Strategy and Execution Manager, SBA Lending

About the role

At U.S. Bank, we’re on a journey to do our best. Helping the customers and businesses we serve to make better and smarter financial decisions and enabling the communities we support to grow and succeed. We believe it takes all of us to bring our shared ambition to life, and each person is unique in their potential. A career with U.S. Bank gives you a wide, ever-growing range of opportunities to discover what makes you thrive at every stage of your career. Try new things, learn new skills and discover what you excel at—all from Day One.

The SBA Lending Strategy and Execution Manager, serves as a senior execution leader and trusted advisor to divisional leadership, responsible for translating strategy into measurable results as the division scales toward $1 billion+ in annual production. This role owns the strategic initiatives, operating cadence, and performance discipline of the division, ensuring growth, credit quality, operational capacity, and customer experience scale together. Reporting to the Division Head, with direct responsibility for cross functional delivery across Sales, Credit, Operations, Risk, Finance, Marketing, and Technology.

Responsibilities

• Strategy Execution & Portfolio Management: Translate divisional strategy into a clear portfolio of initiatives with defined outcomes, milestones, owners, and success metrics. Own execution discipline across high‑priority initiatives tied to growth, operating efficiency, capacity expansion, and risk management. Anticipate execution risks, resource constraints, and interdependencies; proactively surface trade‑offs and recommendations to leadership.
• Executive KPI Governance & Performance Management: Own divisional KPI governance and operating rhythm, including production, pipeline health, approvals, cycle times, capacity, and efficiency. Prepare executive‑level dashboards, narratives, and recommendations for the Division Head and EVP. Ensure consistent, fact‑based decision support and forward‑looking visibility for leadership.
• Cross‑Functional Leadership: Serve as the central coordination point across Sales, Credit, Operations, Risk, Finance, and Technology for strategic initiatives. Drive alignment on priorities, sequencing, and accountability in a complex, matrixed environment. Facilitate executive working sessions and steering discussions with clear framing and outcomes.
• Operating Model & Process Improvement: Identify and drive opportunities to simplify, standardize, and scale processes as volume grows. Partner with Credit and Operations to improve throughput, predictability, and quality while protecting credit discipline. Support change management and adoption of new processes, tools, and operating rhythms.
• Team Leadership & Development: Build and manage a small strategy / execution team (1–3 resources expected within 12 months). Set expectations, coach performance, and establish a high‑ownership, outcomes‑driven culture.
• Measures of Success (1