Organizational Change Management for Enterprise Third Party Management Platform Implementation and pipeline migration.Development and management of an enterprise communication plan ensuring internal roles, risk partners and external clients had awareness and understanding of key messages and milestones of platform implementation and pipeline migration, including writing, approval and publication of all communications.Facilitated a team of subject matter experts, training partners and education vendor in the design, development, approval and implementation of eLearning Enterprise Wide Training program. Tracked and monitored registration and completion of program for over 4K users.Facilitated team to review, complete gap analysis and full of remediation of 100+ Procedures and Quick Reference Guides.Developed and supported new platform training for over 4K users, with continued monthly education sessions on core training of the Third Party Management Program and platform navigation, including lunch n learns.Management and presentation of Monthly Supply Chain Pipeline Management Dashboard with SCM Leadership.

Manage Mortgage Third Party Management Office ensuring compliance with OCC 2013-29 covering life cycle of risk assessment and management including planning, due diligence, contract negotiations, ongoing monitoring, termination, governance, reporting, and oversight. Direct 22 team members located in Downers Grove, IL and Miamisburg, OH encompassing Risk Specialists, Risk Managers, Analysts, and Project Managers. Successful management of business controls, processes, policies, procedures, and programs. Develop, collate, and deliver reports for LOB Risk Committees, senior management, and enterprise.  Participated as Change Manager for new Archer Risk and Vendor Management Platform implementation ensuring successful installation. Identified, re-mediated, and managed risk ranging from single engagement to aggregation at enterprise level. Served as Vendor Account Manager and led process re-design for Home Loan Transformation initiative combining Mortgage and Home Equity Lines of Business vendors supporting new Home Lending LOB. Implemented enhanced Third Party Management Program to close OCC Consent Order for PNC relative to Vendor Management in 2015. Avoided $10M in costs and significant reputational and financial risk.• Managed 5 work streams, 4 Project Managers, and 4 Analysts with impacts across 32 business departments and >75 subject matter experts on project.• Retrofitted and managed 225 vendors ensuring consistency, sustainability, and risk adjustment. Designed and implemented overall Vendor Management framework, governance, policy, and procedures. Tested for compliance to close PNC OCC Consent Order. Established Vendor Management program within Mortgage LOB including planning, due diligence, contract negotiations, on-going monitoring, business continuity, termination, and reporting. Developed and implemented Quality Assurance / Quality Control activities to measure timely completion of ongoing monitoring activities for all third parties within LOB.

Led 7 direct reports managing OCC Consent Order operations with $2.5M budget. Served as Change Management and Program / Project Portfolio Manager developing, and deploying PMO and organizational change management methodologies across Mortgage LOB. Created centralized intake and governance process to manage all initiatives, projects, policies, and procedures. Implemented standardized methodologies providing tools and templates. Led design and implementation of SaaS PPM platform and collaboration tool. Increased productivity, streamlined communication, and created visibility in project and change initiatives. Conceptualized and developed scoring and prioritization tool to align strategic goals and objectives informed by ranking and complexity based on impact to organization, employees, and customers.  Implemented governance and release management process for PPM / CM platform for continuous improvement.  Designed and implemented classroom and Web based training program. Trained 800 users – utilized today.Directed 50-75 team members supporting fulfillment of production West of the Mississippi. Developed, Implemented and managed Customer Call Center.,, Mortgage Quality Assurance teams, and a team of Business Analysts supporting Operations executive management.  Employee Engagement initiatives; Employee Appreciation & Recognition, Health Assessments, Flu Shots, Volunteer Programs, Community Outreach initiatives, Leadership and Career Development Programs.  Participated as lead for RBC Mortgage acquisition and integration. Key contributor of acquisition and integration of National City Mortgage into PNC Mortgage. (Phased transition of sales volume from 93 sites to 2 regional fulfillment centers.)  Created job descriptions and assisted HR in organizational mapping. Built and transitioned facilities build out from 50 seats to 800 seats in Downers Grove, IL.

Oversight, leadership and management of 4 operations teams comprised of 4 managers and 54 two down employees supporting sales teams in Illinois, Texas, and Northern California (processing, Underwriting and closing)Responsible for production goals of 76 FTESales projections and workflow management to produce desired productivity and quality resultsImproved quality score from 34% to 100% from June 2008 through December 2008 by implementing training, quality metrics and reportingRe-engineered pipeline management for Retail Home Loan Operations producing consistent results of 120% of targeted productivity versus historical results of 80%Managed aged pipeline, denied and suspense loans within established thresholdsEstablished, reviewed and managed consistent adherence to policy, procedures and compliance requirementsResponsible for contributing, creating job descriptions, leveling, hiring, placement, terminations as requiredResponsible for daily load balancing and execution of multiple teams to meet business goals and objectives

Designed and implemented a new front line Loan Origination and Fulfillment system for all business channelsSuccessfully deployed new system to Portfolio Retention channel in record time of 14 months with a 36% productivity improvement in operations and 50% productivity lift in salesRetail channel rolled on time 6 months later with similar resultsThis project was the highest profile and impact project for WaMu Home Loans in 2006 and 2007Identified and implemented the requirements, design, development, testing, training and implementation of an origination and fulfillment platform, pipeline reports and Mersi interfaceManaged the Business Requirements team for Legacy systems and new platformsManaged the Forms Control Group for Legacy, Simple Loan Manager, Home Loan Forms communications, application kits and wamu.netWamu Vendor Manager for Palisades Technology Partners (IBM) and Wolterskluwer (Forms)Kicked off Phase I Forms process redesign and integration within Release management process

Managed 14 Project Managers accross United States supporting enterprise wide compliance and technology projects for Retail and Consumer Direct. Includes development of business requirements, test scripts, UAT testing, hardward and software installation and Go live validation testing, training and Policiy and Procedure approval. Responsible for all system enhancment requirements for all regulatory enhancements.Responsible for the gap analysis, business requirements, Test scripts and Go live testing for the integration of 7 platforms into 1 legacy platform.Coordinated and completed the gap analysis for Product, Pricing, Credit Risk and the recommendations to Management for integration of PNC, Bank United, Fleet, Homeside and NAMC into Washington Mutual simultaneously. Responsible for recommendations and implementation of products and services to market.

Responsible for managing various units including: MIS, Pricing, Facilities, Customer Service Call Center, New LoanSetup/Post Closing, Bond delivery for Consumer Direct, Retail, Correspondent and Wholesale channels. Managed Call Center for new business and serviced products resulting in a month of month improvement of customersatisfaction scores in a 12 month period.Increased scores from 64% to 86% customer sat in one quarter.Managed Table Funding and Correspondent lending channel.Responsible for managing diversified teams supporting multiple functions and multiple lines of business.Developed and implemented 24 x 7 capabilities for Set up, Processing, Underwriting, closing and Quality Assurance.Proven ability to develop top producing teams.Recognized for leadership skills and development of direct reports.Evaluate the efficiency, consistency, accuracy and cost effectiveness of operations performed.Resolves issues by problem solving root cause and coordinating solution through-out Home Loans Origination channels.Liaison between fulfillment, sales, and technology groups to ensure business needs were met.Strong Project Management Skills