Directed strategy and execution for business requirements definition, customer engagement, business partnership, end-to-end product/platform testing, enterprise-class project management and IT department oversight. Developed, maintained and monitored IT department budget and spend. Enterprise Business Continuity owner and member of the Crisis Response Leadership Team.• Managed IT Governance function, providing department oversight and ensuring adherence to overall IT strategy and Target Operating Model.• Conducted annual budget and resource planning with IT leadership. • Tasked with reducing 2023 forecasted budget from $41MM to $9.7MM for 2024. • Developed/Executed plan to reduce resources from 114 to 32 after divestiture of Retail division.• Reduced 2022 forecasted budget from $58MM to $52MM to meet executive directive due to expected decline in mortgage industry. Closed 2022 at $43MM via continued analysis of forecasted vendor renewals, right-sizing of contracts, consolidation efforts, deferred/canceled new hires and accelerated project savings.• Team streamlined audit intake/response process upon inception and achieved an 8% findings rate in 2022 and reduced the findings rate to 3% in 2023 for internal/external audit responses. • Oversaw creation/maintenance of more than 400 documents, including Target Operating Model, Policies, Procedures & Standards and product Admin Runbooks.• Eliminated cloud Business Continuity platform and initiated informal project to update outdated department Business Impact Analysis (BIA) and Business Continuity Plan (BCP) documents. Expanded existing BIA documentation to include detailed risks and impacts to the organization, vital records and upstream/downstream dependencies. Consolidated disparate department BCPs into a single enterprise BCP. • Provided IT vendor contract expertise to meet budget requirements, facilitated technical discussions for business initiatives and expedited contract negotiations to meet timelines.

• Established formal EPMO and Portfolio controls within 5 months of new role and Restructured project management team to include 6 full-time project management consultants with Loan Origination System (LOS), Mortgage, Technology and general Business expertise. • Conducted review of 47 in-flight projects: 23% were completed, 19% temporarily halted for cost-benefit review and 5% canceled. • Established Portfolio Steering Committee of executive and department leaders to provide oversight of existing and incoming projects within the portfolio. • Inherited multi-year Retail LOS project struggling to deliver impactful deployments due to unclear requirements, weak project management and disorganization among project teams. • Deep dive of project management consulting firm’s work product resulted in recommendation of immediate contract termination, placement of EPMO personnel and reorganization to a Program. • Revamped Retail LOS Program was placed into physical audit with more than 27 critical and 9 non-critical path workstreams identified, and teams worked to improve sprint planning and release management processes with LOS vendor. Conducted 6 major platform releases ahead of an on time and successful Pilot just 10 months later.

• Identified significant telecom overspend with single vendor, resulting in initiation of 2 large-scale projects:• Replaced outdated, high-cost, multi-carrier telephony systems with single VOIP platform. Implementation scope included integration with MS Teams and sunset of Skype for Business. Migrated 95% of phone numbers within 3 months for 2,500 associates/consultants across 200 locations nationwide. Eliminated 125+ costly SIP contracts and realized $500K in savings in Year 1 despite implementation costs and early termination payouts. Annual savings exceeds $2MM post-implementation.• Eliminated more than 4 dozen MPLS/Broadband contracts with single vendor and right-sized carrier services at all locations and data centers. Scope also included data center exit strategy to further reduce network services spend. Realized annual savings of $244K in 2021, $2.05MM in 2022 and $2.42MM through project close in Q3 2023. • Implemented enterprise-wide vendor management platform and established RFP/RFI process. Expanded platform to include end-to-end workflows, processes, required training and job aids. Accountable for defining and implementing department organizational structure and expanding the vendor team. Hired and trained 3 employees and consultants. • Screened and interviewed for the replacement Vendor Management Director upon promotion to EPMO Director.

• Worked within existing vendor management system to import 500+ IT contract and vendor records, and consolidated and renegotiated IT contracts resulting in $1.6MM in savings over an 18-month period. • Evaluated and selected cloud Business Continuity platform to streamline management and collection of BIA/BCP documentation. Designed, built and implemented system to meet internal audit and external regulatory requirements.• Drove acquisition effort for the Prospect Mortgage IT department, coordinating work efforts of Prospect’s IT leadership team and providing reporting to Prospect and Homebridge executive leadership teams. Oversaw fulfillment and drove technology requirements of the Transition Service Agreement between Prospect and Homebridge. • Promoted to Vendor Management Director by the CEO and COO to establish an enterprise Vendor Management function.

