At FNBO, our employees are the heart of our story—and we’re committed to their success! Please see below the details of this career opportunity and how it fits into our organization’s success.

The Managing Director, Community Banking leads and develops a team of Relationship Managers focused on the growth and retention of our business customers. This is, first and foremost, a leadership role for someone who coaches — a person who measures their success by the bankers they build and the customers those bankers serve.
The Managing Director brings a deep, uncommon understanding of their assigned communities and stays current on the trends shaping business banking, ensuring the team consistently delivers the experience our customers expect. They understand the expectations and deliverables of the business segment, including the distinct approaches required for different customer types, and they translate that understanding into how each Relationship Manager shows up in the market.
This role is a driver of organic net new customer growth. The Managing Director is deeply connected to the community’s centers of influence — the attorneys, accountants, and business leaders who shape where relationships begin — and serves as a new-business resource to their Relationship Managers, opening doors, sourcing opportunities, and coaching the team through pursuit.
And in everything, the Managing Director coaches each Relationship Manager toward the highest level of performance possible — delivering the entire bank to our customers.

About This Role:

 

What We’re Looking For

Region B operates against a defined set of values — Passion, Integrity, Respect, Partnership, and Expertise — that guide how we hire, coach, and hold one another accountable. The right candidate will recognize these as the way they already work.

We are looking for a competitive leader who wants to win and constantly raises the bar; who leads with candor — surfacing risks and concerns rather than ‘selling’ credits — and who honors their commitments. We value people who do their homework, treat preparedness as a genuine differentiator, and come correct to every meeting and every decision. And we value those who lead with respect: developing people, giving honest feedback because they care, and building a team that celebrates wins and learns from losses together.

If that describes how you lead, this is a team where you will do your best work.

A Coaching Leader

The most important responsibility in this role is developing people. The Managing Director’s measure of success is not only the team’s deposit, loan, and fee growth — it is whether each Relationship Manager is a stronger banker a year from now than they are today. The right leader sees potential, aligns each RM’s strengths to the right role, sets clear and measurable expectations, and uses the RM Scorecard consistently so everyone understands what good looks like. That coaching is hands-on: sharpening each RM’s lending and credit instincts while also building each RM’s ability to deliver the bank’s full range of non-credit products and services. The right leader holds the team accountable, recognizes the right behaviors rather than only the right outcomes, and addresses performance issues directly and fairly.

Key Accountabilities

People Management

• Build, develop, and retain a capable team of Relationship Managers at all levels (developing to advanced commercial bankers) across multiple cities in the assigned community, demonstrating delegation, development, and the ability to inspire and motivate others.
• Apply First National’s talent strategy and practices to build and retain strong individual contributors, ensuring the right person is in the right role by aligning strengths, skills, and abilities to the expectations of the RM.
• Communicate clear expectations with measurable outcomes, providing context and defining what success looks like; ensure each RM meets the standard of performance for their level relative to the size and growth rate of their portfolio, using the RM Scorecard consistently.
• Provide feedback, coaching, and development opportunities to help each RM improve their skills and behaviors for current and future responsibilities.
• Hold team members accountable for their actions and outputs — including the expected use of FNBO systems and processes, such as the FNBO way sales strategy, Salesforce, nCino, PrecisionLender, and Power BI — providing recognition or corrective action as appropriate.
• Influence the team by creating commitment and act