Colin graduated from Cornell in 1990 and joined GE Capital on their management development programme.  He gained experience in customer service, operations, collections and new product development in their Cards business and then managed the Insurance and Fee Service team in GE Card Services.  He left GE in 1994 to join American Express. 

Working within the Small Business Services area, he managed acquisition programmes through direct marketing.  In the mid 1990's Amex was keen to build its SME portfolio and Colin led the development of a national customer information database managing direct mail, outbound telemarketing and other media.  He was headhunted to Transamerica in 1996. 

Colin joined Transamerica to take responsibility for their direct to consumer and database marketing capability. Colin was given the challenge of redesigning the database, direct mail processes and campaign management.  However, this was a broader role than purely customer management and Colin had a substantial input into Transamerica's brand positioning in the non prime home equity marketplace.  Under his watch, direct volumes increased from $10 million to $100 million per month during his first year of operation.  He was approached to join Wells Fargo in 1997.

Colin joined Wells initially to take responsibility for Strategic Marketing within the Home Equity Group.  This role gave Colin broad functional accountability within the marketing arena including product development, customer acquisition, analytics, customer management and marketing execution. Home Equity product sales were acquired both through a regional banking sales force as well as direct marketing, and Colin had a dual track strategy to support the network with marketing campaigns whilst building customer intelligence capability and direct marketing.  Success in this role led to EVP status and responsibility for the Internet and Partnership business within Home Equity. 

Internet and Partnership Services was established as a separate P&L within the Home Equity division and Wells Fargo invested in marketing, operations and support functions.  Colin grew this channel to $2 billion in assets and generated profits after the second full year of operation.  In 2002 Colin took over P&L accountability for CCG Equity Direct, one of the Consumer Credit Group's Home Equity group's high growth businesses.  The business was a separate operating unit and sold products through Wells Fargo's mortgage consultants as well as via joint ventures with other corporates.  Colin re-engineered the operation supporting the business to give the product group much greater customer focus, scalability and control.  As a result, the business delivered $250 million in after tax profits to the Consumer Credit Group.  In addition to his operating restructuring, Colin also took on responsibility for new product development, in particular leading the introduction of Smart Pay and Home Asset Management Account products. 

In 2004, Colin was asked to take a broader functional role within CCG and he was responsible for all of the operating units within Wells Fargo's $78 billion Consumer Credit division.  Colin had 4,800 team members supporting underwriting, loan processing and servicing, customer care, customer management and collections.  He also led a number of staff groups supporting strategy, process and performance management, six sigma analytics and vendor management.

In February 2006, Colin joined Lloyds TSB in London to run the Credit Card business and Cardnet Joint Venture along with leading Operations for the Consumer Banking group.

Colin has led large, diverse teams over the course of his career. He brings considerable knowledge and practical experience about leadership and building business capabilities to the Board of Directors of EDA.