Peter Pugliese

Northeast Sales Manager, Wells Fargo Capital Finance

Biography:

Peter earned a Bachelor of Applied Science (B.A.Sc.) Business/Managerial Economics from State University of New York College of Oneonta.  Peter is the Northeast Sales Manager and has been with Wells Fargo since 2003.  He is responsible for managing a diverse team focusing on middle- market ABL and Commercial Services Trade Capital and Specialty Products.  Peter previously worked at GE Capital and Bank of America in similar positions and is a leader in the industry.  Peter is active in various credit groups and charities. He lives in Smithtown, NY with his lovely wife Lyn and two children Alexandra and Nicholas.

Pete is normally the first person to reach out to new employees and introduce himself. He will want to get to know them and their interests, then introduce them to the rest of the team. And, like any great leader, Pete is constantly looking for ways to help these folks take that next step in their career and then keeping the door open for future opportunities as they grow and develop within the business.

Of course, all of this is accomplished without it feeling like it is his job. Pete recognizes and appreciates that he is fortunate to have a great team, but that he also works in a highly competitive environment and attracting and developing talent is a critical lever for success in the NYC market. Creating a positive work environment, investing in people and nurturing talent generally translates into better customer experiences and that makes this a winning formula. 

What advice would you offer to someone just starting out who wants to be a difference maker in their organization?

I would advise a new team member to work hard and have a passion for each job assignment. It’s about buying into an organizational culture and vision. A team member who works hard and has a “We” approach as opposed to one who brings more of an “I” approach, will ultimately be much more successful in the long run. It’s imperative for new team members to develop relationships with co-workers and look for mentors throughout the organization. The last piece of advice I’d have would simply be to be yourself. All companies want and need diversity. A new member at times will try and conform, and act like other employees when, in reality, the end product is always better with new fresh ideas.

What is your secret to success when it comes to building a successful and “connected” team?

The secret of building a team is creating a culture in which employees are looking forward to coming to work each day and are willing to take on new challenges. A team approach where each team member is working hard towards a common goal, with each member helping the other, creates a powerful team. Each individual has certain strengths and when they are meshed together you tend to have a solid group. We try and celebrate all wins and pick each other up on any losses. It’s much more fun to win as a team versus any individual accomplishment.

How do you balance work/personal time?

The balance between personal and work is critical to a company’s success. I always felt that we are all juggling three responsibilities at the same time – our family, friends and work. I advise my team that we should always pay close attention to our families, as it’s a very difficult one to fix. It is so important for all team members to spend time with family and friends and find the right balance. I think when you build a solid team, each team member will help each other so one doesn’t miss an important life event. An employee that has the right balance will be much more effective and focused on his work. 

How can commercial finance organizations retain their best and brightest?

In order to retain the best talent, we need to keep them challenged and recognize their success. In all aspects of life, no one likes to be taken for granted. It can be as simple as a pat on the back thanking them for their contributions. Communication with team members in both a team setting and one on one is important. Team members that have deep relationships with co-workers and are rewarded emotionally and financially will be retained.