Cameron Butler, Pmp, Six Sigma Green Belt Certified Email & Phone Number

Atlanta, Ga, Us

Atlanta, Ga

Atlanta, Ga

Overlapping with my capital oversight role, also served as the Deputy Finance BUCRO, responsible for second-line independent oversight of the Finance function.Key Contributions:Conducted oversight of risk program execution in the Finance organization.Provided strategic risk advisory to Finance executive leadership to foster risk awareness, accountability, and ensure leaders are actively engaged in identifying and mitigating risk.Performed independent effective challenge around regulatory and audit issue remediation activities.Developed quarterly CRO risk perspectives for the Finance organization which covered top/emerging risks and specific risk commentary for each of the eight risk types.Served as a member on the monthly Finance Business Unit Risk Committee and help prepare materials and minutes.Developed a Regulatory Reporting Oversight Program to further integrate the second line’s effective challenge into the regulatory reporting framework, processes, and activities including issues management, report production, change management, and governance.

Atlanta, Georgia, United States

Tapped to develop a robust independent capital oversight function in the second line of defense for the newly merged Truist Bank. The oversight framework covered Truist’s internal capital planning process and the Comprehensive Capital Analysis and Review (CCAR) stress testing exercise.Key Contributions:Aggregated all risk types and provided strategic recommendations to the CRO, CFO, Treasurer and Board Risk Committee via an annual oversight report and quarterly committee updates.Ensured oversight framework is in accordance with enterprise-wide risk management standards.Conducted oversight activities including: compliance mapping and monitoring, issues management, control design and effectiveness testing, process design and reviews, policy and procedure reviews, risk appetite alignment, capital limits design and monitoring, model development / validation reviews, scenario challenge, forecast results challenge, and assumptions and limitations challenge.Served as a key stakeholder in the Capital Integration project aimed to align Truist’s capital planning processes with SR Letter 15-19: Federal Reserve Supervisory Assessment of Firm’s Capital Planning.Led monitoring meetings with supervisory agencies related to our oversight activities, observations, and findings.

Greater Atlanta Area

Led the risk and compliance function for Corporate Treasury to ensure a strong control framework and program. Manages the regulatory inventory which includes roughly 70 Federal, State, and Supervision & Regulation (SR) Letters. Conducted compliance mappings for all applicable rules and regulations to demonstrate coverage.Liaised with enterprise risk, business continuity, and compliance to ensure a strong control framework.Managed all business continuity activities including all testing, planning, recovery strategy development for 16 key processes, and is responsible for completing the annual business continuity plan with executive sign off.Was responsible for the Federal Payment System Risk Self-Assessment and Large Position Reporting exercises.Formalized routines around regulatory change management by engaging with Legal, Compliance, and key Treasury partners to monitor, review, assess, and implement regulatory changes.

Atlanta, Ga

Served as a Financial Manager on the Capital Adequacy and Management team which is primarily responsible for SunTrust’s Capital Adequacy, Stress Testing processes (CCAR/DFAST), and Resolution Planning submissions. •Responsible for the Governance related to SunTrust's CCAR/DFAST stress testing processes and Resolution Planning, by ensuring adequate review and challenge of results and submissions by appropriate stakeholders and executive management.•Led execution for the CCAR 2018 submission by building detailed task schedules for the entire CCAR forecasting process and coordinating with stakeholders to ensure a timely and risk-free execution. Additionally, served as the lead author and facilitator of SunTrust's Capital Plan narrative.•Tapped by the Head of Capital Adequacy Management and the Treasurer of SunTrust to lead a CCAR Efficiency Working Group tasked with identifying opportunities for enhancements to reduce processing time and enhance capabilities in our stress testing processes. •Assisted with completing periodic presentation materials for executive committee and Board reporting related to key deliverables.•Responsible for conducting an in-depth analysis of current practices against capital planning expectations in Supervisory Regulation (SR) Letter 15-18 and driving prioritization and action plan development to enhance SunTrust's capital planning activities against 15-18 guidance.

Atlanta, Ga

TD Bank has built a stress testing capability that aligns with financial planning and forecasting processes to meet all US Stress Testing requirements (DFAST, CCAR, etc.). The Governance and Controls team is an independent risk function responsible for effective challenge and oversight of controls and capital adequacy processes.•Assisted in overseeing the implementation of a first line risk management internal control function within the US Capital Management Group to ensure strong operating effectiveness for over 40 processes and their controls.•Responsible for developing and maintaining relationships with all work stream stakeholders as well as key partners like enterprise and operational risk (pRCSAs), finance, and internal audit.•Responsible for reporting on the status of the control and stress testing environments with the use of key performance indicator metrics. •Ensured the adequacy and effectiveness of US capital management controls, processes, policies, and frameworks by facilitating the organization and development of comprehensive end-to-end process mappings for key capital management and stress testing processes, in accordance with DFAST and CCAR expectations. •Designed and maintained control frameworks to execute control assessments and ongoing control testing for stress testing submissions. •Managed and designed a capital management regulatory intake process which includes monitoring, tracking, assessing, and managing change around CCAR/DFAST and capital adequacy specific regulatory guidance. Led gap assessment and change management activities informed by Supervisory Regulatory (SR) Letter 15-18.

