The Visceral Connection

Experience BrandingFor Financial Institutions

NEL SON Paul Seibert, CMCPrincipal, Financial & Retail Design

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An InvitationA strong and well-articulated brand is critical to every financial institution’s

success. It is the foundation upon which to build strategies, culture, product and

service offerings, target market definitions, and to make delivery choices across

the omni-channel network. This book is written and continuously updated to

provide the reader with an introduction into how strong brands are translated

into a powerful customer experience that enhances relationship development,

share-of-wallet acquisition, and target market growth, and an equally strong staff

experience that provides a clear path and environment for living the brand in

branches and headquarters facilities.

In this book we will share some of the processes we use to create world class

financial institution experiences as well as a few of the many success stories

in case studies. Our industry leading team works with some of the largest

banks in North America, including Bank of America, Chase, and HSBC; growing

institutions such as BOK, Whitney Hancock, and Connect One; and many credit

unions, from Navy Federal, Vancity, and BlueShore Financial to Redwood,

Matanuska Valley, Aloha Pacific, and Velocity, as well as more than 75 others.

This range of experience provides a wealth of knowledge and productive

applications. We also observe the work being completed by hundreds of other

institutions.

We would like to recognize Weber Marketing Group as our partner in the

completion of the branches shown in this book.

Thank you for your interest in our work. We look forward to the opportunity of

helping you perfect your customer experience.

pseibert@NELSONonline.com

t 206.223.4999

d 206.886.3923

www.NELSONonline.com

© 2016 Nelson Worldwide, Inc.

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In thisbookNote: The information, designs, concepts, and methods are the intellectual property of Nelson Worldwide, Inc.

01 Branding the Customer and Staff Experience

05 Branding New Branch Business Models & The Customer Experience

09 Attributes of a Successful New Branch Prototype

13 Highlighted Experience

53 Branch Network Optimization | Brand Mapping

55 About NELSON

57 Global Locations

61 What Makes Us Different

61 Branch & Headquarters Design

63 SafeCatch®

65 Green Design

67 Production, Rollouts & Project Management

68 Financial Clients

69 Services

71 Recognitions & Awards

73 Publications

75 Resources

Contents

1

Branding the Customer and Staff ExperienceThe benefits created by a well-conceived and delivered brand experience

are significant to your bottom line. Target markets are increasingly

attracted and viscerally connected to your institution as customers

more clearly understand how their unique characteristics, desires, and

expectations align with your brand and vision. When your brand connects

to your customers and staff, the share-of-wallet increases and staff can

truly live your brand, deliver the brand promise, and be more successful

and outward promoters, and this increases growth along with ROI.

Just one example is BlueShore Financial in Vancouver, Canada. They wanted

to transform the market’s perception of their organization to pursue a share-

of-wallet strategy focused on mass affluent, emerging wealthy and wealthy

households and businesses. We rolled out the first branch in 2005 and the

branch moved from no growth to an increase of $1 million per month. Today,

the branch holds more than $380 million. Between 2005 and 2013, BlueShore

remodeled all of its branches. It grew from $650 million to $3.8 billion while

adding just one branch with no increase in the customer base. The branch

became the catalyst for organizational change that helped drive this success.

This is the type of result that a well-designed and executed brand experience

can deliver.

There are a number of branch design trends that are impacting brand

translation, development, operations, and success. Following is a brief review of

some of the most impactful.

Game-changing technology is moving branch staff from process workers to

knowledge workers. Staffing can be reduced by 35% to 70%, while delivering a

high-value experience. Security is significantly enhanced in the branch by the

use of cash recyclers and Personal Teller Machines. And, staff and members can

easily connect anywhere and at any time to create a seamless brand experience.

Shifts from transactions to interactions. Technology is allowing

branch staff to be reduced and refocused on delivering a high-engagement,

relationship-building experience as transactions decline between 5% and 7%

per year. Much smaller branches can now develop and manage even more

business than in the larger branches of the past. Today’s staff must be cross-

functional or “universal” bankers who can present a clear brand experience,

introduce new technologies, and promote the full array of high value services.

Products, services, advice, community connection, personal service, and

technology can be fully integrated. The branch becomes the orchestrator of all

delivery channels.

New limitless customer, staff, and engagement engineering allows

for cash transactions to be handled through cash recyclers and staff or

personal teller machines for 24/7 access as demonstrated in the BECU

case study. Staff no longer need dedicated work areas as they are free to

flow from engagement zones to shared kiosks to work areas to hoteling

offices, providing ultimate flexibility. The new designs provide a hierarchy

of privacy options to match each customer’s desire.

Multiple engagement options with or without cash handling provides

locations for staff to deliver their responsibilities. These include work areas

focused just on the transaction and temporary engagement that lead to a

hand-off to a high value services provider, layouts allowing both transactions

and deep engagement in a lowered partnering sit-down station, and a standing

greeting kiosk adjacent to a relaxed seating area or hoteling office. The branch

presents accessibility, partnering use of tables, display panels, and customer’s

own devices. Today, the right design can clearly support your unique brand

experience and business goals.

Two- and three-way relationships must be understood. The process

of design must include relationships between people to people, people to

machines, and people to people through machines. We also must understand

that we develop relationships with our personal technological equipment----an

anthropomorphizing of our phones and tablets, if you will. In the book, The Man

Who Lied to His Laptop, Clifford Nass tells us about his studies that suggest

we are beginning to trust our own devices over those of others, even when the

information is the same. This means we must integrate our customer’s own

devices into the branch experience.

Hype cycles and the need for flexibility. We were recently hired by one of

the largest banks in North America to help them understand how to integrate

technology into the customer and staff experience. They said that hype cycles

were costing them millions due to the impact on their thousands of branches.

They wanted to reduce the hype cycle peaks and understand what really works

and what is just a fad. We looked at a wide variety of new technologies and

pared down the options to what would be useful and productive for customers,

staff, and the organization. This came down to tablets, phones, video monitors

for messaging and conferencing, and cash delivery technologies. We also

suggested designing the branch for ultimate flexibility. Technology will continue

to change at a rapid rate. Branches must be designed to accommodate this

change without negatively impacting the brand experience or requiring high cost

renovations.

Remote high value service provider engagement is now available through

video conferencing. This allows a branch where there is not sufficient potential

for a dedicated staff supporting mortgage, commercial, small business, wealth

management, or insurance to provide a direct connection. This requires ongoing

staff training to help make the online connection personal and warm, leading to an

in-person meeting at the branch, central office, or wherever the customer chooses.

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Barriers between customers and staff and customers and information

must be reduced or eliminated. New branch planning opens the

environment of accessibility and space with many options to greet, meet,

engage ,and have intimate conversations. The spaces are more social,

suggest equality between staff and customers, and are less controlled.

This allows staff to present their style within the brand, and requires bandit

barriers only in the most severe security situations, and provides a variety of

privacy options.

Space can be significantly reduced. The services provided in a 4,500

square foot branch 10 years ago can now be provided in a 1,500 to 3,000

square foot branch with half the staff while increasing deposit and loan

capacity by 50% to 100%. Technology allows us to develop express branches

at 1,200 to 2,500 square feet with five staff, 500 to 1,400 square feet with

two to three staff, and kiosks with automated cash handling and one staff.

Branches can and should be sized to market potential to gain the highest

return while continuing to provide a high level of service.

Banks have tried to make branches the “3rd Place” like Starbucks, but

few if any have been successful. Branches can become the “4th Place” in

customers’ lives if properly located, designed, and operated. The onboarding

experience can be reinforced via all delivery channels. If well-conceived, the

branch and remote experiences can be a single positive emotion. The branch

is the best place to connect customers to the brand. If enough brand power

is projected through the experience, customers will have the same positive

subconscious emotion when they are using remote delivery channels----a

true orchestration of seamless relationship building.

