In 1966, Dee Hock was vice president and general manager of the BankAmericard department at the National Bank of Commerce in Seattle and chairman of the National Executive Committee of BankAmericard issuing banks. Concerned that the program would be overwhelmed by system failure, he suggested forming organized national committees to assess the problems and seek a long-term solution. The suggestion was endorsed by Bank of America and unanimously adopted, and Hock was then made chairman of an executive committee to lead the effort.

The committee’s solution was to create a new company, National BankAmericard, separate from Bank of America and controlled by the banks that issued the card. Mr. Hock was named president and chief executive.

Hock quickly became part of an ad hoc committee of fellow BankAmericard licensees seeking to strengthen the system. They began to brainstorm an entirely new approach to card acceptance and settlement—a distributed, decentralized network with clear rules governing the system and all participants having an equal voice and vote.

Hock started out in banking in 1949, and by 1966 he was vice president and general manager of the BankAmericard department at the Seattle-based National Bank of Commerce, as well as chairman of the National Executive Committee of the BankAmericard issuing banks. The article also says the National Bank of Commerce had become one of the first six U.S. banks licensed by Bank of America to issue BankAmericard.

As an executive at the National Bank of Commerce in Seattle, Hock was tapped in 1968 to head a committee of licensees that would reorganize Bank of America’s credit-card business, then known as BankAmericard. He sought to improve operations in an industry that was near collapse from fraud and managerial problems.

Hock was a vice president at one of BankAmericard's licensee banks. At a 1969 meeting of banks in Sausalito, California, Hock talked a group of other bankers into forming a committee.

In 1968, a **manager at the National Bank of Commerce** (later Rainier Bancorp), Dee Hock, was asked to supervise that bank's launch of its own licensed version of BankAmericard in the Pacific Northwest market. ... Hock suggested to other licensees that they form a committee to investigate and analyze the various problems with the licensee program; they promptly made him the chair of that committee. ... The international licensees soon encountered a variety of problems with their licensing programs, and they **hired Hock as a consultant to help them restructure their relationship with Bank of America**, as he had done for the domestic licensees.

The entry says that in 1968, a manager at the National Bank of Commerce, Dee Hock, was asked to supervise that bank’s launch of its own licensed version of BankAmericard in the Pacific Northwest market. It also says Hock realized the BankAmericard licensee program was in disarray and suggested that other licensees form a committee to investigate the problems.

In 1966, Dee Hock faced a challenge when he was assigned to oversee a newly established credit card division at the National Bank of Commerce in Seattle: he harbored doubts regarding the usefulness of credit cards and had previously destroyed all of his own cards.

The encyclopedia says National Bank became one of BankAmericard’s first licensees and that Hock was promoted to manager of the bank’s credit card program. It further says that at a 1968 meeting of more than 100 bank licensees, Hock prodded the members to restructure the entire credit card operation and was elected head of the committee to resolve recurring problems.

However, many of the new licensee banks complained of delayed payment transfers and lack of adequate measures to prevent user fraud. **At a meeting of over 100 bank licensees in 1968, Hock prodded the members to restructure the entire credit card operation. Hock was elected head of the committee to resolve recurring problems.** ... He urged the member banks to take control of the BankAmericard program, and in 1970 they created **National BankAmericard Inc. (NBI), a consortium of banks that issued the BankAmericard.** This independent, nonstock membership corporation purchased the entire bankcard operation from Bank of America over the next few years and then began to administer and develop the BankAmericard system. **Hock was chosen to lead the new organization.**

When he gathered a hand‑picked group of bankers to a hotel in Sausalito in 1969, the task ahead of him seemed all but impossible. **Dee was charged with redefining the struggling BankAmericard program that was sinking under the weight of fraud and bad debts.** This work ultimately led to the creation of National BankAmericard, which later became Visa.

The article says Hock was a manager at the National Bank of Commerce and was asked to supervise the bank’s launch of its licensed version of BankAmericard in the Pacific Northwest. It states that he found the licensee program to be in disarray, suggested that other licensees form a committee to investigate the problems, and was then made chair of that committee.

The video narration says that Hock was a manager at the National Bank of Commerce and was brought in to resolve problems in the BankAmericard system. It states that he suggested Bank of America create a committee of licensees to investigate the program’s major problems, that he became chairman, and that the committee concluded Bank of America’s role had to be removed before the new National BankAmericard Inc. was created.

In 1967, he began managing the bank's credit card brand, BankAmericard, which was being licensed from Bank of America. Early on, **he convinced Bank of America to give up ownership and control of their BankAmericard credit card licensing program, forming a new company, National BankAmerica, that was owned by its member banks.**

Hock took leave of National Bank of Commerce to work with Bank of America and the licensing banks to craft his new system.

The system was on the verge of collapse when, in 1968, Hock was invited to a meeting of troubled licensee banks. He proposed a decentralized, non-profit membership organization owned by member banks that would operate the program. Hock convinced Bank of America to relinquish control of BankAmericard, and in 1970, National BankAmericard Inc. was born with Hock as its first CEO.

A pivotal summit concerning the BankAmericard system led member banks to demand significant changes. **Dee Hock was instrumental in driving these changes, convincing Bank of America to give up control of the system, which resulted in the formation of National BankAmericard Inc. (NBI), transforming it into a cooperative managed by the banks.** The establishment of NBI was a critical step in stabilizing and democratizing the credit card system, due primarily to the efforts of Dee Hock. During a critical summit addressing the issues of the BankAmericard system, substantial changes were demanded by member banks. **Dee Hock, playing a pivotal role in the negotiations, led the effort for these changes.**

The article says Hock was an official of the National Bank of Commerce in Washington state and was in charge of supervising the launch of the bank’s licensed version of BankAmericard. It adds that Hock initiated a restructuring effort after identifying problems in the existing system.

In 1966 Hock was **appointed general manager of the BankAmericard department of National Bank of Commerce**; he was brought in just in time to fix the chaos that was transpiring in the nascent system. ... In the midst of the arguments and finger‑pointing he rose and using his debate and persuasion skills **convinced the licensees to form a committee to look into the problems facing the licensing program; they agreed and made him chairman of that committee.** The committee concluded that BankAmericard had to be separated from Bank of America; following its recommendations in June 1970 Bank of America relinquished control and the banks created National BankAmericard Inc., with Hock **named president and CEO of NBI in 1970.**

The summary says Dee Hock, a card center manager from Seattle, proposed completely restructuring the existing system into a member-owned cooperative where competing banks would jointly govern a central organization. It states that this transformation culminated in 1970 with the creation of National BankAmericard Incorporated.

The article says that Hock worked at the National Bank of Commerce, which had licensed BankAmericard, and that he became involved in an ad hoc committee of licensees to strengthen the system. It describes the committee’s work as developing a distributed, decentralized network and persuading BankAmericard participants and Bank of America to join the new network.

Dee Hock is the **President of National BankAmericard.** This document refers to the organizational context in which National BankAmericard operated as a bank card association following the restructuring of the BankAmericard program.

This video description claims that Hock implemented the BankAmericard franchise at the National Bank of Commerce and, after a year of success, was named vice president of the BankAmericard card operation at the bank. It is a secondary, unsourced video description and is less authoritative than the written sources above.