Lead the CCO Investment Banking IT program execution for Control Room and Employee Compliance; supervise 2 staff members• Facilitate multi-year platform integration strategy and roadmap prioritization• Annual platform development and maintenance budget (~$10M)• Chair bi-monthly portfolio governance forum inclusive of status update, financials, resource capacity, issues escalation and change control review with business sponsors• Manage program delivery and oversight including charter scope, deployment risks and dependencies, and release tracking coordinating testing effort (IT & Business checkout)• Support Chief Compliance Office IB COO – program updates, compliance framework, regulatory actions

Provided oversight and governance for CCAR forecasting, model management and general policy and procedural assignments, ensuring all deliverables are met by respective functional teams across the Enterprise O&T FP&A organization; facilitate and promote synergies where possible.• Led the ongoing monitoring, validation, and documentation, development, and overall governance of the business planning and CCAR model inventory • Oversee the financial analysis and reconciliation, management review, attestation and submission of the quarterly CCAR/Stress Test results per both regulatory and Citi internally defined guidance and timeline• Coordinated responses to MRAs, Risks, Compliance and Audits related governance including Annual Risk Assessments/Quarterly Risks Assessments/Manager’s Control Assessments and adoption of newly defined risk and control items• Business Continuity across the EO&T organization and all other policy and procedural compliance

Collaborated with business planning officers to lead all aspects of IT portfolio, including bottom-up planning, business case initiation and approvals, portfolio structure, funding, change management, and financial analysis / forecasting. Supervised 7 staff members, and served as central interaction point with Global Technology Operations (GTO) partners and FINANCE for all portfolio associated support services. • Led annual IT portfolio planning for US business and executed alignment between business strategy and actionable priorities, resulting in achievement of financial target of over $300M in investment. • Directed adoption, adherence, and ongoing improvements to governance processes, ensuring effective cross - business communication with clear guidance and transparency for all planning-related events. • Conducted prioritization and review of portfolio chargebacks (application development, digital, call center, application maintenance, and infrastructure), maintaining average of 5% expenditure deviation from budget.• Assisted US business chief of staff by reporting updates on key transformation programs, cross-business dependencies, portfolio risk and opportunities, and any escalations with US business president.

SVP – Program Manager - Corporate Financial Planning and Analysis 2014 - 2017Acted as business owner and program manager for implementation of firm-wide Initiative Management System (IMS). Aided all Citi lines of business and functions with case reviews and approvals. • Headed Citigroup Executive Investment Council, facilitating prioritization and funding authorization, while managing execution and maintaining compliance of CFO-sponsored investment policy. • Oversaw all development and execution functions, supporting annual base operating plan and CCAR scenario forecasting for Compensation and Headcount Analytical Tool (CHAT) while leading 4 staff members. SVP – Technology Governance Lead - Controller Best in Class Finance 2012 - 2014 Served as primary interface between Technology and Global Function Finance on all budget-related activities while contributing to planning of technology book of work. • Instituted and maintained all business case submissions for technology development expenses encompassing both BAU and strategic investment, driving improvements to investment decision turnaround time and funding efficiencies for initiating new projects. • Established Technology Council as key management forum, providing single platform for investment review and enabling direct feedback and questions from relevant business leaders for quick decision making.o Covered areas, including book of work financials and business case review, funding approvals, and process / control improvement opportunities.

VP – Process and Governance Lead - Investment Bank Finance and Business Management 2012 Spearheaded all responsibilities related to IB Tech business cases. Automated approval workflow, enhanced quality assurance, and enforced governance adherence to JPM corporate standards. • Led process redesign, requirements gathering, communication, and relationship management efforts for multi-phase deployment as part of PPM tool re-engineering process, driving improvements to annual technology planning process, reducing cycle time, and enhancing accuracy in managing budget variance.VP – Program Management Office Lead - Investment Bank Risk Technology 2011 Coordinated resource plans, hiring profiles, infrastructure chargebacks, productivity saves, and application decommissioning across all risk technology disciplines. • Centralized planning process across multiple risk technology disciplines through actualizing standard submission template and budget guidance process, eliminating duplication efforts, and synchronizing planning events and IT and front-office client relationships.

VP – IT Portfolio Management Lead Championed annual budget process and forecasting for $600M IT portfolio investment at Credit Suisse. Oversaw firm-wide project portfolio management system (Project Web), including portfolio administration, process flow definition, governance, resource planning, portfolio pricing, blended rate calculations, and performance metrics. Managed 5 staff members, as well as annual budget planning and monthly forecasts, hierarchy management, communication plans, and expense allocations.• Coordinated IT audits and other regulatory reviews, and executed project portfolio framework (progressive elaboration), Earn Value Management, and initiative maturity concept, resulting in consistent and repeatable standard framework for all business functions to follow. • Served as single point of portfolio support for various PPM activities, facilitating smooth workflow across initiative definitions, selection / optimization, project plan preparation, value case review, status updates, deliverable / milestone tracking, and cross-supplier management.

VP – Business Program Manager - Investment Management IT Administered annual IT forecast and budget process, devised performance metrics and project execution scorecards while implementing Capability Maturity Model (CMM) Level 2 framework. Offered project management support across $20M of common services development efforts and enforced IT Control policy while exploring strategies to determine continuous process improvements. VP – Technology Controller - Treasury and Security Services Coordinated direct and indirect budget totaling over $300M in annual technology spend while overseeing monthly financial forecasts and evaluating expense risks / savings opportunities.