The branch design style is moving from strict retail to combine with

hospitality. This evolution connects the brand experience to target market

segment’s experience expectations. Moving from Greeters to Concierge,

Branch Manager to Experience Manager or Coach, Tellers and CSRs to

Client Advocates or Relationship Managers. The style is about creating

welcome, warmth, customer engagement, and advocacy for a holistic

positive experience.

Wealth Management is a growing branch need as banks look to increase

the depth of relationships and serve a larger share-of-wallet. With the right

mix of demographics, branches can support a staffed wealth management

initiative or, offer through initial remote connection. In the branch, this means

creating a space that reflects the increased level of customer recognition and

engagement in terms of the fit and finish and experience. We have completed

a number of prototype projects where the branching array includes a wealth

management office, wealth management with commercial banking, and

wealth management as an add-on to retail branches.

Security and the Engineered Brand Experience. Branches can provide a

highly engaging and open customer and staff experience while providing

a high level of security. New cash handling technologies such as cash

dispensers, cash recyclers, and personal teller machines limit access

to cash, reducing potential robberies. Additionally, our work with the FBI

over two years led to the development of SafeCatchTM which engineers a

positive experience for customers while making potential robbers safely

uncomfortable. This security strategy should be overlaid on all branch plans.

Going green has many options. LEED certification at the bronze, silver, gold,

and platinum levels are admirable goals. But, we have seen a shift away

from certification in some markets due to cost. Banks want to do the right

thing into terms of their facilities, but do not want to incur the high cost of

certification. Some are certifying the first branch or headquarters facility and

then constructing subsequent branches to the same specifications, saving

$20,000 to $30,000 per branch in fees. Others are building to the new

codes, which often bring construction up to near bronze level, and spending

the savings on projects that have more direct returns in terms of immediate

impact, community awareness, and brand projection.

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Branding New Branch Business Models & The Customer ExperienceBranding a branch business model has different meanings for different

banks. Some want a nice-looking space that integrates new technologies

and downsizes the branch and staffing model. At the other end of the

scale, a number of institutions see the value in a creating a “killer” brand

experience that helps carry the brand image across all channels and drives

high productivity. The difference can be expressed by the fees required for

different levels of branding and prototype development. It is common in the

design/build industry to pay $18,000 for a prototype and the guarantee

of single-sourced, ongoing work. But what do you really get for $18,000?

A quick plan and copies of another bank’s work. A high-performance

prototype requires significant research, fact-finding, interviews, brand

analysis, technology integration, and clear translation of the brand. The

cost for a small institution can range between $45,000 to $85,000, a

medium-sized institution from $110,000 to $265,000, and for large banks

$450,000 to $750,000 depending on the scope of work and number

of desired business models and prototypes. A well-designed prototype

will reduce costs while increasing returns by 10% to 30% per year. The

investment in getting it right is always multiplied in return when applied to

new and existing branches. Our case studies prove it.

Each bank is different and the process must be tuned to your objectives in terms

of timing, cost, appetite for evolving the brand experience, internal commitment

to change, and desired level of branding. Over the past 25 years we have

honed our process throughout hundreds of projects across North America

and the Pacific Rim. Here is a typical list of tasks for developing a large

organization’s branch prototype:

Build a multi-functional team. Some of the most successful prototypes

have included involvement of the CEO from start to finish. CEO participation

strongly suggests the importance of the branding and prototype process and

helps raise team motivation and commitment to real change. The heads of each

department should be included, plus line staff who can talk about what they are

experiencing in the branches with customers every day. These individuals are

typically the highest performers in your organization and are often Millennials,

who add an important perspective. The vast majority of banks do not have the

resources to maintain a highly qualified group of branding or prototyping experts.

Consultants are often contracted to lead the process and deliver the prototype

design, package, standards, and rollouts.

Define and embrace the brand prototype objectives. Part of the process

is developing a common vocabulary that brings the team together. Answer these

questions to build common goals:

• What are your objectives for branch efficiency and productivity, location

flexibility, unit cost, operating cost, and time to market?

• What is the expected impact on staffing?

• Are you planning to change your cash handling, process, or

communication technologies?

• Are you going to add new products and services, such as small business

banking, wealth management, or insurance?

• What is your appetite for change?

• How can you use the process to tell your story to staff, customers, and

the community?

• How can this work be used to increase staff understanding of your brand

and enhance staff training?

• How can this work be used for marketing?

What are the metrics you will use to define success? For example, you might want

to survey customers as they leave your current branches about their knowledge

of your products and services. Then, when the prototype is in place, ask the same

questions. If product and service awareness has double or tripled, which is often

the case, you can then correlate awareness to engagement and use.

Define the target market. Understand your market’s characteristics,

financial experience likes and dislikes, emotional triggers, and willingness

to evolve. If the brand has recently been evaluated and updated, a good

deal of information should be available to both define the target market and

understand what customers want in a meaningful relationship and experience

with a financial institution. Market data can help you make projections about

financial product use down to the block level. This can help define whether a

branch in a particular market should offer a particular service, such as wealth

management or business services. If a bank wants to elevate its market

understanding to the level of retailers like Starbucks, it can employ psycho-

demographic analysis to pinpoint markets with matching values and interests

to the brand. This work evolves design from commodities to brand.

Know what customers and staff want in their branch experience. We can

determine what customers want by how they act today and what consumers

want by looking at other bank prototypes and listening to consultants’

experience and knowledge. If you have a very strong and well-thought-out brand

to start, this method can produce a very successful prototype. If there is any

question about the brand position, voice, or consumer perceptions and you

want to create a killer brand experience that separates you from the pack, you

need to conduct customer and non-customer surveys to obtain target audience

feedback. But be careful who conducts the surveys. You need an unbiased

consultant that understands how to formulate questions that will return useful

answers and drive critical thought. The next step is to conduct focus groups.

For a large institution, these often include consumers, businesses, and line

staff. Again, a highly experienced independent consultant should conduct these

sessions, as the results will be a foundational element of the prototype solution.

Audit the branches. Like studying history, it is important to know what has

happened in the past and where things are today to have a clear picture of what

is working and what is not. Are there elements of the customer experience that

need to be retained and re-framed within the context of the brand and prototype?

An audit, of the branch that is enhanced with managers’ comments about their

experiences with customers and staff in their branches, can help you find out.

Audit the brand and delivery channel expressions and experience. The

new branch experience must align with all other delivery channels. Determine how they

align today, and let that information influence branch design and how the new branch

brand experience can be used to improve delivery through alternative channels.

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Conduct the prototype session. All this research forms a solid knowledge base

upon which to build the branch prototype and customer experience. This process

engages the entire team to share ideas and come to consensus. Together,

the team is doing more than just adding some new technology, reducing staff,

or decorating a nice interior. They are creating a new business model and

brand experience from the ground up. During these sessions the team maps

experience goals for customers, staff, and the target community. The team must

also describe staff performance expectations within the context of the branch

prototype. NELSON has developed a unique process that delivers successful

prototypes and staff buy-in every time. This process is proprietary. We would be

happy to review the process in detail and provide examples of the deliverables

upon request.

Integrate technology. At a recent retail banking meeting in Orlando, a few

of the breakout sessions included discussions about how cash handling

technology is changing the branch experience. While this trend is a near

tsunami in the industry, a number of institutions have decided not to evolve

to remote teller terminals for two reasons. The most important is that the

experience does not align with their brand experience and does nothing

to positively differentiate them in the market. Added to this, a number of

FIs see the use of personal teller machines as an industry fad that will be

over in a few years. For other institutions, personal teller machines are the

right answer, as they can provide 24/7 cash delivery with a face. There are

other technologies that must be considered as well. How can banks provide

devices to be used by staff to schedule meetings, present examples, train

customers, and enhance privacy? How can they be used by customers to get

information, learn about a new tool, and be entertained with stories about

staff and the bank’s involvement in the community? Should we provide a

tech bar, chairs with tablet arms, or a booth with a small table? In addition

to bank devices, how can we integrate customers’ own devices? Other

technologies can be added to the experience as well. Some branches feature

light blocks that make walls gradually change color from one side to the

other. The staff and customers love the innovation of a constantly changing

environment that is interesting and artistic. Technology can be a brand and

relationship building tool.

