Operational Risk - RCSA Program Leader

Established business group and new operational risk system within single family mortgage—division with $4T in assets under management—at national financial services organization. Led governance, compliance, diverse risk assessment, business continuity planning, privacy and fair lending oversight, and disaster response. Directed $5M divisional budget and remotely led 40 national team members through 9 direct reports overseeing full scope of operational risk management framework including capital markets, seller and servicer management, risk management, and business technology.• Spearheaded project to revamp enterprise regulatory compliance management, implementing process improvements to enhance collaboration with regulator, which generated significant time savings and efficiencies.• Implemented KPIs and key risk metrics division-wide and developed standardized review process, enhancing metric visibility and delivering continuous information to support streamlined operational risk reporting.

Partnered with and served as chief of staff to SVP of real estate to develop new financial strategy after the Great Recession. Collaborated with business leaders and leveraged analytics to inform strategy and drive decision-making for selling, disposing, and managing 1 million+ distressed assets while minimizing financial losses. Led team of up to 20 members and managed $3M budget to oversee operational risk, analytics, regulatory compliance, governance, and technology.• Implemented new technology system still in use today to manage foreclosed properties beginning to end, turning around struggling process by working with tech vendor to remediate multiple defects and successfully go live.• Saved $29M+ over 3 years and boosted vendor performance by renegotiating contract to define service level agreement metrics and tie compensation to metrics achievement.

Overhauled business and technology practices to address significant departmental challenges and reverse financial losses. Led 100-member management team and oversaw 20+ vendors utilized as flexible resource to meet ever-changing business needs in years following the Great Recession. Drove impactful changes to vendor management processes, including renegotiating contracts and creating incentives to drive performance differentiation.• Captured $10M+ in annual savings by creating and implementing vendor performance model to improve third-party provider management processes and reward vendors achieving KPIs, which reduced risk by establishing clear performance expectations.

Received recognition for exceptional work as chief of staff to SVP single-family real estate portfolio of distressed assets. Delivered board presentations and engaged with internal committees and governmental regulator. Created process to manage and respond to external inquiries and complaints in complex operating environment. Executed most successful large bulk sale of REO properties traded to date. Managed and advised on general and administrative (G&A) budget.

Provided reporting and analysis of business data to all levels of management. Implemented process and system that managed escalated inquiries and external complaints.

Managed technology and coordinated with business owners on creation and rollout of enterprise-wide project that resulted in paradigm shift related to credit analysis and enhanced revenue estimates of $15M+ annually with focus on underserved business channel. Trained and presented to all levels of management utilizing differing mediums.