I continue to lead the analytics team in developing strategies to foster debt resolution for delinquent & charged off customers. With my promotion, I have also taken on ownership of key operational platforms (ex. omnichannel dialer, offer management system, etc.). Overall, I'm responsible for managing the strategic roadmap in Collections & Recoveries to contribute to the company achieving enterprise-level vertical financial goals.

I led a team of analysts tasked with driving innovation in our Contact Strategy & Offer Management Strategy for past due and charged off accounts. Our goal was to find the best ways to help our customers in difficult financial situations.

In this role I focused on addressing operational challenges that limited the company's ability to contact past due customers via the outbound phone channel. I also led the effort to integrate with a new platform, enabling our phone associates to enroll charged off customers in customized payment plans. I was given the opportunity to stretch into a people management role in the second quarter of 2020 with the addition of two new analysts to my team.

My role included the horizontal program management of the Customer Resiliency business. I served as Decision Owner to secure approval for the 2018 US Card Recoveries program. Additionally, I developed an agenda to improve credit infrastructure in the Collections & Recoveries businesses, including owning intent for improvements to reporting logic that ultimately resulted in upgraded ratings for both programs. I explored the use of a new Python-based tool to better understand variance analysis and identify drivers of performance degradation. This effort was then presented as a successful proof of concept to encourage use of the tool across the organization. I was accepted to the Advanced Credit College training program, which develops the company's future credit leaders, and graduated in September 2018. Finally, I designed the intent for a long term monitoring infrastructure solution built in the cloud to automate reporting needs in a sustainable way. This work was successfully piloted with a proof of concept that secured resources for further investment.

With my promotion to senior associate, I made the jump from operations to become a business analyst. Immediately I was tasked with taking over our Recoveries forecasting model. My work helped make loan loss decisions and was used to satisfy government-mandated stress testing scenarios.I served as the main performer for managing our US Card Loss Mitigation programs, which oversee the treatment of millions of accounts and recover in excess of $1 billion in post-charge off debt annually. I worked closely with risk management to develop business proposals to convince the Chief Credit Officer of our organization that the programs were being run appropriately.In the Collections business, I built out a valuation tool to determine the financial benefit added by our work strategies. To do this, I extrapolated historical activity curves and adjusted for the current state of the business. I also had some experience running a cluster analysis to predict the behavior of delinquent customers so we could segment for targeting treatment strategies that best suit custom needs.In early 2017 I started work on an analytical deep dive to uncover the drivers of account mix degradation that was negatively impacting performance. This was a top priority and gave me a lot of experience working in a "fire drill" environment and interacting directly with senior leaders.

This was my first role out of college, and, initially, I was fortunate to join an experienced analytical group. However, within a year, I found myself as the most tenured person on the team as others rotated to new opportunities. This presented the unique challenge of being tasked with more responsibilities than the typical college hire. Through this I gained valuable experience working closely with senior leaders to meet tight deadlines.I had the opportunity to become one of the first analysts at the company to receive a Tableau developer license. I used the program to revamp existing customer experience reporting. My streamlined product was a major improvement over the old method, which was manual and time-consuming. The new process allowed for rapid investigation into customer concerns and quickly became the standard for customer experience improvement work.One of my last projects in the role was to build out the test and lead the analytics for an email campaign to drive customers to our digital channels. The company had grown tremendously in the online space, but customers were either ignorant of the improvements or wary of using the internet over more traditional methods of account management. We successfully convinced customers to adopt digital as their channel of preference, saving them time through self-service capabilities and reducing the company's reliance on the costly phone network.