Attending Networking Events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

Financial Services

Lead cross functional change management software implementation and ERP strategic initiatives for SaaS client using Six Sigma/Waterfall/Agile methodologies. Manage corporate communication, change initiatives, risk assessment, and strategic management of consolidated client/vendor roll out. Support Business by developing comprehensive measurement and reporting tool for weekly C level and VP status objective update.

Led various cross functional Business Audit, Risk Control, Process and Change Management software implementation projects within budget using Six Sigma/Waterfall/Agile methodologies at Bank of America. • Participated in regulatory / audit initiatives where I led / provided direct SVP/VP business support.• Reduced over $25M in operating loss by conducting root cause analysis and driving risk remediation / change management efforts. • Led assessments for risk, legal, compliance and aligned business directives by developing remediation plans for more than 30 technology and operations projects while remaining within budget. • Generated an immediate 4th-quarter savings of more than $10M to the general ledger by establishing process improvements that allow for tracking of loan-level details to loan maturity for balloon notes.• Created a 100%-compliant process control to eliminate legal issues resulting from an error that impacted more than 25,000 borrowers per month, which saved more than $2M by reducing attorney general complaints and borrower/investor confusion.

Supports Bank of America in project life cycle by identifying operational objectives and creating viable yet sustainable Project Management solutions.• Designed and developed custom reporting in a CRM business control model for more than 7,000 Customer Relationship / Process Managers using Salesforce.com and lead analytics team to validate SaaS results.• Created process control for Investor information on Borrower correspondence utilizing an ODS table that ensures 100% compliance with NMS 210 and Dodd Frank reducing Attorney General complaints, borrower / Investor confusion, and positively impacting the Customer Relationship Agents ability to manage verbal and written inbound borrower requests for information. • Change Management lead for Service Directive 11-01 transition including go to green for Trial Plan period, Income Re-evaluation, and Segment Policy / Procedure readiness.• Developed over 45 new metrics and historical and trend reports for 10 business units to clarify and communicate key daily key performance indicators (KPI’s) and facilitated weekly roll up to Senior VP’s. • Onboard, Train, and mentor Jr. Project Managers on moderating operational risk, compliance, change control strategy, and analytics reporting.• Facilitate meetings with executive management to define solutions and drive outcomes by effectively communicating gap opportunities and delivering results to top-level stakeholders at the company.• Maintain routine cadence with internal project teams to manage each project and ensure lessons learned are being shared throughout the line of business as well as validate results post UAT.• Establish compliance operational strategies by evaluating trends, establishing critical measurements, determining production, productivity, quality, and customer-service approach.

Led strategy, automation, logistics, and customer service projects for the organization. Consulted for various clients on opportunity identification, process flow creation, and organizational efficiency.• Automated virtual business management platform for startup client, including daily financial documentation and client database allowing for tracking and operational efficiency.• Using predictive sales and marketing, improved supply chain practices for 10 clients by an average of 5%–40% in areas such as logistics, controls, and contract negotiation.• Enhanced process for commodities to Vendor and improved GL ledger profit by 10%.• Adopt areas of ownership within the client’s scope for internal and external development of organizational objectives, processes, procedures, and methodologies to drive transformation excellence.• Addressed operational and supply chain challenges, identified process to automate logistics of raw materials, negotiated new supply group and discount for volume bottle purchases, and managed tariff and tax issues.

Implemented metrics, document management, and daily goals for the HAMP process team. Managed project planning / priorities and tracking of Home Preservation mortgage closing / preclosing team. Completed audit review requests incorporating Morgan Stanley Internal Audit, FDICIA, SOX, Freddie and Fannie [GSE’s]. Provided guidance and leadership to key personnel on the MortgageServ (FISERV) to MSP (LPS) servicing system conversion.• Implemented new vendor management program to identify / define systems, scope, resource requirements and project priorities saving over $50k per month while decreasing vendor file turn time from 21 days to 1.• Identified tracking and training gap, built training module to ensure 100% corporate alignment with FDCPA mandate for contract and full-time employees.• Identified ineffective business group comprised of 4 independent – yet complimentary - silos and facilitated breakdown of communication barrier to synchronize projects and achieve common objectives.• Increased annual retention by $250K by creating an efficient business model for tracking HAMP modifications from conception through maturity to include key performance indicators and reporting.• Reduced vendor file turn time from 21 days to 1 day and saved $50K per month by implementing new vendor management program.• Improved the efficiency of a review process for $18M in Home Preservation funds to reduce loss by 164% through detailed evaluation and analysis on aged accounts.• Support audit projects/process to ensure quality assurance checkpoints are being supported and quality control objectives are maintained (SOX Audit).(Saxon Mortgage Services, Inc. – acquired by Morgan Stanley in 2006 - manages home loan payments and transactions for thousands of home loans across the United States)

