• Manage operations teams to build and operate efficiently.• Create the vision for teams focused on process and policy improvements, workflow, consistency, and customer service.• Coach Offshore team leaders in applying the vision to their team and in the recruitment and retention of team members.• Responsible for budgeting and expense management for assigned area.• Manage cross-functional process improvement projects including large scale implementations and standardizations.• Sponsor teams who collaborate on actions affecting business practices such as: SOX, procedures, and policy changes.• Lead team responsible for improvement in process design for administrative support, enhanced customer and broker experience and attainment of company growth, persistency, and profit targets.• Lead and participate in systems development and enhancement projects in partnership with other teams.

Led Institutional Support team within contact centers with a focus on improving the overall client experience for our institutional and individual clients. Led team in developing solutions to be better prepared and ready to support new and existing institutional clients as they adopt new products and services. • Developed and implemented strategy to improve how TIAA’s most critical Plan Sponsors and their employees are serviced within the contact centers. Created efficiencies within the institutional client queues through improved routing design and more formalized customer service agent training/support, resulting in reduced staff attrition and ~$1million in cost savings over a 2 year period.

Coordinated all activities relating to new institutional business implementations for client facing staff. Represent Client Services Group on Offer Governance Committee (OGC) and all related decisions regarding new institutional business and Request for Proposal (RFP) activity. • Represented Client Services Group on RFP team to ensure our responses effectively demonstrate our ability to service our institutional and individual customers.• Assisted in the leadership of the TC Way transformation within the NCC which resulted in improved service levels by 66%, average handle times by 23% and sales targets by 4% within first year.

Directed all readiness activities related to technology changes and improvements impacting all client facing frontline users.• Participated in and led projects supporting new product development and existing product enhancements.• Managed project integration, scope, time, quality, communications, and risk.• Identified project risks and proactively engaged business partners to quantify and resolve issues related to process and technology changes impacting client facing users and external customers.

Responsible for making the organization the primary relationship (first call) for individual and institutional customers in need of distinctive advice, products and services related to achieving their long-term financial goals. • Directed team of 20-25 financial consultants to ensure the highest level of service is being provided during all customer interactions.