Build engagement and process mapping. We now have the knowledge base

to map out the flow for every reason a customer is entering the branch and the

corresponding action of the staff. For example, when someone comes in to open

an account, discuss a loan, ask for financial advice, or resolve an issue, what

is his or her frame of mind? What and who is seen when the customer enters?

What is the supporting messaging and where should it be placed? How do you

migrate from one level of privacy to another? What is the transition from human

to automation and on-site staff to remote high value service providers? What is

the path and how can we add value at every physical and visual touch point?

By mapping the flow for each customer purpose and staff opportunity, we are

engineering engagement with people, technology, merchandising, messaging,

and the physical space. If well planned, the interactions will be natural and not

forced. This mapping can then be used to create a branch floor plan that will

guide a successful experience for every occasion.

Create the messaging and merchandising strategy. The branch’s purpose

is to communicate with customers, build relationships, and enhance customer

success. The branch needs to communicate the brand, products, and services and

community relevance through staff actions, the experience, and direct messaging. A

messaging strategy must be defined to increase customer awareness, reinforce staff

relationship building efforts, and deliver the desired brand experience. This means

defining how each type of messaging will be delivered and used, including collateral,

fixed long-term and short-term displays, and what “appliances” and technologies will

be appropriate in terms of brand vibe, utility, ease of changeability, and cost.

Build the prototype business and brand model. The last step is to bring all

the team’s work together into a branch business model and prototype package

suitable for further design development and construction documentation for

specific branch and office locations. This work typically includes an initial brief

integrating the floor plan and customer and staff experience pathways, style, and

vibe including colors, materials, and furniture, integration of bank equipment,

SafeCatch overlay, the merchandising and messaging strategy, renderings and

fly-throughs, and the design rationale for every element of the prototype. Our

team has developed a uniquely engaging and productive process that delivers

exceptional design and business modeling results for every client engagement.

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Attributes of a Successful New Branch PrototypeCreating an attractive branch or office is relatively easy. Most designers

and architects can design a facility that customers and staff will say

they like. But after spending $250,000 on a remodel, $450,000 for an

in-line branch, $2.5 million for a freestanding branch, or $30 million on

a headquarters building, do you want the accolades to be limited to its

aesthetic appeal? Pretty is easy---the real skill is creating an accurate

brand translation and customer and staff experience that drives revenue.

The return should be much more after spending all this capital, time, and energy.

The return should be tangible in terms of increased customer development and

sales, community awareness, staff success, advocacy scores, and ROI. The path

to enjoying these benefits is more than just design—it is creation of a powerful

brand image and brand experience that you can feel and touch, and a business

model that clearly supports specific productivity goals.

Every element of the customer and staff experience must be defined in terms of

brand support:

• How does the customer’s path through the facility support the brand

experience objectives?

• How does the way staff and technology interact with customers support

the brand?

• Why have particular details and materials been chosen for desks,

conference rooms, teller stations, or cash wraps?

• How must messaging and merchandising help merge the bank’s voice

and visual presentation through all other delivery channels?

Creating a pretty branch is easy; the real skill is designing a killer brand experi-

ence for customers and staff that drives revenue to the bottom line.

Brand translation cannot be faked. The brand should not follow the facility

design; rather, the facility design must be an expression of a clear brand

statement. A few questions to ask before moving forward with the brand

translation are:

• What are the key characteristics that drive the brand?

• Is the brand strong enough to compete and win? If yes, what

significantly differentiates you from your competitors? If no, the brand

needs to be revisited and strengthened prior to moving forward.

• What words do you want customers, staff, and the community to use

when describing you?

• How can you translate these attributes into the entire customer and

staff experience from entering the parking lot, to first seeing the

building, to approaching the front door, to entering the building, to

acquiring the services, and then leaving?

The last point presents a big opportunity for success or failure.

Ten Attributes of a Successful Prototype

Every bank is unique and their branch prototype and its derivatives (Community,

Express, Micro, in-store Kiosk, and Product-led branches) will be different in

many ways, particularly in the delivery of the brand experience. We must ask

the questions: Where should you apply video tellers and where do you need

to transition to remote tellers and when? Are video tellers on brand today,

tomorrow, or ever? When should Mortgage, Insurance, Business Banking,

and Wealth Management be located in a specific branch or provided via video

conferencing? What is the right staffing model? How must your culture evolve?

How does the new branded branch experience translate through all other

delivery channels and back? What are the new metrics for success? These and

many other questions must be answered through the branch business modeling

and prototyping process to create a truly inspired new model for de novo

branches as well as retrofitting existing branches.

While every prototype should be unique, there are ten attributes that help drive

the success of prototypes. These attributes are created through the design

development process by addressing key issues and creating solutions through

team innovation and collaboration.

1. Clarity and simplicity of brand translation — Every element of

branch environment must be defensible in terms of how it supports

the brand and business objectives. For example, “we are now offering

teller transactions through our video teller branch; by doing this we

can focus our resources on helping our customers improve the qual-

ity of their lives and enrich the experience for both customers and

staff”. The need for clarity is to ensure top-down understanding of

the branch experience that can be easily explained to customers and

the community by the board, senior management, and operational

and line staff. Clarity suggests organizational buy-in, intelligence,

confidence, accuracy, and telling the truth. Clarity of brand is the only

way staff can truly live the brand.

2. Attracts, retains, and develops target customers — Each branch

must present a brand experience that draws in target customers and then

focuses their attention on key relationships and products during every visit.

How can the branch be designed to come alive—a stage upon which to

orchestrate and drive relationship building and grow accounts per customer

and share-of-wallet rather than be just an attractive box? What are the

psycho-engineering principles that drive the branch design and cause

staff and customers to take the desired actions and build successful and

sustainable relationships?

3. Delivers strong differentiation in image & experience — The branch

experience must project something uniquely desirable about the bank. What

draws the community in from the street? How does the experience connect

to community and target customers’ values and interests that align with the

bank’s? What words do customers use to describe their branch experience

today and when they visit the new prototype? What is it about the new

design that substantially differentiates you from the competition? What

makes customers and staff say “Wow” today, as well in the years to come?

4. Balances a strong brand statement with local values and interests

— What percentage of the branch experience should be about the bank’s

brand and what percentage about each unique community? Should

it be all about the brand and no local references? If each branch is

designed for each community, what is the bank’s brand? What are

the most effective ways to deliver a very strong brand statement while

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celebrating the local relationship of the bank to each community?

This issue is particularly important for banks that are growing through

acquisitions or pioneering in new markets.

5. Convergent with all delivery channels — Branches are an essential

delivery channel, but only one of many. Branch locations are only second

to brand in terms of customer FI selection and must be an integrated

part of the total delivery system. We suggest branches can be the “4th

Place” in society. Not a Starbucks, but one of the physical locations people

subconsciously relate to when they are using remote delivery channels — a

bond created when customers first develop positive in-branch relationships

with staff and the environment. The brand experience in the branch and

online must align.

6. Easily applied to a variety of locations without losing strength

of brand experience or productivity — What is the physical brand

kit-of-parts and how can it be reconfigured in a variety of locations and

sizes to deliver a consistent brand experience? Many banks find it best to

first develop their branch prototype in the abstract rather than based on a

specific branch, and then apply the prototype to a variety of different sized

locations. By first working in the abstract rather than developing a specific

site location, the creative process is free of existing restraints that may drive

solutions that cannot effectively become standards. No matter the size,

configuration, or location, a well-conceived, branded kit-of-parts can be

effectively applied to any situation.

