Hired to lead global cross-functional teams to deliver strategic priorities and increase firm project execution capabilities for the $1T asset manager. Role expanded to include Process Improvement and Change Management practices. • Led initiative, comprised of 30+ small project teams, across Finance, Technology and Distribution to deliver $70M in operating efficiency. Developed governance structure to monitor and communicate execution status (timeline, budgets, benefits, project health and risks) to C-suite and internal clients.* Managed a team of 15 – 50 project, program, process improvement and change management experts (contract/employee) to deliver strategic priorities for internal clients including: new products, trade and transfer agent process improvements, Finance and HR operating model transformations, enhanced client experience, global regulatory compliance (DOL, SEC, GDPR, and Brexit) and a divisional lean management roll-out.* Designed and implemented a cloud-based Project Workforce & Financial Management system that forecasts project staffing needs and provides analytical insights to find staffing bottlenecks / surpluses and increases transparency of project / department budgets.* Drove 40% improvement in Project Manager effectiveness by expanding team capabilities in Agile, Change Management and Consulting skills.* Built change risk assessment to diagnose execution risks and change complexity; used to prioritize and align resources enterprise-wide.* Influenced and coached executives to shift behaviors or approaches to accelerate delivery or increase change adoption.* Built Sponsor training, diagnostic and resource center to expand and mature change leadership behaviors.* Increased utilization of business cases and transparency of key performance indicators and financial benefits.

Recruited to lead Finance & Strategy for two distribution organizations: a wholesale unit with $15B insurance sales through 63,000 financial advisors; and a retail unit, the 5th largest Independent Broker Dealer, generating over $800M in revenue. Managed a 5 person senior management team, with oversight for a 60-person staff charged with achieving the financial plan, increasing transparency, enhancing strategic governance and improving operational efficiency.* Delivered profitable, above plan financial results in both business units.* Played a key role in developing a distributor segmentation and salesforce expansion strategy for life insurance, delivering a double digit lift in insurance broker sales while the industry grew 3%.* Improved product profitability – Built P&Ls for five investment products aimed at supporting growth, mix and product pricing decisions.* Increased transparency of critical financial & strategic metrics to internal stakeholders and distilled key operational metrics that highlighted distribution strengths to investors, analysts and rating agencies. * Selected as key team member of company-wide initiative aimed at developing enterprise technology strategy and roadmap with an emphasis on Agile technology development. * Delivered double digit improvement in 5 out of 10 key drivers of employee engagement and an 11% lift in employees willing to recommend Lincoln as a great place to work.* Champion of diversity: Built a pipeline of female finance talent and served as co-executive sponsor of the African American business resource group.* Received Women Worth Watching Award (2014) from Profiles in Diversity magazine for demonstrated passion, initiative and achievements.

Defined and implemented the life product development strategy for term, universal life and linked benefit product lines. Led the innovation and development of new life solutions that fill consumer and distributor needs and drive profitable new business. Developed overall value proposition, product design, and commercialization strategy. Performed ongoing financial, market and competitive analysis to define and refine three year strategy. Built and maintained strong cross-functional relationships with sales, marketing, operations, pricing, IT, finance, risk management, legal and compliance. * Refreshed Term product to deliver a 5% pre-tax margin improvement and a 10% increase in average policy size.* Increased UL sales over the 2 year period by 70% compared to 12% market growth, by strengthening the value proposition while maintaining or improving key financial measures.* Swiftly responded to regulatory change by re-pricing or exiting unprofitable products; mitigating significant capital strain.* Built robust operating model to increase innovation and accelerate speed to market. In 2012 the model was tested with 3 re-pricing efforts, 4 product revisions, 3 product exits and the acceleration of four new product efforts in 2013.* Drove multi-million dollar technology investment to decrease time to market for product and pricing changes.* Served as Board Member of Capital Brokerage Corporation (Registered Broker Dealer).* Selected as Chair of local non-profit finance committee and member of board.

