 Responsible for engaging Legal to create Patent applications to the Federal Patent Office for ConnectStudio and DataConnect. Assisted in tracking various Risk Management situations and the responses from the various application teams involved in each situation using BofA’s RISE system that tracked issues throughout the bank.  Created a tracking spreadsheet with different tabs for each risk situation. Keeping track of how the applications were progressing with their tasks to remediate the risks.

 Sole responsibility for multiple projects in the Complaints space. Worked with the Agile system while still supporting the documentation standards for Waterfall.  Helped design a new AIT as an infrastructure layer that when implemented will serve as the basis for all future complaints work and all of it will use this new infrastructure going forward.

 Sole responsibility for multiple projects in the Consumer and Wealth Management areas. Worked on the Agile system while still supporting the documentation standards for Waterfall.  Had to complete all paperwork for a project that had already deployed and did the paperwork all the way through closing out the project with never working on the project itself. Completed two projects and assigned two more all within first 7 months on the job.

 Supporting the Application Products Center of Excellence. Working on end of life software installed in the Bank that needs to be removed but various applications still using them must be upgraded first or removal of the end of life software may break certain applications.  Literally tracking over 200 applications that have the Visual C++ code in their software and that code is at the end of life being that it is either the 2005 or 2008 versions.  Each application has to prove they have a plan to get off the end of life versions or provide their own approved exceptions for keeping the end of life software

 Supporting the Corporate Properties Group. Working on refreshing building systems and bringing them on the new separate company network to keep external and internal systems separate but keep both on a company network. Creating new ways to bring building system refresh into the “regular path” used by Wells with a large portion of the work being created from scratch since most of it has never been done at Wells Fargo before. Worked with the other planners on the team to identify hardware coming to end of life and initiating the decommissioning of said hardware. Worked in the Test Data Center to install all the new PLCs and test them for scanning to make sure the scans did not break the PLCs. We ended up running new wires under the floors and installing the PLCs in various cabinets in the Test Data Center to get the best feel for how they would work in the real data centers. Taking into account the hot and cold areas of the data center just like we have in the real data centers.

 Hired as part of a group of Change Managers working the Data Quality Gaps for the Global Wholesale Business Self identified by the Balance Sheet Management Group to fix missing or incorrect data related to Interest Rates for loans, mostly commercial loans – Identified the missing data and already scheduled to bring in by end of 2016 for 6 out of 7 critical data elements Self identified by the Balance Sheet Management Group to fix missing or incorrect data related to cash flow based on loans Guarantee Type Code unknown – 5007 records in two different Systems of Record were using an unknown Guarantee Type code. Got all parties to agree to a new Type Code and changed the Guarantee Type Control Table to reflect the new code, eliminating all 5007 records errors as well as $35+B in unknown loan exposure. Government Guarantee Type Codes and Government Guarantee Class codes not aligned – Government loan guarantees did not have government entities as the Guarantor and vice versa. Data scrubs schedule for the three affect Systems of Record to research if errors in original documents or during data entry from Credit Approval Memorandum. Orphan Guarantees – 7988 guarantee records across three Systems of Record are not linked to any applicable exposures. Established pull routine for largest System of Record was not pulling the correct data. Filters need to be adjusted for the second largest System of Record to eliminate closed accounts and non-existent facilities.

 Coordinated the IBM Tivoli Strategy Project to confirm which applications in the IBM Tivoli Suite were currently being used, expected to be terminated or expected to continue past the current license year Started the Microsoft Exchange Upgrade to 2013 project to replace the current Exchange 2010 Used Clarity to manage each project’s WBS, financials, hours per assigned worker, risks, issues, approvals, etc.  Initiated the Email Encryption Upgrade project to select and install the next version of encryption appliances for the government required encryption of emails and attachments Lead the NexGen x89 Server Validation project to bring in the latest G9 servers and test both Windows and Linux builds to see if we can standardize on the G9 servers going forward Co-managed the Palo Alto Firewall installation starting with cutting in the appliances into learning mode. Led the project to upgrade all F5 devices and then replace them with F5 Viprions, reducing the company from 129 F5 devices to ten F5 Viprions with decommissioning of the old F5 devices to follow the installation of the new Viprions Co-initiated the pilot to implement NAC ISE Blocking across the network.  Required to not only research new technologies and how they could be applied to our projects going forward but how we would put the new equipment in the current data centers and be able to rearrange the space to conserve as much as possible and still get all the new gear in and the old gear out while leaving room for expansion without having to build more data center space.

• DCG PMO Project Manager Assumed control of existing Mobile Locator Alignment Project to streamline the ATM/Branch locator program across mobile applications to better align with what is currently being used for the desktop solution Added Business Real Estate Financing (BREF) Commercial Equity Line of Credit project to replace two current Line of Credit offerings online with one option to reduce overall risk Started Make An Appointment Refresh project to remake the Make-An-Appointment online pages for a better, more intuitive customer experience

• Service Center On Boarding Project (January 2014 – February 2014)  Started expanding the WBS for the project Slated to lead the technology teams for the project while teaming with the person leading the business side of the project• ACH Phase Three Migration Project (February 2013 – December 2013)  Leading MOCK Testing for Project. Coordinating set up of test companies and tester access. Coordinating environment availability for MOCK Testing prep and execution. Control Room Manager for ACH Migrations• Control Room Manager for Client Transitions Team (May 2012 – February 2013) Responsible for logging and distributing new Customer issues, logging between 5 and 20 issues per day and personally working up to 15 issues concurrently Responsible for daily issue summarization of current wave active issues for distribution of Executive Status Reports from the Control Room• RMS Lockbox Project for CashPro Transition (January 2012 – April 2012)  Led 9+ EDI Transmission Limit discussions to choose between creating a new media type or asking third party vendor to raise the limit to 99 from 9 Coordinated testing of Web Access Removal Tool created specifically to remove legacy application access for all customers being transitioned to the new CashPro Receivables system

• Digital Coupons Project (April 2011 – October 2011)• Online Banking Project (April 2010 – April 2011) Co-managed one phase of a multi-year $78 million eCommerce project using a comprehensive Six Sigma DMAIC framework. Single phase accounting for approximately $22 million Successfully managed Nexus artifacts (HLDs, LLDs, Traceability Matrix) for 26 teams Oversaw teams for timely reporting of monthly financials – both forecasting and burn rates Participated in release weekend coverage as Control Room Manager, Detail Task Tracker and Defect Problem Solver Performed vendor management throughout project Conducted weekly update calls for all teams and provided weekly status updates to sponsoring executives Managed testing for both CIT and SIT, reporting on both completion percentage and defect resolution

• Managed the migration of Lotus QuickPlace from LaSalle Bank to either LiveLink or SharePoint• Directed last minute migration of line of business private SharePoint environment utilizing Syntergy replication software to enable bringing over a completely new version of SharePoint without having to set up the new version from scratch• Member of the Transitions Team for merging newly purchased companies into Bank of America• Successfully migrated email for regulated associates from LaSalle Bank• Responsible for cost estimates of required hardware build outs related to migration projects under my management• Delivered high-quality technical projects on time and within budget• Facilitated technical work group meetings with Network Engineers determining technology deliverables and providing project status reporting