Managed Closing, Process Improvement, Fulfillment, Customer Outreach, Collections, and Audit teams for Home Loan Servicing. Directed teams responsible for quality control, reporting, inventory tracking, payments, research, and validation testing. Maintained $80-90M in monthly sales transactions for Wholesale lending ensuring customer satisfaction and retention. Managed over 100 FTE’s.• Escalation point of contact for Legal, Third Party Vendor’s, Treasury, and Federal Regulators.• Received HLS Award for management retention strategy and enterprise-wide contributions.• Developed employee performance metrics for effective enterprise-wide leadership of coaching and team development.• Managed outbound dialing/skip-trace team to include 100% ownership and development of programs for 70 Agents in the Collections Call Center to improve right party contact data integrity.• Developed a “Pay for Performance” plan that increased FTE productivity to 93%.• Managed account and customer escalations; facilitate on-site client meetings; articulate issues and provide resolution options clearly and concisely to Sr. Executives.• Increased target number and speed of completed loan modifications by 180% by setting pre-validation process and implementation guidelines for FDIC loan modification program.• Review project success criteria ensuring stakeholder alignment and long term business impact.• Delivered strategic application of Advanced Performance Management Program (APMP) designed for effective enterprise-wide leadership of coaching and team development.• Maintained client accounts for 7 States while processing an average of 88 million in monthly sales transactions while maintaining 99% service levels and 100% customer loyalty• Provide leadership across a portfolio of accounts with concentration on Client & Team Success, Respect, Process Integrity, Results Orientation, and Customer Satisfaction.

Designed and managed operations, business-to-business [B2B] sales initiatives, corporate communications and product-to-market strategies. • Initiated new account sales, trained staff to sustain long-term relationships. • Developed product expansion approach. Managed vendor relationships and all development projects. • Collaborated with State and Federal agencies to ensure full compliance with public water safety.• Held consumable supply to under 1% loss through vendor relationship management.• Devised sales and marketing strategy that increased revenue 100% annually for 5 years.• Collaborate with sales during the presales stage to research and understand client business challenges and drive towards value added solutions by providing a value proposition during contract negotiations.• Work with sales and delivery at early stages of project life cycle to ensure project is set up for success.• Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery while supporting Sales team in a direct support capacity.• Identify cross-sell and upsell opportunities by understanding the client’s business requirements, analyzing and presenting strategic solutions that align with their needs; enable Sales team to respond to client's future business strategy and organizational change management needs.• Lead human resource functions regarding personnel, payroll, new hire orientation and all legal issues.

Consulted and managed Recruitment and Training programs for Call Center with 1200 employees. Developed product, operations and technical curriculum for multiple clients. Administered knowledge base and intranets for clients using Portal Billing software, Netcool, Siebel, Netcracker, Cacheflow, Riptech, Documentum, MSI and F5 technologies. Hosted and developed methodology for Protocol University, an internal certification program for supervisors and management, which increased management skill levels throughout all outsourced projects.• Facilitate training, development, quality review, and process design of data center educational materials. • Maintain a 95% retention and delivery rate for all students to include follow up review.

Manage Call Center for VoiceStream Wireless (now T Mobile) by providing leadership/oversight for over 100 employees and a 1.2 million dollar account. Also co managed / trained for Intuit and ShaneCo Diamonds.com. Design, develop and implement training programs for Call Center environment. • Lead team to high levels of success by setting achievable/measurable goals and by providing positive, clear direction.• Develop knowledge assessment material on software such as QuickBooks, Quicken, Payroll and Tax Software, e-commerce, web development, HMO's, marketing, networking GSM, TDMA and CDMA technology.

· Initiate and implement field level human resources for Colorado · Maintain appropriate level of staffing for each unit in the state over 400 employees · Recruit and interview qualified candidates · Develop training programs in areas of customer service, sales, management training, employment law and recruitment · Train employees on company policies and procedures

· Responsible for growing a profitable operation while maintaining a high level of customer service · Recruit, select, train and develop sales and clerical staff · Evaluate existing programs, revise and create new materials · Facilitate train the trainers programs and seminars on customer service and sales/customer interaction skills · Address personnel issues on diversity, harassment and general problem resolution · Maintain staffing level of approximately 120 employees· Train Associates on the importance of reducing loss via better customer interaction/service, pricing controls, and attitude awareness