7. Right balance of technology, environment, and human touch —

What is the right balance for your brand? Should technology be design-

forward? How retail-focused should the branch be designed? Should

customers transact with a Universal Associate who can also discuss

high value products and services or transact with a Partner through a

remote video teller system? Should high value service providers be on

site or connected through video conferencing? The right balance is a

consistent projection of your brand through multiple delivery channels.

8. Flexibility to evolve with change — Across the last few years, we have

become particularly aware that change is constant in our industry. Gone

are the days of completing “The Branch of the Future” that will perfect

delivery for the next 10 years. Today we need a strong customer experience

that can change with new technologies and products without high cost.

This suggests a plug-and-play mentality. Branch designs should combine a

solid and seamless brand experience with the physical ability to easily and

cost-effectively respond to change.

9. Enhances staff success and ROI — A new branch prototype must

deliver staff success. How has the branch been engineered to promote

customer engagement? What types of spaces are provided for

different levels of privacy, standing vs. sitting, use of technologies, and

introduction of remote team members to customers? How does the

space support cross-selling into different lines of business? Does the

staff feel they are as important as customers when in back office areas?

Is the space efficient? Is staff proud to work in the facility? Staff must be

able to live the brand. Staff satisfaction and success drives high ROI.

10. Cost effective and measurable — What is the bottom line in terms

of ROI? Can today’s 4,000 square foot branch be reduced to 1,500

square feet while doubling or tripling deposits and loans? While staff

in new branches are better trained and more costly, can technology

and an evolved culture and operating model reduce costs and increase

profitability? What are the existing and new metrics that should drive the

branching strategy and application to individual and multiple markets?

The process of creating a new branch business model, branded

experience, and prototype must engage the 10 attributes to help ensure

success. We are all looking to perfect our branch of the future. Let’s do it

with the understanding that perfection is as much in the ongoing process

as it is in the final product.

We hope you find value in the preceding partial explanation of how we create

highly successful branch business models, prototypes, and killer brand

experiences for our clients. We also hope you will consider our unique team

for the task of creating your new unique prototype and helping to perfect its

application into the future.

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BlueShore Financial Vancouver, BC

Wellness, Spa, Regional, Enriching

BlueShore Financial needed a new retail branch model with an exceptionally strong brand

image to stand apart with a unique experience for its members and target communities. A new

hospitality concept that links physical well-being to financial well-being was created. The new

environment is more akin to an intimate and relaxing West Coast spa rather than an impersonal

mega-bank. The branch design creates spaces for intimate member-representative interactions

with options for varying degrees of privacy. It celebrates the unique beauty and powerful identity

of the region with Pan-Asian influenced materials and finishes, while integrating the values and

interests of local Vancouver communities. It’s the “Northwest financial spa.” What is the return?

400% growth in 8 years with adding just one branch and no increase in the customer base.

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BlueShore Financial HeadquartersVancouver, BC

Modern, High-Class, Sustainable Design

BlueShore Financial wanted to create a financial center and headquarters that would provide

the same unique “financial spa” environment on a larger scale for all operations staff, clients,

and community. The goal was to “wow” the board with its efficiency and productivity and target

mass affluent and wealthy clientele. BlueShore turned to NELSON to help locate a site and then

work with a local developer in a mixed-use development. The result is a unique and engaging

60,000 SF headquarters that clearly expresses their brand to promote clients and staff to “live

the brand.” The space celebrates the unique beauty and powerful identity of the region and

emphasizes a hospitality-focused environment, while showcasing their new brand elements.

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BECU Eastside Financial CenterBellevue, WA

High-Advisory, Hospitality, Unique

The design team partnered with Weber Marketing Group to design and build a hybrid prototype

branch for BECU. Using the concept of “a new place to go for financial advice,” the result formed

the basis of the 6,600 square foot hybrid hub branch. From a blank sheet of paper at the

visioning session to a full set of design production documents in 90 days, the hybrid plan was

fully executed into the BECU branch in Bellevue, Washington in less than nine months’ time.

The new branded branch is a bold, high-advisory environment driven by merchandising

and messaging with a focus on creating a destination location that uses an orchestrated

hospitality experience emphasizing multimedia, increased advisory services, and

enhanced wealth management.

The new branch promotes an increased use of key products and services, technologies,

loan products, while also supporting member and staff satisfaction in order to provide a

leading edge financial experience to the membership and attract new members in a high

expectation market place.

19

Numerica Credit UnionRichland, WA

Modern, Com

munity-Focused, Differentiated

Numerica Credit Union wanted to create a branch where their new brand could come to life—a

financial center with a member-friendly, authentic atmosphere as well as a heightened brand ex-

pression. NELSON took this goal and translated the Numerica brand into a powerful experience

for both members and staff, and implemented a prototype for a “branch without barriers.”

Its inviting design encourages communication between the staff and members, and fosters

stress-free financial transactions. The branch design also incorporated a tech bar for electronic

devices, creating a modern, technologically savvy environment where staff can focus on the

needs, goals, and future plans of members.

21

Coast360 Federal Credit UnionMaite, Guam

Progressive, Environmentally Sensitive

As the largest financial institution on the island with a very successful consumer track record,

Coast360 FCU was perfectly positioned to acquire new members. Growth analysis, stabilized by

government projections, generated the need for a 48,000 square foot headquarters and branch

that would support their 20-year growth needs.

The credit union wanted to go green for both community and practical reasons, due to the

sensitive nature of their environment and high energy costs. The building was designed

to withstand typhoon winds and harsh tropical conditions. This LEED® candidate building

represents the strength of Coast360 FCU on the island and a bright future for Guam and

its residents.

“Our new earth-friendly HQ and Mem-ber Service Center, the first on Guam,

was a strong statement of our commit-ment to the environment.

- Richard Northey, CEO

23

HAPO Community Credit UnionKennewick & Yakima, WA

Comm

unity Connected, Savvy, Secure

A successful credit union in the Washington Tri-Cities market, HAPO Community CU wanted

to grow and increase market productivity and efficiency. Based on market analysis of a large

geographic area and development of a five- to seven-year strategic branch plan, HAPO decided

they could prosper in new adjacent and remote markets. To do this most effectively they needed

a new branch business model and prototype that would increase performance and efficiency

and also deliver a strong and differentiating member and staff experience.

The new branch concept tells their brand story and provides an atmosphere that is enjoyable

and productive for staff and members alike. This prototype is being rolled out across HAPO’s

expanding market.

“I just wanted to say how absolutely impressed I am with the new branch.

We’ve been working together long enough that I knew there would be no

surprises. I was particularly impressed with the level of finish on all the details.

It’s everything that I hoped it would be – and coming in under budget was a bonus! Thanks to everyone on your

team for a job exceptionally well done. We look forward to continuing this

great relationship.”

- Steve Anderson, EVP/COO

25

Spokane Teacher’s Credit UnionSpokane, WA

Financial Educators, Savvy, Home-Town Friendly

An 18% growth rate, strong long-term growth potential, and a limited existing headquarters site

caused STCU to explore short- and long-range occupancy strategies for their operations center

and administration offices. NELSON was hired to develop their strategic occupancy plan, assist

in site acquisition, and design a new facility.

Future growth and staffing projections led STCU to locate their new headquarters in the suburbs.

NELSON renovated their existing headquarters into the main branch by adding a two-story

lighted glass entry block and reconfiguring the first floor. Curved forms were used for the teller

stations to provide a sense of privacy and reducing sound. Display areas were created for self-

service learning centers and locations for staff representatives to connect with members as

they move through the branch. Warm wood tones that reference the forest surrounding Spokane

created a welcoming environment. Ambient lighting evoked visual interest through modulation

and focused on points of key product communication.

