Lead a global team responsible for executing Quality Assurance and Controls to manage change risk across the Enterprise. Responsible for leading 7 direct reports and a team of 32 professionals that are geographically dispersed across the US, India, and the Philippines.

Overall responsible for leading and advancing the Business Process Management / Process Excellence discipline across Enterprise Finance. Lead a geographically diverse group (6 reports) of 39 Process Engineering and business support professionals charged with the mission of partnering with the Enterprise BPM team to establish, build, and implement group process engineering functions to include:Driving implementation and adoption of BPM processes and practices Supporting the Risk Management Framework through the implementation of RCSA service modeling.Defining and maintaining process models Measuring the efficiency and effectiveness of processes Developing metrics and robust risk management and controls Identifying and implementing continuous improvement opportunities focused on risk mitigation, regulatory compliance and process efficiency savings ($'s).

Led the Operations Process Engineering team (6 reports) in support of Wholesale Banking responsible for managing a portfolio of both design and improvement initiatives to support Process Excellence. Previously lead the Wholesale Process Engineering (WPE) Capabilities team responsible for responsible for managing oversight activities related to Process Definition and Process Management, as well as internal WPE Operations activities such as Engagement Demand Management and Delivery, Quality Assurance, standards, communications, skill development, and on-boarding of new team members. Prior experience leading (6 reports) the Process Engineering and Business Intelligence teams (46 team members) to support reporting, analytics and process design and improvement across the Business Banking Operations and Support (BBOS) group. Responsible for leading the Continuous Improvement strategy across an organization of over 800 leveraging the tools and methods of Lean Six Sigma.

Managed (8 reports) Global delivery of all Six Sigma and Business Process Management Training for the Enterprise. Trained over 18,000 associates per year. Developed and implemented learning strategy while simultaneously evolving the curriculum from primarily certification based classroom training to a blended curriculum focused on specific critical business skills. Managed the portfolio of process management courses with special emphasis on Risk Management. Additionally, managed a Center of Excellence responsible for providing coaching and consulting support for high priority business engagements focused on resolving critical business problems and managing operational risk. Developed a team of highly competent process experts who were often requested by name. Managed a Global network of adjunct trainers to optimize the efficiency of training delivery.

Responsible for leading Quality and Productivity improvement efforts for a leading national building materials manufacturer. Scope of responsibility includes two business units across 11 plant locations in the United States and in Canada. Achieved company record levels of Quality and Productivity by implementing a Six Sigma, customer centric approach to business process improvement and by strengthening the core capabilities in the area of process and risk management of key associates and managers. Developed training materials and trained over 50 key associates in the Six Sigma methodology.

Responsible for deploying Operational Excellence / Six Sigma tools and disciplines throughout the Marketing organization to accelerate business growth and to maximize operational efficiency. Additionally, responsible for delivering marketing productivity through the application of Hoshin/Kanri, Process Excellence and DMAIC project execution. Certified 19 Green Belts; including three supplier Green Belts. Delivered over $9.3 MM in Expense productivity; exceeding goal by over 300%. Coached a project that was selected for Best of Six Sigma for 2004. Launched and completed the only Process Excellence certification project in Marketing in 2004 which enabled the Consumer Campaign Management team to exceed plan by $62 MM. Project was selected as a Best of Six Sigma for 2004. Identified a 2005 project pipeline valued at over $4 MM in productivity with special emphasis on managing operational risk.

Personally selected by the CEO and COO to take over an under-performing District. Led a district of 12 retail units (12 reports); responsible for enhancing business profitability, improving customer satisfaction and achieving over $120 million in annual sales. Mentor, coach and develop 12 direct reports and indirectly influence a management staff of 36 Sales and Operations Managers. Built a foundation for success by upgrading and enhancing the quality of individual store management teams. Led change through an intense effort to focus on the customer and improve process discipline in store operations resulting in an increased level of customer satisfaction and an annual sales growth of 3%. In the role of MBB, I supported the Senior Vice President of Supply Chain by leading the deployment of Six Sigma across the following departments: Supply Chain, Distribution, Transportation, Purchasing and National Service. As MBB was responsible for identifying customer requirements, determining current process performance, identifying performance gaps, selecting and prioritizing projects, allocating appropriate quality resources, setting improvement targets and ensuring project completion. Recruited, coached and built a high performing team of three Black Belts. Successfully coached and closed two projects valued at over $4 million in annualized benefits

Recruited, hired and built a high performing team of 15 Six Sigma Master Black Belts and Black Belts with the mission of planning, directing and coordinating all quality programs for a 1600 person technology company. Responsible for delivering over $20 million in annual quality benefits. Mentor and coached my team of quality professionals resulting in three promotions over a period of one year. Directly supervised three Black Belts and six Green Belts who collectively delivered over $4 million in quality savings. Recognized by the Chief Financial Officer for process improvements in the Finance Department.

Responsible for delivering results to the business by leading cross-functional business teams in application of the Six Sigma methodology to drive business process improvement and to create new business processes. Serve as a mentor and coach to multiple Green Belt quality projects. Developed the business case, project plan, and delivered a strategic E-Commerce online order management solution (annual savings of $3.2 million). Developed global E-Business business metrics by partnering with team members from the United States, Europe and Canada.

Various management and leadership roles in the areas of human resources, logistics, maintenance management, recruiting and training. Led teams ranging in size from 5 to 200. Positions included: Director - Regional Recruiting / Sales (Company Commander):Responsible for planning and executing recruiting operations throughout Central Florida. Supervised six offices and a sales force of 37. Developed and implemented marketing and recruiting strategies resulting in the enlistment of over 700 individuals into the U.S. Army and Army Reserves. Director - Technical Training Department (Company Commander): Responsible for the training, moral and welfare of 200 communication-electronic maintenance professionals with the mission of providing technical maintenance training to over 2000 new personnel each year.Senior Manager of Human Resources (Battalion S1): Managed human resource matters for a 418-employee organization including compensation and benefits, education, legal support, performance management, career planning, and staffing.Production Control Manager (Shop Officer): Responsible for planning, production and control of all maintenance operations for a fleet of over 500 vehicles and 500 pieces of operational support equipment. Responsible for managing four repair sections, a quality control office and a shop office with a total strength of 50 personnel. Managed an inventory of repair parts valued at over $2 million.General Manager - Maintenance Repair Shop (Platoon Leader): Supervised, trained and led 43 personnel. Planned and conducted individual and collective training in technical skills and general military subjects. Responsible for managing and accounting for $7 million worth of property and equipment. Supervised all customer maintenance operations.