• Program managed the acquisition project effort for the IT department and coordinated transition activities between Prospect Mortgage and HomeBridge Financial Services IT teams.• Responsible for establishing a formal Enterprise Change Board, developing policies and procedures outlining routines, requirements and release schedules, and merging disparate applications utilized to manage change documentation and approvals to provide a single source for enterprise change tracking.• Managed intake for business requested changes to the LOS by clarifying requirements, identifying stakeholders for each change, and creating change tickets to document and manage configuration and testing efforts, resulting in a greater than 40% decrease in incomplete, irrelevant and erroneous ticket creation.• Responded to regulatory, state and internal audit inquiries on behalf of the IT department, and maintained a central repository to house all audit documentation. Achieved a first-ever 100% pass result for all audits conducted on the department in 2016.• Evaluated existing department Policies & Procedures for accuracy and relevance, and worked with team leaders to improve, rewrite and retire P&Ps accordingly. • Developed and delivered monthly department project reporting and related capital expense hours to Executive Committee and Finance teams.

• Directed Enterprise Change Program and directly managed team of 9 employees and consultants. Responsibilities included the development of and transition to an Enterprise Project Management Office, management of the Policy, Procedure & Process Mapping (P&P) team, oversight of enterprise level projects, project management of emergency and high-risk projects, and ownership of corporate Governance process. • Created “Fast Track” project process to meet stakeholder expectations for speed of delivery of small projects and best utilize resources. Proposal included project criteria, implementation steps and streamlined project documentation. • Developed program structure for floundering, enterprise-level project to build an online home financing platform by documenting formal requirements, developing a program-specific change management process and issues/risk tracking tool, identifying a resource plan, and designing an executive stakeholder status report of all initiatives within the program. Hired 1 consultant and repurposed 3 consultants to drive the effort.• Initiated improvement challenges to P&P team manager and direct reports to decrease turn-times, provide team performance and business response metrics, and improve usability of ConvergePoint, the P&P system of record. Decreased document turn-times by 15%, pending manager/executive approvals by 80%, and tested and implemented 3 platform upgrades to current version within 2 months.• Facilitated bi-monthly Governance routine and expanded existing routine/process to include prioritization of new and existing projects, creation of business cases and cost justifications, and documented a scope management process.• Designed a project sizing process to support adequate staffing and workload distribution for project resources. Process included definition of and parameters for initial and final sizing, and evaluation of change requests.

• Drove highest priority project within Solutionstar to build and deploy new asset management platform for REO portfolio and client Nationstar Mortgage’s Short Sale and Deed-In-Lieu portfolios, providing oversight to project teams of more than 70 resources across the business and IT operations, including project managers, scrum masters, business and training leads, analysts, developers, testers, reporting, infrastructure, marketing, legal and finance teams. • Led short-term project to review 800+ procedure documents and identify procedure gaps, inefficiencies and risks, contributing to the development of a detailed pricing matrix for Consolidated Analytics to respond to end-client RFP. • Designed and implemented formal structure for Prospect Mortgage’s PMBTO to manage projects and business process transformation initiatives, including development of a Methodology & Standards and Project Audit Review Model. Transitioned to full-time employment with Prospect Mortgage after 5 months.

• Managed 6 month complex project within client's Loss Mitigation Business Continuity team to rebuild documentation for 11 business recovery plans and 106 business functions, develop and implement monthly/quarterly maintenance routines, and document procedures for enterprise testing. • Identified process inefficiencies within client organization and recommended operational improvements to merge, eliminate and automate reports to reduce number of resources and resource hours utilized to meet reporting mandates. Eliminated more than 75 manual reports and over 500 hours of resource utilization per month. • Hand-picked by division executive to lead high profile, confidential project monitored at the highest levels within client's executive office. Facilitated core project team meetings, executive risk review meetings, and project documentation to drive deliverables and provide leadership to the management team.• Collaborated with client SVPs and management teams from Deed in Lieu, Real Estate Owned, and Short Sale teams to consolidate data from multiple legacy systems into centralized database. Determined project outline, scope, timelines, deliverables and skill sets to meet business expectations within 1 week of executive meetings.• Cleared more than 5,000 non-public information records from client database in 6 weeks, providing training/guidance for support team of 6 to close out the project on time.• Provided Program support to Program Manager, 10 Project Managers, and more than 30 Team Leads/Members for internal Servicing Platform Implementation Program. Served as document warehouse administrator, created document standards/templates, and provided Quality oversight for the 9 Projects within the Program. • Designed new processes and provided training to mitigate human errors causing Citrix Application failures for 150 member Quality Assurance Team. • Developed more than 75 project templates and project guideline documents for internal Project Management team.

• Exceeded commercial needs of clients, including successful on-boarding activities, continued high functioning support, and collaborated with technical and executive level resources within companies as the customer advocate.• Improved service delivery by conducting regularly scheduled meetings to review and develop project improvement plans, project status and service reviews.• Coached eLoyalty’s Service Delivery Managers on project methodology and adherence. Promoted achievement of the PMP certification for the Service Delivery Management and Project Management team members.

