•Partner with Operation leaders to develop a multi-year roadmap for people, process and technology to deliver operational efficiencies that meet business results of ~$500K in saving year-over-year leveraging data analytics.•Coach leaders/teams across a matrixed organization to operate in a different way to meet customer needs.•Facilitate cross-functional problem-solving sessions to create future state process & organizational designs.•Establish the operating model for enterprise engagement with Operations that informed the business case for expansion of the enterprise team by 5X which includes establishing the organizational wide business targets.

• Head of Location Strategy for Client Services and Technology across 1.2M sq ft and 9000 employees. Developed a multi-year road map across real estate and talent to save $10M (20% reduction).• Owned the enterprise Continuous Improvement Academy that certified over 200 Green Belts ($14M in benefits) and over 3,000 White belts; trained over 400 employees in Design Thinking/Lean Startup innovation methodology.• Digitized the learning experience which enabled global access for India ($300K in savings).• Chaired the Accountability Lead (ALs) Steering Committee to drive local continuous improvement programs.• Drove redesign programs that saved $48M across Operations, Insurance, Institutional Trust, and Finance.• Led team of 20 Master Black Belts, Black Belts, Green Belts, Business Architects and Project Mangers to achieve business results through Lean/Six Sigma/Innovation. Drove $25M+ in productivity savings/capacity.• Delivered global town halls (800+ attendees) on continuous improvement strategic outlook.• Provided senior level presentations on project impact, timelines and recommendation on organizational structure needed to support process integration, resource alignment and mindsets/behavior shifts.• Coached and mentored leaders to identify/drive operational efficiency, problem solving, and inform optimal technology investment to achieve the multi-year $900M savings goal.

• Partner with business leaders and work with cross-functional teams to identify and prioritize TIAA continuous improvement opportunities linked to business/corporate strategies through fact based data analytics• Facilitated the redesign of Operations, Insurance, and Finance & Actuarial (BFO) operating models to drive business and cultural improvement while improving the customer experience• Lead teams to achieve business results through the execution of process excellence methodologies; utilize business financial models to demonstrate savings; over $7M in productivity savings/capacity, quality & cycle time improvement• Provide senior level presentations on project impact, timelines and recommendation on organizational structure needed to support process integration, resource alignment and mindsets/behavior shifts • Coach & mentor directors, consultants (internal & external) and business leaders to drive operational efficiency, problem solving and a continuous improvement culture• Deployed Lean Management Systems across operations and call centers to embed a culture of continuous improvement that empowered employees and improved the customer experience• Own the enterprise Academy that drives continuous improvement capabilities throughout the organization; certify over 100 Green Belts and over 2000 White belts

• Led post-merger integration of LaSalle Bank benefits to Bank of American. Led cross-functional teams (Legal, Design, Service Delivery, Trust, Treasury, Actuaries) to integrate pension and 401(k) benefit calculations, resolve stock settlement, consolidate trust, and executed IRS Voluntary Correction Programs for retirement and savings plans. • Utilize six sigma methodologies to create project plans, identify risk (SWOT) and drive project execution for the overall transition. Provide stakeholder updates to senior level executives and obtain approvals.• Partner with Trust to manage the asset transfer of participant benefits. Facilitate funding and reconciliation end-to-end process documentation. • Manage Plan Administrator and vendor relationships which include partnering to establish key deliverables and business requirements. Streamlined business process and established priorities.

• Report to the SVP of Operations. Key responsibility was to improve margin percent through productivity initiatives and cost reduction focused on staffing optimization (call arrival patterns, forecasting, shrinkage models)• Established productivity metrics for over 1200 seat inbound call center across 3 sites (agents, team managers and directors); projected $10M annual savings. Drive process/system improvements through data analysis using six sigma tools.• New business transition lead; integrated new business into the operating model in support of our business strategy• Introduced consistent performance metrics and launched a bonus program for all agents, team managers and quality • Direct reports (10); senior analyst responsible for data analytics, forecasting, real-time management, reporting and capacity management to support business decisions

• Collaborate with cross-functional organizations (M&A, Finance, Operations, HR, and Marketing & Manufacturing) to integrate new business/products/process into the existing operating model. Post integration lessons learned • Consolidated multi-site operation centers and responsible for the transfer of work to a single site location; received the Industrial Systems ‘2005 Leadership Award’ for a highly successful business transition• Siebel CRM Portfolio Leader; $4M project cost, $2M productivity savings, over 200 application users• Industrial Systems Global Call Center Leader; 60 U.S. exempt employees + 20 India offshore associates; 1.2 million annual contacts, $3.3 million operating budget –exceeded service level targets answer rate 97%/ASA 18 seconds • Digital Cockpit Project Leader; designed/launched central repository for multiple business operational metrics to support sr leaders strategic planning• Cross-functional (Customer Service, Sales Mfg, IT) Lead responsibility for delivery of multiple E-commerce productivity projects and developed new product promotions generating $3M in productivity savings • Utilize six sigma tools to track project deliverables/budget, process improvements and facilitate Lean Action Workouts• Presented annual digitization project decks as a part of the annual & multi-year planning process; identifying cost/benefits impact to senior level management• Utilized Voice of the Customer (VOC) to drive E-transactions & customer B2B digitization solutions (EDI/XML/ F2W)• Led renewal parts promotion/upselling delivering 60% over plan ($400K vs. $250K)• Mentored multiple greenbelt/blackbelt projects; exceeded business target with over 70% employee GB certification