Responsible for all of the platforms, including over 60 applications, for the Collections product including activities involving investment initiatives, product enhancements and technology modernization as supported by dedicated Development Teams, Information Owners and Product Analysts

Responsible for multiple products in the digital collections journey engaging customer in their channel of choice via text, web and mobile communications. Responsible for developing and executing the omni channel strategies including developing the product roadmap, third party vendor management, operations analytics and product delivery. Delivered first every access digital recovery customer to .com and mobile for account servicing and messaging. Delivered new infrastructure to enable customer communications via text channels both initiatives exceeded NCL expectations delivering over $60MM of Net Credit Loss benefit. Additionally responsible for digital refresh of payment program capabilities via .com & Mobile

Responsible for managing Agile Transformation and project delivery as Business Project Manager on collections Digital journey, Card Litigation Restart initiative, with an expected $50MM revenue potential for Card Collections and Recovery Operations as well as a Major legacy system migration. High visibility project with cross-department or cross-division impacts including Business Operations, IT, Legal, Compliance, Controls, Audit, Risk, as well as Third Parties. Accountable for organizing, directing, managing, controlling and executing to ensure the project is completed on time, within the approved budget, and within stated strategic and business goals and objectives.

Managed the Credit Card Line of Business TCF/UDAAP program through the implementation planning and initial execution of all work streams needed to come into compliance with the JPMC UDAAP Policy. Work streams include: Product Risk Assessment, Process Risk Assessment, Marketing and Sales material certification/validation, Customer Service Procedure updates, UDAAP Complaints and Service Monitoring. • Develop and executed implementation plan for product and process risk assessments (19 Card products 13 Process Risk Categories spanning 135 business processes)• Responsible for UDAAP project management activities and delivery as well as cross line of business validation and execution• Responsible for project communications and reporting for risk assessments, work stream activities and stakeholder engagement• Coordinate project team activities as well as related meetings for the UDAAP project. Facilitate meetings to ensure project remains on schedule. Tracks and escalates issues and risks to stakeholders on a regular basis

Manager responsible for the support and management of projects and finance for Strategic Procurement organization directly responsible for Global Commodity management Support for Healthcare Diagnostics Division. Responsibilities include Executive and cross functional communications; Commodity spend, pricing & savings tracking and analysis; Strategic Planning & Forecasting – Business Modeling, data mining & analysis; Risk Management Strategy & Planning; Finance systems management & utilization, performance monitoring; Productivity projects cross functional coordination, facilitation & reporting; eBid, RFQ & Supplier Negotiation Process Management Documentation Translation (German to English); as well as Siemens Process and Methodology Certifications

Business Analysis, Assessment, Recommendations & Executive Communications Machine Order Process: Value Stream Current State Assessment, Documentation and ValidateConducted a cross functional series of workshops with the corporate leadership to document the current state of the Value Stream for the machine ordering process. Ensured a focus on end to end line of sight, project management principles and identification of gaps and opportunities fro review and action plan development. Conducted leadership interviews and validation of documented process and developed executive communication package as well as user handbook and visual mappingProject Management Implementation Strategic Initiative Defined and documented a project management framework based on industry best practices, (including Six Sigma, CMM, Bushiness Process Engineering), key project management methodologies and professional experience. Utilized interview process to gather requirements, expectations, and change management considerations for the implementation of Project Management as a key corporate initiative. Develop strategic and tactical road map for implementation as well as a Project Management curriculum outline based on Capability Maturity Model based skill assessment

Key & Large account Migration (Legacy to iFacets)- Group Structure Design BPEAssigned as Business Process Engineer on the Key & Large account Migration effort responsible for group structure (GS) with the focus on transferring precisely articulated new GS design information to the execution team to build the new Facets GS and to meet specific customer expectations.AP-DRG to APR-DRG Conversion – Functional Requirements Management Assigned to manage the requirements analysis process for the project that enables Lifetime Healthcare & Univera Health Plans to be able to process APR-DRG claims seamlessly for all providers, in all regions for all lines of business that are impacted by the NYSDOH APR-DRG mandate. Provider Data Repository – BPE workshop facilitation documentation and communication Assigned as Business Process Analyst to assist in the scoping of a project that would establish a repository of information that EHP departments within the organization can rely on for timely, complete and accurate Provider information that is essential to perform their functions within the corporation.

Conducted Project Management Office (PMO) responsibilities for the modernization of security services systems for a major retailer. Responsible for the management of 3rd party & contract labor for the installation and support of security services technology for a major retailer. Conducted client engagements, account management, project management, cost tracking, forecast modeling, as well as the project bidding process.Completed Internal Business process assessment for the reengineering of selling process related to Kaizen Business process reengineering project.•Completed Process assessment and documented requirements and strategic imperatives for Sales Forces Automation Project. •Successfully managed the close out of 19 remodel projects in 6 months. •Created integrated project plans which reconciled to financial accounting tracking. Created forecast model which to conduct future project planning for staffing, materials, equipment and labor.

