Responsible for coordinating enterprise strategic remediation of Information Security control gaps identified by multiple regulators. Leading enterprise-wide plan to provide multi-factor authentication protection for over 300 applications, including the major client portals to address compliance issues with enterprise password policy.

Senior consultant for multiple financial services risk and controls projects. Hired by last client Northern Trust to continue as a full-time employee.

CHARLOTTE–BASED NON PROFIT • Successfully served as Process Lead/Consultant for creation of a new long-term strategic plan• Led negotiations between Advisory Counsel and current board members to arrive at a consensus on final recommendation given multiple competing priorities• Developed board level recommendations for improved financial planning and controls to enable better decision making

GT&O Business Process and ControlsSuccessfully led creation of program structure and project management team to support enterprise-wide upgrade of Non-Financial Regulatory Reporting severity 1 Audit Issue. Also volunteered to lead delivery of urgently needed technology solution to deploy across all business units and control functions, which was delivered on time. Led 2017 initiative planning for GT&O Business Process and Controls organization.Enterprise Control FunctionsSuccessfully improved execution governance and adherence to enterprise change management standards and policy. Built-out of Shared Project Management Services & Governance team, which included: Program Mgt Office, Employee Readiness, AGILE/SCRUM Masters, Release Mgt, Process Change Engineers and Initiative Planning.

Responsible for improving Risk Culture across application tech groups supporting Global Markets business. Key activities include ensuring adoption of key GT&O risk framework initiatives, coordinating Risk & Control Self Assessment, Audit readiness, Risk Reduction Action plans, etc. Areas of responsibility moved to sustained green status for key risk metrics and improved self-inspection capabilities.

National Mortgage Settlement (Enforcement Metrics)Provided Change Management leadership in defining consistent measurement and measurement processes in conjunction with the National Mortgage Settlement (DOJ and State AG’s). BAC team coordinated measurement activities across all five servicers. OCC Consent OrderSuccessfully created execution standards, overall program schedule and management routines for rapid achievement of OCC Consent Order program objectives. Directly coached problem areas and teams to ensure achievement of program goals. Also coordinated assessment phase for additional servicing standards issued by FHFA (for Fannie and Freddie) and for the Department of Justice in anticipation of settlement agreements.

Execution Phase Responsible for change management teams on 40 transition projects ($200+mm in total spend over 2.5 years), focused on consolidating front office trading books and combining operating processes and systems for all Global Market Products areas: Credit, Rates/Foreign Exchange, Equities, Sales, Capital Markets, Operations, etc. Results: over $110mm in annual savings achieved (vs. plan of $85mm). Successfully completed re-planning of portfolio required after numerous regulatory-driven delays. Legal Day 1 Partnered with business leadership to successfully complete all required activities for Global Markets on Legal Day 1 of the BAC and Merrill Lynch merger. Activities included obtaining regulatory approvals and registration, developing consolidated risk reporting across dual broker/dealers, associate communication, technology access, etc.

Responsible for the successful execution of 12 Business Process projects with China Construction bank. Projects were focused on improving CCB’s capabilities in: Retail and Business Banking, Wealth Mgmt, Call Centers, Internet Banking, Risk Mgmt, Marketing Research, Human Resources and Change Management.Successfully led a Six Sigma Black Belt project that tailored Bank of America’s enterprise standard project methodology for use on the CCB collaborative projects. The developed methodology includes a unique framework to accommodate different project types (New Process Design, Improvement of Existing Processes and Large-Scale Deployment). Responsible for coaching and coordinating the project management activities for over 20 successful collaborative projects with CCB. Partnered with the Program Management Office to develop critical management routines for use on all CCB projects.

Responsible for developing and managing the successful execution of the Change Performance Center’s Multi-Generational Plan. The Change Performance Center established the bank’s strategic direction for project management, tracking and portfolio governance to maximize initiative investment return. Established Six Sigma Change Process 3.0 as the bank’s end-to-end change management process, and TPOWeb as the project tracking System of Record, for all projects funded from the technology initiative pool. Process Owner, Six Sigma Change Process 3.0 (SSCP 3.0) Successfully led team that achieved bronze-level Process Excellence certification for SSCP 3.0. Also, successfully completed DFSS/Improvement projects: establishing a project schedule base-lining process and improved the integration of critical Six Sigma tools into SSCP 3.0

Technology & Operations – Change Management Customer Relationship Management Team (CRM) Led the CRM Online Customer Needs Assessment (CNA) project, successfully deploying a web-based CNA to over 14,000 Banking Center Associates. Negotiated critical design modifications to end impasse between Business, Golden Threads and Technical Development teams. Technology & Operations – Consumer Credit Services (CCS) Created Program Management function for CCS by assessing each process team’s objectives, measures, and initiatives to ensure strategic alignment of process improvement efforts. Also coached the other Process Design Managers and their teams in the use of various tools and methodologies to better achieve process improvement objectives and to effectively manage their initiatives.Finance Group – Finance Change Management, Balanced Scorecard Development Team Responsible for design, development and production of the President’s Leadership Cup recognition program. This successful program used customer-centric balanced measurement to encourage geographic teaming to better serve our customers. Responsible for design, development, and testing of automated Banking Group Scorecards. Managed the Design and Build Phases of the Commercial Balanced Scorecard

Served as a tech developer, process designer, PMO lead and Project Lead/Manager in the Utilities, Manufacturing and Financial industries. Also served as the director of finance for the Carolinas Consulting Practice.