audit Committee, and staff through a comprehensive and dynamic review of Enterprise Risk Management (ERM) which led to the creation of an ERM Policy, an expanded scope of responsibility for our newly named Audit and ERM Committee and an internal ERM Staff Committee to oversee and review ongoing risk factors within our organization. Even more important than these structural changes is the awareness and appreciation that we have gained of the internal and external risk dynamics that threaten the optimal performance of our organization. And perhaps the biggest daily benefit of the process is the way in which ERM has spilled over into other aspects of our work and has inspired us to be more strategic with all of our planning.”