For the new headquarters, STCU was able to purchase an ample-sized existing building for less

than one-third the cost of a new building. The extra space was fully leased, covering the majority

of their occupancy costs and allowing for the possibility of future growth when needed. NELSON

remodeled the building to create highly efficient, productive, and healthy offices plus an exercise

room, multiple coffee areas, war rooms, and a game room.

27

Yakima Valley Credit UnionYakima, WA

Relevant, Comm

unity Engaged, Family

YVCU was under-branched and their existing branches did not represent their current business

savvy and commitment to the community. Located in wine country along the Yakima River, YVCU

wanted to subtly reference its associated romance, yet present a bold and confident image.

They also wanted colorations that would appeal to a mixed audience of educators, business

owners, farmers, and the large Hispanic population.

The strong building statement suggests a traditional winery structure with curved and capped

end panels, simple steep roof design, and an entry that references historic downtown buildings.

A large plaza area is used for displays and outdoor community events. Upon entering, members

are greeted, move past merchandising displays, and are served at the modular teller line. YVCU

continues to apply the same brand expression to new and existing branches alike as they growth

throughout the market.

29

Fort Worth Community Credit UnionArlington, TX

Inspired, Intriguing, Bold, Energetic, Texas

FWCCU’s new community charter was ushered in with a bold branch prototype that projects

their understanding of member and community values and interests, enhances existing

relationships, and entices target non-members to join. The building design is based on a

regional architecture style typical in the late 1800s using local Austin stone and large wood

beams to convey strength and historic reference, all within a modern building. One of the most

appreciated features is the water misters that cool the hot Texas air at the entryway trellis. The

benefits FWCCU has seen are strong market positioning, enhanced community awareness,

and growing return-on-investment.

31

TCU Financial GroupSaskatoon, Saskatchewan

MOdern, W

orld-Class, Efficient, Highly Productive

As the costs for staffing and facilities rendered traditional models unviable for future branches,

TCU Financial Group was in need of a new branch business model that would increase member

development, substantially reduce staffing needs, and accommodate declining transactions.

Working with their team, our branching strategists, architects, and designers helped envision a

new branch business model and brand image, resulting in a 1,600 square foot express branch.

The branch features hoteling offices, video conferencing, as well as a technology bar that

promotes members to engage with the company though remote delivery channels. The plan

allows direct access to the branch and to an investment office from Personal Teller Machines

and staff any time of the day.

33

Red Canoe Credit UnionMulitple Locations, WA

Bold, Modern Northwest, M

emorable

RCCU (formerly Weyerhaeuser Employees’ FCU) had taken a bold, new, Northwest-inspired name

and brand when it changed from a select employee group to a community charter. With a name

not to be forgotten, it needed a new retail branch identity that was equally memorable. This new

prototype and business model was developed to support the new brand and identity. Inside,

strong design elements include a “grove” of birch trees near the waiting area and a palette that

incorporates its namesake red along with pale icy blue to create a distinctive modern Northwest

feel—different from any bank or other financial institution in the market. The exterior plays off the

curvature of a canoe and creates a unique, branded element that is being incorporated into all

future branches. Strong name, strong brand, strong positive experience.

“We are thrilled with the functionality and unique design created by NELSON

Design. They have allowed us to provide convenient service through

a lively atmosphere with modern appeal. Our members have responded

favorably toward our branch design and interior finishes. Our 16-year

relationship with NELSON continues to pay us dividends.”

- Bob Kane, President/CEO

35

Municipal Credit UnionNew York City, NY

Bold, Connected, Mem

orable

Municipal Credit Union in New York City serves over 300,000 members from a network of

branches. They needed a new branded brand concept to help differentiate them in their

market, and substantially enhance the member and staff experience. Following is the

NELSON brand experience brand translation and branch business model transformation for

a new branch on Staten Island. This work was completed with Weber Marketing Group, a

longtime strategic partner, in a competition with other national firms at the Financial Brand

Forum this year.

We wanted to design a new experience authentic to municipal workers’ rich heritage; one that

could delivery real guidance and help. First we had to identify a link to a unique space municipal

workers would be proud to call their own. To do that, we wanted to understand what MCU

members share with other New Yorkers, and what makes them unique.

37

Norlarco Credit UnionFort Collins, CO

Financial Fitness, Unique, Outdoor Lifestyle

NCU wanted a branch so unique that it would cause people to come to the branch just to

see it. To out-shine and out-perform every other financial institution in the market required

differentiation by delivering an exceptional member experience and enhancing staff success,

member development, and share-of-wallet. NELSON studied the members, community, and

competitors to understand the market cultural and financial service baseline. This inspired the

new branch prototype concept built on “physical fitness and financial fitness.” The unparalleled

experience draws both members and non-members in and they realize how well this institution

understands their lifestyle and life cycle needs.

39

Aloha Pacific Credit UnionMultiple Locations, HI

Ohana, Family, Trust, Professional

Facing strong and growing competition, this credit union sought a distinctive branch that was

unlike any other island mainland branch. The new branch environment embraces the unique

values and needs of its target members and embodies its brand statement: “Building Lasting

Relationships.” Several key concepts helped to drive the new branch model: a local Ohana

style, innovative, and comfortable yet professional, a club feel, and an intimate “living room”

that embraces a multi-generational family structure. Warm, medium-tone woods, lava rock, and

board-and-batten interior walls are mixed with modern merchandising feature walls, plasma

screen video communications, and new web and cash delivery technologies. The new branch

concept delivers on the promise to expand existing relationships and build new ones. The

concept increases ROI and has been expanded to other branches throughout Hawaii.

41

Our Community Federal Credit UnionShelton, WA

High Quality, Comm

unity Presence, Convenient

OCFCU’s new name says “community” and they needed their new headquarters building to

show their dedication to community as well. NELSON created this facility to express the high

quality, neighborhood-oriented brand in its rural setting. It serves as a main branch, call center,

and administrative offices, and was designed and engineered for future expansion of up to

10,000 square feet. Large-sized windows allow natural light while sunshades protect from the

glare of the sun. The selection of quality materials was developed to meet OCFCU’s goals of

long-term facility use, easy maintenance, and to communicate excellence and hometown pride.

41

43

iQ Credit UnionVancouver, WA

Modern, Visionary, Com

munity Values

A complete renovation transformed a vacant 4-story, concrete-frame 1960s building into a

new corporate headquarters and flagship branch. The new branch lobby was expanded to

create a dramatic two-story height entry with a curved roof. Following an extensive, multi-step

process, the project and its public art installation were approved by the City of Vancouver

Design Review Committee, anchoring a district of unique early-modern buildings. By

re-purposing an iconic, existing building, this cost-saving opportunity is returning high market

visibility on an exceptional investment.

43

45

Yolo Federal Credit UnionProject Location

Hip, Local, Fun

Strong competition from well-established banks in this unique college town demanded a

powerful and fun new brand image to attract and retain agri-professionals, business owners,

college professors, and students alike. The new image that NELSON developed focuses

on agriculture and the natural beauty of the region: the vault is clad in corrugated siding,

suggestive of the grain silos that dot the landscape; and over-scaled photographs of wheat,

corn, grapes, and sky are prominent. Their operating model delivers smart, personal, and

professional banking services — all within a welcoming and visually engaging environment for

both staff and members.

“As a local based credit union, we have very close ties to our community and

strong feelings about our commitment but were not able to translate those into

a branch. NELSON listened and the result was a branch that is unique to us

and the manifestation of our commit-ment and warmth to our community.”

- Clyde Brooker, CEO

47

ACCU wanted to grow through branch expansion and needed a new business model and

prototype it could roll out across its broad market area. The desire was to offer a traditional

cash delivery method while providing a fresh, bright, and professional look. To increase

account balances, merchandising and messaging were integrated into the architectural design.