• Managed complex projects and provided portfolio-level leadership for the WFHM Loss Control portfolio within the HAMP PMO (REO/Short Sale, Loss Control, and HAMP project portfolios).• Directed and supported 10 Project Managers over 60 concurrent projects for the Loss Control and BAU programs. Served as escalation resource for Project Managers to remove obstacles and resolve disputes.• Conducted weekly team project status meetings with senior business and technology executives, as well as weekly project prioritization meetings with business leads. • Resolved issues from previous failed deployments of critical APS projects; clarified scope, rebuilt project documentation, reset expectations with senior executives, and implemented safeguards and regular communication with project team and key stakeholders. Efforts resulted in 4 successful deployments in 3 months.• Directed series of projects intended to enhance in-house project management software. • Developed single source for weekly reporting requirements across the WFHM PMO for all stakeholders.

• Developed and executed strategies for Fortune 500 accounts to drive customer success, service usage, referenceability, renewals and retention through proactive post-sales management. • Identified scope, created action plans, and identified escalation team members to manage customer escalations and improve customer satisfaction for strategic clients.• Coordinated communications between key internal and external stakeholders, removing obstacles to resolve customer’s critical issues expeditiously.• Initiated review of IP telephony audit process after discovering discrepancies within a customer account. Identified $5+ million in unbilled revenue across 8 customer accounts. • Drafted plans for business continuity, disaster recovery, service improvement and escalation notification spanning multiple customer and vendor teams.• Increased cost recovery on multiple accounts by identifying out-of-scope billable activity, delegating work to other Cisco service organizations and resetting customer expectations.• Salvaged relationships with problematic customers through customer advocacy and by coordinating efforts between cross-functional management teams and business partners.• Guided engineering teams in prioritizing incidents and accomplishing milestones for service improvement.• Liaised with customer and vendor contacts to manage schedules and emergency change management services.• Reported break/fix scenarios and product/feature enhancements to customer change advisory board. • Provided monthly and quarterly service reviews detailing operational objectives and performance.

• Formulated and coordinated marketing plans to promote infrastructure security equipment and services. Identified target audiences determining direction for marketing efforts.• Defined strategy to outsource design and public relations support. Led evaluation of proposals and interviewed marketing communications firms, reducing internal marketing staff requirements by 50%. • Coordinated event planning logistics for industry event, including equipment rental, signage, and staffing.• Edited corporate web site and collateral to ensure accuracy and high quality content to drive new sales. • Supervised graphic designer to ensure designs, concepts and layouts met brand standards.

• Contracted with IT recruiting firm to identify and implement full-service HR outsourcing company to provide payroll, legal documentation and workers’ compensation coverage. - Researched and secured strategic relationship with a Professional Employer Organization. - Managed project to integrate employee information to meet outsourced partner’s data requirements. - Supervised employee transition to new health benefit program, easing employee transition.• Provided consulting services to non-profit organization to support planned business growth. - Designed and implemented scalable technology plans for business operations. - Identified functionality changes, coordinated redesigns and provided quality assurance to expand Access database capability.• Established contract with Realtor to improve business processes and streamline operations. - Implemented an ACT! database to track customer lists, modernizing distribution of monthly newsletters and marketing materials. - Provided basic accounting services to reduce 6-month financial backlog, filing 1099’s and documenting income and expenses. - Restructured and organized filing system, discarding decades of irrelevant data and improving usability to reference and research materials.

• Crafted marketing plans to promote member services resulting in a usage increase of 55% in the first six months of deployment and improving new member recruitment by 25%.• Executed successful strategic plan for internal expansion through the deployment of an internship program with the University of Texas, resulting in more than $100,000 in annual savings.• Organized multiple annual conferences and worked with executive-level speakers and sponsors to design professional slideshows and presentation materials. Planned 300+ tradeshows and events annually.• Planned and deployed office infrastructure for local area network, desktop, database and accounting systems.• Negotiated and secured strategic corporate partnerships with Austin executives to provide pro-bono service including general counsel, accounting and auditing, and public relations and marketing services. Partners included Bracewell Giuliani, PricewaterhouseCoopers, KPMG, SicolaMartin and St. Edward’s University.• Led and organized member services committee of 5 paid interns and 15 volunteers, eliminating the cost of full-time staffing.• Increased corporate membership by 100%, 300%, and 140% in fiscal years 1999, 2000, and 2001, respectively, through the transition from individual to corporate membership structure.• Published award-winning quarterly newsletter distributed to 60,000+ Austin member employees.