Atlanta, Ga

•Managed the Internal Audit Road to Strong Program which focuses on improving controls and implementing processes that will help the organization earn a “Strong” rating from federal regulators. The entire program consists of roughly 150 independent initiatives and projects ranging from Governance to Reporting to People Strategy.•Managed the Center of Excellence Program for the Internal Audit US Division which consists of 8 unique subject matter expert groups across the team that assist in the planning and knowledge sharing for team members and their respective audits. There are roughly 20 experts across the division and the centers impact nearly 25% of all US audits. Late 2014, responsible for rolling out CoE structure to team members in Canada for the Global Audit Division.•Served as the lead project manager for 2014 US Internal Audit Planning. Worked with a planning executive to identify the audit universe, perform risk ratings, and map out the 2014 Audit Plan for roughly 180K hours of production time for roughly 135 employees. •Managed a team of 3 that handles various areas of project management for the division including data analytics, process improvement, the internship program, and onboarding and training.•Received the 4th Quarter 2013 TD Bank Wow! Award for my top performance and program management successes.

Atlanta, Ga

• One of 4 subject matter experts for the chat, email, and voice customer service channels for our global contact centers in India and The Philippines staffed with approximately 1,200 agents• Supported on average 20 unique initiatives across all 3 channels acting as a communication and strategy liaison among vendors, operation, business, and risk partners, technology, and upper management• Contributed to a team goal of over $10MM in contact center savings during the 2012 calendar year by executing initiatives on time, under budget, and constantly exploring innovative ways to optimize the contact center servicing experience

Atlanta, Ga

I was a member of the California-Northwest Transformation Program where a team of individuals was responsible for migrating legacy platforms to the current nationwide technological platform for Bank of America. This migration was done for the following states: CA, WA, and ID. This represented roughly 28% of the Bank's retail population. • California - Managed the work team responsible for updating 600 deposit product research and application pages to ensure CA customers can start purchasing the same products as other Bank of America states. The updated pages will allow over 200K CA deposit applications to be submitted annually with over 110K monthly Checking Overview and 13K monthly Main Savings page views• Northwest - Managed the performance testing effort of converting 24 applications to the nationwide enterprise platform. We needed to ensure that these applications would be able to support the additional customer traffic we were expecting from the migration. Many of these applications housed customer account information so they were very high profile. Analyzed monthly dollar figures to forecast to the $12.5MM project budget

Charlotte, North Carolina

The OMAP (Operations Management Analyst Program) is a college-pipeline program where recent college graduates have the opportunity to spend two one-year rotations in different segments of Bank of America including: Global Technology & Operations, Consumer Real Estate, Consumer Service & Solutions, and Global Treasury. Below are descriptions of my 1st and 2nd rotations as a member of OMAP.2nd Rotation: Information Performance Solutions (IPS) for Contact Center Operations • Worked in a project management role to improve our call center associate reporting structure by reducing variation in the overall customer experience• Facilitated 18 projects impacting the scorecards, metrics, and incentive plans for roughly 10,000 call center associates• Supported the IPS Governance Structure to track 90 projects by documenting updates, aligning resources, and communicating with upper management1st Rotation: Transportation Services • Contributed to a 2009 shareholder team goal of $25MM in savings across Transportation Services by examining ATM deposit pull and cash replenishment cycles and coordinating with 7 armored vendors to optimize service schedules to avoid costly emergency service and negative customer impact• Developed an ATM receipt paper replenishment model for armored vendors instructing them when to replace receipt paper based on ATM transaction volume, transaction type, and machine model with a savings potential of $200K• Created service reminder checklists placed inside the ATMs to reduce supplier errors which resulted in a 20% reduction in errors for the pilot market Brinks-Miami, FL

Charlotte, North Carolina

•Developed a system to correctly identify and measure reoccurring technology issues for 76 call centers in 18 states, Mexico and India•Contributed to meeting the monetary goal for technological impacts ($5,400) using Cost of Poor Quality (COPQ) techniques•Reported and identified the financial impact of technology outages and worked with partners to pinpoint the root causes of issues•Designed a Kano Analysis to help prioritize customer needs for teams in the OME department

Atlanta, Ga

•Assumed full-time position as Deployment Planner •Managed and allocated product for 475 SKUs (15MM cases of total inventory)•Authorized promotional supply for Target, Giant Eagle, Meijer, K-Mart, and Walgreens which accounts for 10% of towel/tissue/napkin business ($400MM)•Resolved supply issues with three mills and two distribution centers in the North-Central Region of the country•Helped raise Intermodal (railway) Usage to 97% in the fourth quarter

Suwanee, Ga

•Obtained working knowledge of the concepts of lean manufacturing, 5S, Kanban, and inventory cycle counting •Maintained the factory’s Kanban system by creating cards and organizing parts on the work floor to reduce search time •Helped implement new scanner technology to monitor multi-million dollar inventory•Presented new material flow layout to upper levels of management effectively•Extensive involvement with Warehouse Management and helped maintain the facility inventory