Daniel Belue

Director, ABL Consulting Services, Dopkins & Company, LLP

40 Under 40 Category: External Field Examination

Biography:

As director of Dopkins ABL Consulting Service, Dan Belue is a leader in the firm’s efforts to monitor client relationships, staff coaching and training, as well as implementation and maintenance of Dopkins programs with the ultimate goal of delivering high-quality field examinations. A seasoned ABL professional diligently working on behalf of his clients, Dan routinely identifies areas of collateral weakness, including the deterioration of loan collateral, the adequacy of advance rates and provided appropriate recommendation for facilities in excess of $250MM. 

Dan remains on the forefront of providing innovative solutions for clients.  He leads the firm’s initiative in Monthly Recurring Revenue (MRR) collateral exams, a rapidly growing service in ABL as result of the boom in the Software as a Service (“SaaS”) sector. In addition, he has prepared an internal exam file that specifically addresses the MRR collateral structure and highlights any potential collateral risk related to the MRR. 

Dan joined Dopkins after completing his Bachelor of business administration from Niagara University in 2006, and currently resides in St. Augustine, FL.

What is the best professional advice you have been given and how have you implemented it?

Some of the best professional advice I have ever received is to not worry about failing, and to push yourself outside of your comfort zone.  Above all, always ask questions! No one is perfect at everything right out of the gate, and it can take time to fully understand all of the intricacies that come along in our industry. Time and again, if you put for a solid effort to attempt something new or outside of your comfort zone, you are sure to become a more experienced professional. You may not achieve 100% success after your first attempt, but making an effort to resolve an issue will undoubtedly improve your overall skill set. It is never wrong to ask questions, and colleagues and clients alike will likely appreciate the fact that you raised a question instead of just guessing at something you did not understand in order to complete the assignment.    

How would you define what a good leader is, and what can you do to reflect those characteristics as you progress in your career?

From my experience, a good leader is approachable, open minded, and dedicated to creating a positive environment. Exceptional leaders create an atmosphere where others feel comfortable in asking questions, provide prompt and constructive feedback, are organized, and maintain a level head.  It is all too easy to get caught up in the day-to-day tasks, but I constantly try to take time each day to reach out to colleagues to inquire how their day is going, and if they have had any issues. I also believe it helps to not only talk to colleagues about work related items, but to also inquire as to how they are doing overall in both their professional and personal lives. This allows for a better understanding of where the person is coming from and can create a better working relationship. I also believe that it is important for a good leader to have a sense of humor and the ability to laugh at oneself. A good sense of humor can help defuse almost any tense or overwhelming situation. 

How do you think the commercial finance industry can attract more young professionals?

The business case to create a culture designed to attract and retain younger talent is clear.   This is a demographic that is unprecedented when it comes to moving across industries to achieve growth for career advancement, and research has discovered a key factor NextGen leaders are seeking: leadership development.  The commercial finance industry would be well served to continue to implement leadership programs, whether by utilization of technology, onsite events, consistent and ongoing education are essential tools to drive employee engagement and retention. In addition, employees of all ages need to recognize what is important across generational lines, and how to successfully work with each other. For example, at Dopkins, we have a generational-diversity awareness program, that includes a cross-departmental Generational Diversity Committee, which has allowed our firm the opportunity to implement processes and procedures that attract rising talent that might not have even been an expectation for established leadership. In addition, younger generations want to work in an environment with a character and spirit they believe in.