Program Manager- Smart Grid Managed end-to-end life cycle of “Smart Grid” Technology Initiative as well as other projects as assigned including financial modeling and budget process, executive communications, Customer relationship management and Business Process Management. Interface with application developers for definition of requirements, change management and implementation of in house developed software. Oversight of hardware testing and deployment. Management of relationships with Utilities for technology trials and implementation. •Program Manager for implementation largest deployment for “Smart Grid” meters in the world Including Smart Grid City showcased during the DNC, with direct responsibility for management of relationships with utility companies for technology trials, implementation, application deployment and results •Initiated and completed multiple Six Sigma process improvement initiatives resulting in 98% or better “turn up” success rate during measured period as well conducting change management and communications internally and with external customers •Created and received approval of company financial models and budgeting process in support of the president of the company and the VP of Finance immediately after hire•Definition and implementation of new business processes and procedures to support trials and field deployments, including product approval process requirements management, change management, reporting and cross functional integration

Completed over 250 hours of training in finance, operations, inventory management, as well as human resource management. Completed four different job rotations, with exposure to all facets of The Home Depot business; stores and functional areas, providing customer service, leading teams, and solving critical business issues. Additionally, Completed internal Six Sigma certification. •Manager Building products — Manager of a 6.5 million-dollar business within P&L responsibility. During this position, grew the business by 13% over last year sales during the first two quarters as well as managed numerous customer transactions. •Design Place reset coordinator — Responsible for the remodel of 28 Home depot stores regionally. This was approximately an 8 million-dollar value project that involved 3 party contract management, logistics, and coordination with store leadership.•Lowe’s competitive battle plan coordinator — Responsible for the execution plan, involving project management, community relations, as well as application of the Six Sigma methodology for readiness assessment, and action planning.

Responsible for executing client engagements involving corporate change management, CRM visioning, and strategic productivity initiatives related to customer service and call center operations. Designed, developed, and implemented CRM solutions. Co-developed a CRM vision and strategic plan for redesigning a customer support organization in a national health care firm. •Led the team that identified $10M in call center productivity for a national financial services client. •Developed communication and change management strategies for corporate restructuring of a major military command.•Achieved certification in the PricewaterhouseCoopers CRM methodologies.

CRM Program Manager, Worldwide Customer Services: South America and & Asia Pacific 1998 - 2000 Managed end-to-end life cycle of multinational CRM investment initiative ($60M Program). Engaged and managed the expectations of executives, developed strategies, reengineered processes, integrated new technologies, managed program communications, and system requirements, coordinated change management activities, conducted financial planning, established a regional support model and assured user training and acceptance.•Fielded a common architecture and infrastructure within call center operations across multiple geographies that strengthened a strategic partnership. •Served on the Global PMO for the development of strategic approach for deployment, process engineering, change management, solution architecture and solution globalization •Deployed team to Asia Pacific to complete call center and field service system review and competitive face off with party vendor resulting in approval by regional executive management team to commit to solution implementation. •Implemented a Y2K call center solution eight months on time and on budget resulting in automation of manual processes and improved customer relationship management.

Managed a customer service and support strategic development, integration and deployment in Latin America and Canada. Additionally focused on program support, cross-functional integration management, and project management. Developed and delivered executive communications and presentations. •Co-developed the first comprehensive networked product support strategy for Customer Services accepted by senior corporate management a given as direction to Customer Operations Divisions globally. •Reduced redundancy and costs and brought coherence to software deployment in the field by redesigning the software management process for future products. •Successfully achieved integration of standards across multiple products that resulted in coherence and consistent worldwide delivery.

Operationalized strategic direction, developed action plans focusing on Business Process Management and Communications Management. Managed the internal and external electronics (web) communications as customer services internet webmaster. Completed leadership through quality and Customer First internal certifications•Developed deployment plan for Business Process Management for Worldwide Customer Services organization. •Provided consulting services as subject matter expert for internal development of Business Process Management training course for Xerox. •Redesigned implemented and administered the Xerox Customer Services and Support Internet presence, which remained in place for two years. •Increased organization intranet communication effectiveness by building a web presence in 3 months for worldwide customer service.

Served as Platoon Leader, Operations Officer, Company Commander, and Battalion Operations Officer within a 1500 soldier Ordinance unit. Directly coordinated commercial contractors, transportation agencies, security agencies, ammunition retrograde and redistribution, and military sales to allies. Additionally served as Combat Arms officer at the Company and Squadron levels while serving with a Forward deployed Armored Cavalry Regiment. Planned, coordinated, and executed operations, training, and equipment maintenance. Maintained and monitored discipline, morale and welfare of the unit. •Ordnance Corps, Federal Republic of Germany: Company and Battalion Munitions Materiel Management and Logistics Operations — Ammunition Transportation and Warehousing •11th Armored Cavalry Regiment, Federal Republic of Germany: Platoon, Company and Squadron Combined Arms Operations