An interior pathway was designed for maximum discovery of products and services during

each visit. The displays also promote the credit union’s commitment to the community and

involvement in many charities and local events.

Southwest Lifestyle, Professional, Engaging

Arizona Central Credit UnionPhoenix, Arizona

49

Columbia Credit UnionWashougal, WA

Smart, Green, Com

munity Values

In order to position their institution as the most progressive and community sensitive in the

market, CCU pursued a cause that was culturally important to the staff and members — be-

ing a “going green” leader offered the perfect opportunity. The management team and board

embraced the idea and created a 360-degree sustainability initiative through products, services,

pricing, credit union culture, community involvement, and facilities. NELSON designed their

green prototype and applied it first at their Washougal and Grand Central branches, each of

which earned LEED® Gold certification. Green features include natural ventilation, skylighting,

rainwater collection, low maintenance landscaping, high efficiency lighting and HVAC, and the

use of local building materials. This green initiative delivers a positive impact on members, staff,

community, and the planet — as well as to their corporate image and bottom line.

“From the eco-charrette exercises to fo-cus our attention on abundant natural resources, to exceeding our LEED cer-

tification goal — NELSON was certainly pivotal in Columbia’s history making.

Thanks to what NELSON brought to the table, Columbia is the first financial in-stitution in Washington State to garner

the NC 2.2 Gold certification and first financial institution to be LEED certified

in Clark County.”

- Steve Kenny, President/CEO

51

Vancity Credit UnionVancouver, BC

Innovative, Comm

unity-Focused

NELSON designed a comprehensive prototype package for new branch standards and imple-

mented the new design into two existing branches. The concept of “Community Catalyst” will

be used on all future new and remodel branch projects. NELSON interviewed user groups and

worked closely with Vancity fully understand what the Vancity brand represented within their

community.

The retail branch prototype was developed to attract a younger clientele, and also to create

an inviting space for neighbors to gather. Bright materials, and colorful, bold furnishings pop

out in the hip design for this progressive credit union. As part of their goal to give back to the

community, Vancity offers their “Think Tank” conference room to local small businesses and

non-profits to use as an office or meeting space, and they frequently host larger community

events in the lobby.

Both branch projects are LEED® registered, targeting LEED Gold.

53

Branch Network Optimization | Brand MappingRepurposing the branch, development of new business models, and evolving

customer expectations require reassessing and re-engineering branch networks.

We must create highly effective and efficient branch location and configuration

strategies that maximize target market penetration, growth, and share-of-wallet

while reducing operating costs over the short- and long-term.

Using psycho-demographic and financial use demographic data we are

helping our clients engineer highly productive branch networks that answer

critical questions about branches. Should a branch be remodeled, expanded,

downsized, closed, or relocated to enhance performance and ROI?

Working with Weber Marketing Group, NELSON takes the work even further. It is

used to custom-fit each branch to each market. For example, one location may

be highly productive as a retail branch with mortgage, while another location

might provide high potential for wealth management, while yet another might

focus on small business and commercial relationships. Every market is unique.

With our help you can apply the perfect array of services to each market helping

to limit resources and provide what the market wants and needs.

Our recent survey of banks between $300 million and $50 billion indicates that

most financial institutions will be adding branches over the next five years. Since

branches are here for the foreseeable future and their cost is high, let’s generate

the highest possible return by delivering a unique and highly productive branch

experience in the right place, at the right time, and for the right investment.

Reengineering toward market perfectionBuilding high market efficiency and target market penetration

Detailing brand alignment to the block group level Aligning branch types, sizes, staffing, lines of business, & retail strategy with market characteristics & potential

Back of House

Merchant

HotelHotel

ConferenceInvestments

Brand Feature

Waiting

Brand Feature

Entry

Branch Manager Mortgage

MortgageVestibuleATM

55

About NELSON NELSON is part of a global design, architecture, engineering, branding, space

planning and space management organization. For almost 40 years we have

provided our clients with strategic and creative solutions that positively impact

their ideas, goals, objectives and environments. Our integrated service delivery

network includes nearly 600 Teammates in 25 locations, which allows us to

work effectively with clients on projects across the country and around the world.

NELSON’s mantra is Focused on Creation, Passion to Deliver. In everything

we do, we are committed to providing exceptional services and delivering

outstanding results. We value equally both design and delivery, taking our cues on

what to emphasize from what our clients value. Above all, we view our clients as

partners and we are committed to our combined success.

Looking to the future, we’re excited to discover new ways to bring value to our

clients while providing anytime/anywhere service in the most efficient, effective

and beneficial ways possible.

Our team has written the most comprehensive books on customer and market

analysis, operations center planning, strategic branch planning, branch business

modeling and new concept development, retail planning and merchandising,

design, and architecture for financial institutions. Most recently Paul Seibert

has completed a compilation of more than 50 articles written for the financial

industry across the past five years.

We have completed more than 1,900 branch facilities and more than 20 million

square feet of corporate design. These branches include technology kiosks,

micro-in-store branches, express branches in malls and shopping centers,

freestanding branches, headquarters facilities, and regional hub branches.

57

GlobalFootprintIn addition to the main office locations listed in bold

below, NELSON has Teammates who work onsite

at our clients’ offices, affiliate offices, and telework

telework locations, which are highlighted in gray.

Working with partnerships and affiliates, NELSON has

completed numerous projects across the globe for

many of our clients.

57

59

What Makes Us Different Understand market & branching strategies through planning and

brand development work

Our team is one of the leading strategic branch planning consulting groups

for financial institutions in the U.S. This work includes member demographic

analysis, branch audits, market prioritization, branch modeling, and brand image

recommendations that translate into physical environments and convergent

branding recommendations. With a comprehensive understanding from

operations support, to outside vendors, to sales infrastructure, to training and

motivation, to member satisfaction, and development of FI relationships — we

understand how to maximize return in each target market.

Numerous industry awards

Year after year, we continue to win nationally-recognized awards from the

financial industry for our work creating new retail branch environments.

Know what works and what doesn’t

We understand the function and management of operations centers and

branches from the inside out. We have seen many “new” concepts tested and

the direct and indirect factors that contribute to the success or failure of each.

This knowledge can save significant time, money, and frustration, while helping

to guarantee the success of every new facility.

Vast facility planning and design experience

We have completed over 1,900 branch facilities from technology kiosks, to

micro-in-store branches, to express branches in malls and shopping centers,

to freestanding branches, to regional hub branches. We have assisted in the

implementation of ATM programs over large regions. Additionally, we have

completed millions of square feet of planning, design, and architecture for

corporate offices and headquarters across the nation.

Going Green

NELSON is a member of the U.S. Green Building Council. Our LEED® Accredited

Professionals can steward building projects in going “green” or attaining LEED

certification.

Design advanced technology centers, self-service kiosks, and

web cafés

With years of technology design experience, we have learned the science of

customer behavior and technology integration to effectively produce technology-

enhanced environments that are inviting, entertaining, effective, and get used.

Wrote the most comprehensive books on retail branch & operations

planning for financial institutions

Our team has written the most comprehensive books on customer and market

analysis, operations centers, strategic branch planning, branch business

modeling and new concept development, retail planning and merchandising,

design, and architecture for financial institutions in the U.S.

Completed an ergonomic design white paper on the impact of the

environment on employee and member performance in financial

institutions

With knowledge from our study and years of experience, each analysis examines

common design problems and recommends changes to create a productive

ergonomic environment that improves staff satisfaction and retention, customer

satisfaction, and creates a positive and successful work environment.

Integrate security into branch design recommendations

We have more than 35 years of experience integrating security planning into

our branch design recommendations to create effective service and sales

environments with high security standards. Paul Seibert recently worked with the

FBI in the creation of SafeCatch® planning to minimize robberies and enhance

member development.

