• Led 6 teams of 90+ analysts responsible for managing exposure of marginal credit card accounts including handling 40k monthly inbound calls from card members regarding account closures and credit line reductions. • Inherited team with quality scores at 80%. Initiated a study, identified opportunities for improvement in call flow, and created a new process partnering with support groups and an analyst pilot team. Increased quality score to 87.8% within 5 months decreasing call flow errors by 50%. • Inbound service levels were 48% with an abandoned rate of 23%. Coordinated a drive to realign analyst shifts, modify letter volumes and create a plan to rotate analysts from excess capacity from secondary to main splits. Increased service level to over 80% for last 3 months with a 1.73% abandoned rate. • Implementing of Home Equity philosophy led to numerous errors. Played key role in clarifying lending philosophy by working with multiple partners to refine the strategy, personally trained analysts. Developed a post implementation plan which showed improved analyst comprehension and execution. • Inherited a team with analyst phone availability of 86.7%. Analyzed data to understand the gaps in production with consultation from analysts. It was determined that analysts were manipulating the process to obtain handle time goals. Created reporting to track time off phone, adjusted handle time goals and communicated rational to staff. Increased rate to 94.02% within several months.

Led a team of 6 business analysts responsible for allocation of resources on daily basis along with collaborating with Operations and Capacity teams on modifications to existing plans based on trending and analysis. Oversaw allocation of resources from for multiple departments as situations warranted. Directed to create a document for a meeting to educate management on changes. Led team to create metrics, document and facilitated meeting to give updates on 8 departments and explain upcoming adjustments. Improved lines of communication and educated level of leaders of trends within other areas. Inherited inexperienced group of analysts in startup of a new group. Directed to establish metrics along with training and coaching plan for the staff. Developed a highly effective team who were self sufficient and produced high quality work. Department was responsible for production standards for 8 groups within the lending department. Each department had a different methodology in creating production standards. Collaborated with teams to create a uniform method to maximize production. Changes increased production leading to an improvement equivalent to 12 FTE

• Led 5 teams of 80+ analysts responsible for making judgmental decisions on credit card applications. Responsible for production, quality and available time goals. Managed group of 5 business analysts with responsibility to explore new lending opportunities, audit existing programs and assess performance of past initiatives. • Managed department responsible for calling customers filtered by global site. Call rates were below department standards. Created analytical data, educational materials and coaching programs to improve call rates. Increased call rated from 45% to 65% within months of the initiation of the program. • Partnered with Quality team to review disputes. The dispute rate between groups was 31%. Collaborated with quality management and peers to come together on a plan to calibrate managers and quality analysts and enforce the changes with managers after rollout. The rate decreased to 9% within 6 months of initiative. • Member of a team during an audit of the lending department. Responsible for making sure all policies and procedures were updated and within regulatory compliance. Acted as a subject matter expert for the auditors during the exercise. The department passed with no significant findings. • Managed a team responsible for locating new populations of work for judgmental review that would increase booked account goal while adding value. Led team to review analytical data, review ideas from lenders and listen to customer calls. Team identified populations, created business justifications and implemented within test groups. Multiple initiatives were put into production increasing booked account goal

• Led teams of 15-25 of judgmental lenders responsible for meeting lending, quality, available time goals along with maintaining employee files and writing performance reviews• Manager of a team with Employee Satisfaction of 48%. Assessed that the team with not motivated and disgruntled causing the low scores. Created focus groups and interviewed individual analysts to create an action plan to improve morale. Through direct managing and coaching of the staff increased the rate to 72% in 3 months and 90% within a year. • A site closure along with department expansion created a need to hire a large group of analysts. Was responsible for the interviewing, hiring, training and on boarding of 60+ analysts. Developed a strategy with two unit specialists to create training material, the on boarding program and managed the team during the first 60 days. Groups were successfully integrated to meet department standards within 90 day period.