• Lead the second line of defense Risk Management department for the company’s consumer insurance carrier, American Modern Insurance Group (AMIG). Advise C-suite executives and their teams on risks to business model with oversight of the entire risk management program.• Coordinate operational risk oversight, risk event reporting, and control management for all of MunichRe’s US Property & Casualty businesses. • Primary liaison between MunichRe US Property & Casualty businesses and Munich-based headquarters’ departments on topics impacting primary insurance businesses and operational risk. • Serve on the following governance forums: AMIG Board and its Audit Subcommittee, MunichRe US Property & Casualty Risk Management Committee, the American Property & Casualty Insurance Association’s Enterprise Risk Management Committee, and biannual company meeting with the Ohio Dept of Insurance.Results:• Improved control performance at AMIG from 30% deficiency rate to less than 5% in three years while establishing new level of integrity of business assessments. • Implemented a new MunichRe operational risk framework across all US Property & Casualty businesses that decreased work effort of the businesses by about 1/3rd with no impact to risk profile. • Supported business growth of AMIG of $500M through business partnership, analysis and documented risk opinions of portfolio acquisitions, new product development, and large account relationships. • Enhanced AMIG’s reputation with the Ohio Department of Insurance through ongoing assurances and demonstrated results coming off the repercussions of operational control failures occurring before my arrival.• Mitigated high risk processes and improved company’s risk maturity score >20% through in-depth risk reviews.

• Led the second line of defense operational risk management team overseeing operational risk and claims management for the Property & Casualty insurance business of USAA (2018: $22B revenue). • Directed the Property & Casualty business and risk management department in the initial phase of the Federal Reserve’s strengthening oversight of the USAA bank holding company.• Chaired the cross-business Risk Management department Directors discussion forum of 30+ members facilitating sharing of ideas and best practices.Results:• Developed first independent key indicators report for the P&C Risk function that strengthened the three line of defense risk management framework. • Enhanced business resiliency through deep dive reviews where shortfall in performance of processes were identified and worked with business to develop mitigating steps to decrease residual risk.• Strengthened reputation of the P&C business through quarterly meetings with the Texas Dept of Insurance and Federal Reserve representatives.

• Led multi-year program for Canadian regulators’ approval for the Bank of Montreal’s US banking operations (2015 Rev: $750M) use of internal models for capital calculations. Managed over 40 staff and contractors.• Developed program structure and oversight of initial phase for bank’s application to Canadian regulators of internal capital model approval for the acquisition of Marshall & Isley bank ($4.1B price).• Directed BMO's US risk management program to achieve federal examiners’ Heightened Standards for large financial institutions. Designed and launched the bank’s US model risk management infrastructure and successfully remediated multiple regulatory findings.• Engaged regularly and minimum on a quarterly basis with US federal financial regulators and Canada’s national financial regulator. Attendee to the bank’s external Board Risk Management Committee.Results:• Improved company’s Common Equity Tier 1 capital by 55 basis points through regulatory approval to utilize internal models’ approach for capital calculations. • Upgraded business operations through review and assessment of nearly 250 projects across eleven separate risk functions to meet objectives of the multi-year complex program. • Enhanced transparency of the bank’s models’ risk of the bank by launching a US-based model risk governance infrastructure including a bank-wide inventory and oversight to over 500 models within the bank.

• Interim Chief Risk Officer at newly-acquired fleet leasing business in Australia. Decreased 30+ delinquencies from 38% to 12% in four months while improving employee morale with no impact to customer relations.• Created portfolio management department for GE Capital’s franchise finance business (2008 Rev: $14B). Introduced annual investment review process that covered nearly 50% of franchise finance portfolio. • Developed quantitative models to assess aggregate portfolio riskiness on the company’s risk rating scale. This allowed for risk levels to be compared across segments of the portfolio as well as different businesses.