61

Branch & Headquarters DesignPaul Seibert, along with NELSON, is well known for its high performance branch

and headquarters design. In addition, we provide on-going application of

branches for some of the largest banks and credit unions across North America.

This work involves full applications of branch prototypes, branch auditing, and

then application of “brand wraps” to existing and newly acquired locations,

scheduled remodeling, site due diligence, real estate acquisition assistance,

technology integrations such as Personal Teller Machines and drive-thru

evolution, kiosk design and placement, and network wide project management.

On the administration side, we are helping our clients with space and change

management, design, specifications, project management, furniture selections.

Additionally, we team with our clients in the development of their standards

manuals and management. With locations across the nation, we offer local

knowledge and efficiency with national reach.

63

SafeCatch®

NELSON worked with the FBI for two-years to develop SafeCatch® and

SafeCatch® Architecture, a robbery prevention program that is proving to

thwart a substantial number of robberies and attempted fraud while increasing

customer development and staff satisfaction at institutions across North

America. The application of SafeCatch® in prototypes helps engineer a

powerful customer experience by increasing staff engagement with customers

— motivating them to interact rather than just transact. The design concepts

can substantially reduce robberies by 40-70% network-wide. Simultaneously,

branches are increasing performance and productivity. All of the retail branches

illustrated in this book integrate best practice member development and

SafeCatch security design principles.

Paul Seibert is a certified management consultant, has managed corporate

facilities for two national banks, and has written six books on bank and

credit union planning and design. As Principal of Financial & Retail design at

NELSON, he has completed more than 1,900 branches across North America.

Paul supported Larry Carr of the FBI in the development of SafeCatch® and

SafeCatch® Architecture.

Paul Seibert

Call Paul Seibert, for a presentation of how SafeCatch® can easily be applied to your branches

at little or no cost while still providing

excellent results.

The Same path, but member and robber’s experiences are significantly different

Concierge guides 360° member experience High staff visibility to lobby and teller area

65

Green DesignWhat is LEED?

LEED is a third-party certification program and the nationally accepted

benchmark for the design, construction, and operation of high performance

green buildings. LEED gives building owners and operators the tools they need

to have an immediate and measurable impact on their buildings’ performance.

LEED promotes a whole-building approach to sustainability by recognizing

performance in five key areas of human and environmental health: sustainable

site development, water savings, energy efficiency, materials selection, and

indoor environmental quality.

LEED Accredited Professionals

Our numerous LEED Accredited Professionals (LEED AP) on staff have the

knowledge and skills to successfully steward the LEED certification process.

Each has demonstrated a thorough understanding of green building practices

and principles and is proficient with LEED requirements, resources, and

processes.

Options Beyond LEED Certification

We can work with you to make your buildings more efficient and environmentally

friendly through numerous means—without the cost of gaining LEED

certification. Some of our clients opt for best-practice sustainable design without

the LEED rating.

Sustainable Design - Highlighted Examples

The Coast 360 FCU headquarters and flagship branch was designed and built

to strict USGBC criteria and is LEED Gold certified. It is the island’s first private

LEED building, transforming its brand and community position.

After thorough analysis, Weber Marketing Group chose to incorporate

best-practice sustainable design into its new offices rather than pursuing

LEED certification.

Columbia Credit Union’s new green branch prototype was developed to

support the goal of LEED Gold certification at each branch. Sustainable design

features include a rainwater-collection tank and omnidirectional skylights. The

new branches will save up to 13,000 gallons of water per year and 50% in

energy costs.

67

Production, Rollouts & Project ManagementWhile NELSON produces some of the most creative and productive branded

retail designs and headquarters architecture in the country, it is not enough to

just produce award-winning designs; we must deliver those designs on time and

within budget to support our clients’ business objectives. We employ rigorous

value engineering in the initial design work and then constantly reapply the art

throughout the design application to multiple locations. Additionally, we work

with our clients to measure the success of each new location or remodel and

fine tune the design to drive constant improvement in the brand experience,

operations, and budgeting.

Our pricing structure on multiple projects is very competitive as we employ

advanced project management techniques to respond to new circumstances

and continually enhance accuracy. The result for our clients is the secure

knowledge that their projects will be completed right every time, good

relationships will be forged in every market, and they can focus on the business

of running a profitable financial institution.

It is critical that the design and architectural partner designing and delivering

your projects in multiple markets with different environmental conditions, code

requirements, and cultural norms has experience in many diverse markets.

Our work extends across North America, Hawaii and Guam. Our clients can be

assured that we have a clear understanding of on-the-ground conditions before

design starts: jurisdiction expectations, CC&R requirements, best materials

in terms of use, cost, and constructability, and contracting characteristics.

In this way we can team with our clients to provide moderate to full project

management throughout every project.

NELSON is more than just a branch or headquarters design firm. We are a

strong business partner that provides added value from start to finish and

beyond.

Financial ClientsWe have a long list of clients that help express the breadth of our experience

and geographic range. We must thank them for the thousands of projects that

have helped to build our expertise and our ongoing relationships. Following is a

partial list:

Pacific Cascade CU

Pacific Community CU

Peninsula Community FCU

PMA Financial Network

Power One FCU

Purdue Employees FCU

Qualstar CU

Red Canoe CU

SF Police CU

Sandia Laboratory FCU

Seattle Metropolitan CU

SELCO Community CU

Shell New Orleans FCU

Sound CU

Southern Oregon FCU

Southern Utah FCU

Spokane Teachers CU

TCU Financial Group

Travis CU

Tucson FCU

TwinStar CU

Universal City Studios CU

Valley CU

Vancity

Velocity

Verity CU

Washington State Emp. CU

Watermark CU

Wauna FCU

WestStar CU

Credit Unions

Advantis CU

AEA CU

Air Force FCU

Aloha Pacific FCU

Andrews FCU

Apple FCU

Arizona Central CU

Arizona State CU

Beehive FCU

BECU

Black Hills FCU

BlueShore Financial

Campus FCU

Cascade FCU

Catholic CU

Coast 360 FCU

Columbia CU

Commonwealth CU

Community First CU

Consolidated FCU

Consumers CU

Eagle Legacy CU

Electra CU

Electrus FCU

E-Trade Financial

Fibre FCU

Financial Partners CU

First Tech CU

First New England FCU

Fort Worth Community CU

Greater Nevada CU

HAPO Community CU

Harborstone CU

Hewlett Packard Employees CU

Horizon CU

Industrial CU

Interior Savings CU

iQ CU

KeyPoint CU

Kinecta FCU

King County CU

Kitsap CU

La Capitol FCU

Lockheed FCU

Marriott Employees FCU

Matanuska Valley FCU

Michigan State University FCU

Mission FCU

Missoula FCU

Navy FCU

Norlarco CU

North Shore CU

Northwest Community CU

Numerica CU

NuVision FCU

NIH FCU

Oak Trust CU

Orange County’s CU

Our Community FCU

White River CU

Wildfire CU

Woodstone CU

Yakima Valley CU

Yolo FCU

Banks

Bank of America

Bank of Oklahoma

Bank of Clark County

Bank of New York

Banner Bank

Beal Bank

BMO Harris

Cascade Bank

Chase Bank

Charles Schwab

City Bank

Citizens Bank

CNA Financial

ConnectOne Bank

Columbia Bank

Duff and Phelps

Evergreen Bank

Family Savings

FDIC

First Mutual Bank

First Nations Bank

Fortune Bank

GFFG

HSBC

HomeStreet Bank

Interior Savings

JPMorgan Chase

Key Bank

Merrill Lynch

Mitsubishi Bank

Morgan Stanley

Mutual of New York

National Bank of Alaska

Olympia Federal Savings

Pacific Continental Bank

Pacific First Bank

Pacific NW Bank

Piper Jaffray

PLS Financial

Prudential

RBC Bank

Royal Bank of Canada

San Juan County Bank

Sterling Bank

Sumitomo Mitsui Banking Corp.

