Debbie Burch, Sa Email and Phone Number

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At AvidXchange, as a senior program manager, led 2 initiatives:1) An IT Agile Transformation initiative2) A separate initiative to onboard a strategic channel partner to the AvidXchange invoice and payment platformsDefined transformation initiative's primary objectives which program sponsor (refine agile processes, drive practice consistency and define / measure key performance indicators (KPI) to measure progress). Formed program structure and work-stream approach for phase II of the Agile Transformation initiative. Defined work-stream level objectives with sponsor who appointed work-stream leaders to own accountability for KPI improvements. In collaboration with work-stream leaders, completed shared visioning and defined baseline KPI's to measure program success. Established cross-program work streams for organizational change management and KPI reporting. Strategic Channel Partner - Platform Onboarding - Led discovery, gap assessment and planning for strategic channel partner. Defined scope which spanned business and IT, including sales, customer support, back office operations and technology. Created approach which involved in-depth discovery with 2-day working sessions of 60+ participants. Facilitated “gap” analysis to standard offerings beginning with discovery sessions, followed by partner deep-dive sessions to drive end-state solutions and close gaps. Created cross-team and cross-organizational "solution blueprint" representing an integrated view of interfacing systems across 3 organizations to visually represent the end-state solution.

Risk Technology Project Manager with "The ABEO Group" to Duke Energy (Oct. 2012 - Jan. 2016)Project / Program Manager with McLaughlin & Company, LLC to Duke Energy (Mar. 2016 - Feb. 2019) Risk Technology Project Manager: Led multi-year merger integration program for commodity credit and market risk systems at a leading energy company. Defined scope, developed program roadmap, led requirements analysis, managed external vendor and led cross organizational team. Successfully delivered 14 releases and seven projects on-schedule and within 3% of total budget. Partnered with Risk Management to create iterative release plans by balancing business priorities, technology impacts, resource availability and external dependencies. Received highest customer satisfaction score for service delivery. Program / Project Manager (PM) and/or Release Manager (RM): Led multiple projects through planning and delivery using waterfall, hypbrid or agile scrum methodologies / frameworks. Nature of projects included:1) PM - Environmental health and safety PM for multi-year project for 4 regions (planning, requirements, product gap analysis, estimation, roadmap development and release planning)2) PM & RM - Financial merger integration planning, design / development, testing and deployment 3) PM & RM - Financial systems infrastructure upgrades for data center migration and disaster recovery testing 4) PM & RM - Upgrades and integration for 2019 lease accounting rule changes

Managed BofA technology team which supported and oversaw internal controls team for the Basel II regulatory capital calculations (all portfolios). The team was responsible for internal control improvements related to information security, disaster recovery, data quality and documentation. Led the team in gap assessments for the calculation tools and associated infrastructure (on premise). Prioritized and led projects to close various gaps. Planned and led periodic disaster recovery tests; reported status to regulatory agencies (OCC, Fed Reserve) and senior leadership.

Successfully led technology delivery of a multi-million dollar, multi-year cross-organizational project. Directed delivery of the core application, a vendor-hosted ASP solution, and led integration with 45 internal interfaces across 15 technology organizations and 16 operational areas. Implemented project within one month of 3-year schedule and within 2% of improve phase budget. Later, successfully led LaSalle Bank technology integration for Corporate Treasury, back office systems (trade settlement, reporting, payment processing).

Led assessment phase for Corporate Treasury technology integration with Merrill Lynch. Worked with cross-organizational team to inventory systems, evaluate and recommend target state systems across all Corporate Treasury functions. Summarized, scoped, sized and presented program plan to stakeholders to approve. Obtained resource commitments for project managers for the 12 to 15 projects required to integrate / consolidate across both organizations and handed off projects for execution at conclusion of merger assessment / plan stage.

Created technology operating model to deliver multi-year regulatory initiative (“Basel Il”) for a top ten US Bank. Drove detailed impact analysis for 30+ technology-based projects affecting over 122 applications across seven CIO organizations. Used results to create delivery model for technology enabled projects (e.g., defined scope, assigned owners, developed common methodology, facilitated communications, influenced delivery and reported status). Also leveraged results to begin formation of architecture blueprints across consumer, commercial and capital markets to depict relationships of underlying systems. At request of Senior Leadership, established business requirements team across the Basel II program and hired 18 business analysts in 60 days who as a team, designed requirements approach using process modeling capabilities.

Managed portfolio of US consulting projects from initiation to closure including sales, client service, project delivery, invoicing, collections and profitability. Concurrently served national and regional leadership roles for two practice segments. Devised target services strategy to grow segment revenues to $18.5MM in two years (from $2.5MM) while delivering multiple projects across the US.