Reporting to the President of Insurance Distribution, oversaw all strategic planning, critical initiatives and product launches as well as sales operations & administration, including compensation, reporting & analytics, training, communication, sales process & technology for over 1,000 sales people delivering $2B sales.* Key team member that redesigned and introduced more capital efficient products in response to economic crisis. Defined commercialization strategy and led go-to-market team. Life sales grew 35% compared to market growth of 3%.* Increased adoption of streamlined, cost efficient, life fulfillment model by 10%.* LTC Linked Benefit product sales tripled through the successful launch of new Annuity-LTC product and a 90% lift in new producer adoption of Life-LTC product driven by awareness campaign and wholesaler incentives. * Developed business case and oversaw project team to bring together sales and customer management data to increase wholesaler productivity by creating a data warehouse and providing robust and insightful displays of information.* Restructured the Retirement Income (Annuity) division in ‘09; consolidated 3 channels into 1 and reduced annuity sales by two-thirds in line with business objective to conserve capital and cut $75M of expenses.* Selected as Board Member of Capital Brokerage Corporation (Registered Broker Dealer).

* Outpaced industry sales by offering tailored agency support which included: dedicated sales and/or service resources, proprietary products, and targeted marketing campaigns with innovative sales ideas and point of sale tools.* Drove rapid responses to changing market, customer and competitive dynamics through weekly market intelligence meetings between sales, marketing, operations and product development.* Leveraged Life and LTC sales counterparts to drive cross-sell and increase T&E efficiency of customer events. * Increased accountability and accelerated best practice sharing through wholesaler business plans (sales forecast, customer segmentation, and territory management) and metrics to monitor performance.

Led critical increase in brand image during IPO process with delivery of proactive and enhanced advisor support. Managed an 8 person leadership team, charged with enhancing customer focus through improved call quality and problem resolution cycle time while increasing productivity across a global team of 150 associates. Delivered significant gains in industry call quality rankings: * Drove advisor pre-sale support ranking from fourth to first quartile. * Increased advisor post sale support from lowest ranking to top of 2nd quartile. * Enhanced inbound telephone sales support through a 50% improvement in ranking. * Dramatically improved outbound telephone sales support from industry lagging to #2.* Reduced problem resolution cycle time by 50%, stripping out 3 days on average.* Accelerated internal sales productivity by increasing producer contacts 20%, aiding a 6% lift in annuity sales.

Hired to build new business processing for innovative, unique retirement product. Success in role led to a broader opportunity; consolidating application processing of all 4 product lines and decreasing unit costs by 15%. Managed a global team of 120 associates that processed 42,000 applications and $3 billion in premium, developed and maintained relationships with agents and brokers, and delivered policyholder contracts.

Drove company initiatives using Six Sigma methodologies. Managed 4 Black Belts and coached 100 associates through their quality projects. Awarded Master Black Belt certification and top management award for bottom line impact of projects.

Led 7 teams, totaling 40 people, across the globe to select a business intelligence (BI) technology enabler, redesign processes, build a data warehouse with visualization tool and develop the project communication, training and implementation plans.

Leveraged technical audit background to cover wide array of industries: power generation, leasing, credit cards, bond and P&C insurance, and reinsurance. Three annual engagements focused on company initiatives or financial audits. Financial audits focused on cash, accounts receivable/payables, reserves and revenue recognition to ensure compliance with GAAP.* As Audit Manager in 1997, managed team of 7 auditors across Asia (Delhi, Tokyo and Hong Kong) that designed a toolkit, using Six Sigma principles, to outsource processes from the US to Asia. Lead a 12 person swat team, during large, national retailer bankruptcy, to build financial and predictive models (asset valuation and profitability) in support of strategic decisions on the credit card portfolio. * As Auditor-in-Charge in 1996, coordinated development of the insurance sector’s Internet strategy including business case, competitive analysis, web site prototype and implementation plan.* As Associate Auditor in 1995, developed and implemented a risk scoring model, which assessed the financial stability of municipal bond issuers.

Selected for a 2 year, management trainee program that included technology and leadership training and six month rotations in different technology areas.