TD Bank

US Bank

Umpqua Bank

University Savings Bank

Washington Federal Savings

69

ServicesArchitecture, Interior Planning, & Design

Branch Business Modeling & Prototype Development

Merchandising & Technology Integration

SafeCatch® Architecture for Robbery Mitigation

Architectural Planning & Design

Site Selection & Analysis

Property Purchase Due Diligence

Purchase Agreement & Lease Agreement Consultation

Site Planning

Adaptive Reuse Analysis

Zoning and Permitting Strategies

Operations Programming & Space Planning

Interior Design

Workstation Analysis & Recommendations

Interior Finish Selection & Specification

Project Budgeting & Development Planning

Construction Documents

Bidding and Negotiations

Construction Observation

Branch Business Modeling & Prototype Development

Brand Analysis

Style, Voice, & Vibe Review

Brand Translation into Multiple Business Models

Catalyst for Organizational Change

Cultural & HR Shift Recognition

Brand Wraps

Performance Measurement

Strategic Branch Planning

Growth Strategies

Market and Member/Member Analysis

Competitor Analysis

Location Prioritization, Budgeting & Scheduling

Branch Audits

Implementation & Site Acquisition Assistance

Measurement Systems Development

Strategic Operations Planning

Strategic Operations Planning

Occupancy Options Development

Budgeting & Value Engineering

Existing Facility Analysis

Implementation Services

Tenant Planning & Management Services

Space Planning & Construction Documents

“As-Built” Measuring & CADD Documentation

BOMA Implementation

Leasing Manuals

Properties/Facilities Development Assistance

Organizational Structuring

Operations Occupancy Standards & Long Range Strategies

Furniture and Equipment Standards and Strategies

Real Estate Acquisition Management and Strategies

Facilities Planning, Standards & Project Manuals

Relocation & Move Management Services

Move Planning & Scheduling

Logistics Coordination

Technology Relocation Expertise

Project Management & Administration

Project Budgeting

Construction Management Services

Audits

Design Integration

Bidding & Negotiations

Project Budgeting

Contractor Selection Assistance

Contractor Coordination

Design/Build

Traditional Construction Methods

Furniture and Equipment Purchasing Coordination

Bidding and Negotiations

Engineering Coordination

Code Review & Jurisdictional Coordination

Submittal Review

Project Management & Administration

SafeCatch

Office Experts4Top100Giants

one of

Rankings

Top100

Giants9# #

71

Recognitions & AwardsNELSON is honored to have been recognized for both our individual project work

and achievements as a company by industry publications and peers alike.

BIA Building Excellence Award

Credit Union Journal - Best

Practice Award

CUES Supplier of the Year Award

CUES Golden Mirror Award

IESN Illumination Design Award

DJC TopProjects Award

CUNA Diamond Award

Clark County Community - Pride

Design Award

Architecture Firms 7Of fice Sector

Giants#

+

NELSON is proud to announce that its Radian Group

Inc. project has received an Honorable Mention from

the 7th Annual International Design Awards. The IDA’s

selection juries reviewed over 1000 submissions

from architects and designers of interiors, fashion

products and graphics from 52 countries around

the globe.

Infinite Peripherals has been named the

recipient of multiple awards including:

NELSON’s Boston office was awarded Gold

in Interior Design Competition by the 8th

Annual International Design Awards for the

Google, Cambridge Campus Expansion,

Massachusetts Project.

GOOGLEAWARDED GOLD

RED2014

73

Publications 20 years ago, our firm decided to expand its competitive position in the North

American market by expressing its expertise through books, white papers,

articles, seminars, and great work rather than through advertising or hiring a

sales force. We remain at the forefront of innovation, relevance, and practical

application as we constantly share our knowledge, opinions, and case studies

to the financial industry and our competitors. This investment has proved to be

rewarding for both our firm and our clients.

Paul Seibert has written six financial industry books:

• Complete Guide to Credit Union Facilities, CUES

• Facility Planning and Management for Banks,

Sheshunoff & Co.

• Credit Union Facility Strategies, Planning and Management,

CUES

• Facilities Planning & Design for Financial Institutions: A Strategic

Management Guide, Irwin/Times Mirror

• Credit Union Facility Planning and Management, CUES

• Credit Union Facility Planning: From Strategy to Reality, CUES

Each year we hold a financial industry summit where we share what we

are learning about evolution in the financial industry with topics such

as creating a unique and powerful branch, living the brand through

environmental and experience design, SafeCatch Security, branch network

optimization, headquarters branding and design, and other current issues.

Seibert has also written many articles for national bank and credit union

publications on topics such as:

• Branch network optimization

• Mergers, acquisitions, and facilities

• Branch performance optimization

• Trends in retail branch planning

• Brand image development and delivery

• Safecatch® and robbery reduction

• Going green----brand, culture, and image

• Trends in operations and headquarters planning

• Real estate strategies

Facilities SolutionsFinancial Industry Planning & Design

Since 2009, Paul Seibert has been writing a monthly column for the Credit

Union Executives Society (CUES) website. In this “Facility Solutions” series, Paul

writes about branch and headquarters branding and design, strategic branch

planning, strategic operations occupancy planning, industry trends, technol-

ogy integration - the list goes on. These articles have been compiled into a free

eBook, Financial Industry Planning & Design.

Facilities Solutions

Financial Industry Plan-

ning & DesignNELSON

passion to focused on

Would you like a copy of our ebook? Send us an email at PSeibert@NELSONon-

line.com with your name, title, company, contact information, and let us know if

you opt in or out of our email list.

75

Resources Webinars

BlueShore Financial Lives their Brand

10 Attributes of a Successful Prototype

10 Branch Delivery Options

Branch as a Catalyst for Change

Branch Transformation

All the World’s a Stage

The Branch as a Killer App

Additional Articles

SafeCatch: An Educational Partnership Offering

Customer Development and Less Crime

Time For Branch Optimization

Tomorrow’s Branch: Designing Better Relationships

Something New in the Neighborhood?

Branching Out

Technology into the Customer and Branch Experience

Mine Branches for Big Savings

Personal Teller Machines - Your Brand and Bottom Line

Branch Staff—New Roles, New Expectations.

Staffing Through the Branch Evolution

Branching is not DeadBranching is not dead. In fact, it is thriving in new forms—in sizes, staff

composition, technology integration, and methods of revenue generation. We

were asked to compete with other national design firms to create a new, highly

efficient and productive design, while delivering a unique brand experience.

Municipal Credit Union in New York City serves over 300,000 members from

a network of branches. They needed a new branded brand concept to help

differentiate them in their market, and substantially enhance the member and

staff experience. Following is the NELSON brand experience, brand translation,

and branch business model transformation for a new branch on Staten Island.

This work was completed with Weber Marketing Group, a longtime strategic

partner.

About MCU

What first intrigued us about Municipal Credit Union’s unique challenge was the

amazing bond MCU shares with their hard working members. Their members

are incredibly diverse—ethnically, in their ages, and in their careers, and

geographically spread across all five boroughs. But they are connected in their

service to the 8 million people of New York City. What many of them share in

common is what many American families struggle with every day—they need

help to reach their financial goals and their dreams.

Check out the full story on the NELSON Website at www.NELSONonline.com

Experience Branding

Branding & Image Development

Retail Branch Design

Strategic Branch Planning

Merchandising Integration

Real Estate Strategies

Strategic Operations Planning

Architecture, Engineering, & Design

Sustainable Design

Construction Management

360° Solutions

nelsononline.com

Exchange Building, 821 2nd Ave, Ste 410, Seattle, WA 98104T 206.223.4999 TF 877.897.4999 F 206.223.4990