Specialized deep analytics offerings for financial services:- Consent Order Remediation- Bank Operations Optimization (Consumer & Commercial)- Loss Mitigation Improvement (incl. Reg F roll-out)- Contact Center Performance Analysis & Improvement- Data Transformation- Digital Transformation (Service, Payments, Collections)- Customer Journey (Experience & Measurements)- Report Rationalization, Visualization, & Automation- Credit Decision Sizing- LIBOR Transition Planning & Execution

Speaker on teaching children personal finance, and published author of:Family Bank Blueprint - 2023 (Stephanie Brooke Lennon)amazon.com/Family-Bank-Blueprint-Children-Financial/dp/B0CHL3QZ45GoldQuest - 2023 (Stephanie Brooke Lennon)amazon.com/GoldQuest-Stephanie-Lennon/dp/B0CHLH5CF7What Would Water Do? Simple Strategies for Navigating Life's Obstacles - 2018 (Brooke Lennon) www.amazon.com/What-Would-Water-Strategies-Navigating/dp/1731595166Companion Journal to What Would Water Do? - 2019 (Brooke Lennon)amazon.com/Companion-Journal-What-Would-Water/dp/1798663198Experiments with Positive Affirmations - 2019 (Brooke Lennon) amazon.com/Experiments-Positive-Affirmations-Guided-Journal/dp/1091501408Where Does All My Time Go - 2019 (Brooke Lennon)amazon.com/Where-Does-All-My-Time/dp/1090553986All titles are available on Amazon - please check them out!

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Led the Enterprise Payments Value Stream product team, designing and modernizing the technology platform for Payments of the Future. Led the launch and inaugural year of department's Robotics Process Automation team, automating 18 processes to remove manual processing and operational/regulatory risk.

Operations analysis and process transformation for the Commercial Bank Operations team. Formed and led a team dedicated to the Client Solutions customer service organization, redesigning service delivery through organizational design and technology. Successfully rolled out Salesforce to >400 users.

Engaged in “Big Data” change management, training, and communications. Led the selection and shepherding of Ops use cases for early testing of the new Hadoop platform. Over a dozen technical improvements resulted; now on track to replace a key third party model. 40+ analysts have been trained, and weekly/monthly/quarterly communications are in production.

Led teams of up to 67 providing analytical insights to Card Operations. Promoted the Service Delivery Architecture, driving a more customer-centric view of operations. Identified, sized, and provided post-implementation monitoring for dozens of opportunities that improved call center efficiency, reducing 2014 operational expenses by >$55MM. Eliminated the need for 100% of domestic travel notifications, and reduced payment holds by 52% while increasing NPV by >$5MM.

Developed the business plan for relaunching AOL's Paid Services business, retailing subscription services. Later led a team of product marketers to bring 25 partners/products onto our Paid Services platform with 400K new subscriptions during my tenure.Led marketing operations from launch through sunset of AOL’s Deal of the Day site Wow.com.

Coordinated a pilot program to train 19 AOL employees on the Six Sigma Workout methodology and tools. Prepared and facilitated the training with our training partners and co-facilitated Workout sessions with the participants. Pilot program benefits were >$6MM, from <$300K investment.Led the ADlytics team, providing our advertising partners deep insight to their online campaigns.

Managed AOL’s chat and e-mail operations for resolving live customer inquiries online, including a team of 15 at HQ and the 1,100 person Philippines call center. Launched and nurtured over 30 initiatives to drive contact volume online and improve the member satisfaction index by 2ppt.Consolidated global eSupport operations from three call centers into one, then led the remaining call center in the Philippines through a sale to eTelecare ($7.2MM OIBDA in 2007). Performance metrics remained at or above target throughout the transition process.Contributed significantly to the 2007 & 2008 departmental strategy and operating plans, which reduced cost/member by 40% while increasing JD Power score by 6% year over year in 2007.Led a team of 22 to identify and implement process improvements and new customer-facing programs in the call centers. Successfully implemented payment method fee increases with no material impact on customer retention (est. $18MM OIBDA for 2008), reduced hours of operation in the call centers (est. $1.5MM savings for 2008), and improved the password-reset process to eliminate call volume.Performed due diligence to separate the Access business’ financials from the rest of AOL.Rolled-out “AOL Access Business University” to promote professional development within the department. Created and facilitated a three-month curriculum to “Build a Better Business Person,” including marketing, finance, risk, communication, and constrained decision making.

Developed the “Resolution Express” process to expedite cancel requests for unprofitable members, resulting in annualized profitability improvement of $17MM. This was a pivotal first step in transitioning the membership-based culture of AOL Member Services to a profit-based org.Redesigned call center metrics, incentive plans, and processes to drive revenue (higher price points, reduced credit, product up-sell) while reducing costs (issue resolution, multi-skilling, lower wages), thus aligning call center and corporate objectives. Designed and piloted the combined Billing/Retention queue as part of the customer service transformation initiative.Led cross-functional teams from concept through implementation to improve the on-phone experience for members contacting AOL, while reducing costs. Developed processes and automated controls to allow Billing Operations to resolve out-of-scope issues for high-risk members, eliminating ~20,000 transfers/month.

Led three audit teams through financial and compliance audits at eleven business units ranging from $5MM - $1.3B total assets on-site in Asia, Australia, and North America.Communicated results to local and corporate leadership, driving issue resolution and process improvement. Coached junior auditors on the audit process and executive communication.Certified that balance sheets were fairly stated and internal controls were adequate.

Audited financials and processes at seven business units in Europe and the US. Accomplishments included:• Reconciled & revalued six $800MM equipment-leased-to-others accounts at GE TIP/Mod Space Europe, ultimately writing off $42MM to restate the balance sheet due to fraud.• Analyzed $2B of Servicing Rights and Investment Mortgages for GE Mortgage Corp.• Redesigned the appropriate levels for equipment servicing pricing at GE Medical Systems.• Standardized Corporate Audit Staff internal methods for knowledge management and continuous risk assessment.