My 20 year background working in Service Delivery had me participating in all kinds of audits and assessments, adjusting to policy changes, and reacting to changes in security practices throughout the financial technology sector. This has led me to manage a small group of analysts in a dedicated Risk and Compliance team supporting the Business to Business and Money Movement group within FIS.I started in Electrical Engineering at the University of Wisconsin in Madison but calculus turned out to be unfriendly to me at the time. I was interested in computers and was building my own PC (an IBM 486...super powerful) when it came time to change majors. I turned to Information Systems in the business school and also got a job at the university help desk. At the DoIT Help Desk, many of the calls were assisting students and faculty getting connected to the 56k modem bank and changing email passwords. We also supported the campus mainframe applications and ultimately any computer issue someone was having trouble with.The mystery of chasing down a problem and implementing a resolution drew me to Application Support/Service Delivery which is where I stared at what as then M&I Data Services in the Bill Pay group. I worked with that system for about nine years as our payment volume grew from 25k transactions a night to around 400k transactions processed in multiple windows throughout the day.In 2009 I was tagged to run a Service Delivery team for a new mobile banking product acquired by what was now Metavante. Building all the processes, procedures, and monitoring points from scratch on a new product was exciting challenge. This was also my first time with people reporting directly to me. I began to learn how to balance the management of people along with doing technical work.In 2011 our ACH products were added to my purview. ACH was a different challenge for me as I was not as intimately familiar with mainframe technology and new nothing of cobol. It was a much larger team and the products moved over $3T per year so the stakes were high. I had to adjust my management style significantly to rely more on my team members' technical expertise and become a leader based on the concepts of daily operations. I continue to hone my management and leadership skills and enjoy working with my staff to provide guidance and remove obstacles to allow them to freely do their jobs the best they can.