Manage the Vendor Management and Procurement areas in TDAF. Institutes regulatory compliance controls. Procurement intake, controls, review and processing from requisition to purchase order generation. Negotiate pricing for products and services. Provides governance and oversight of key vendor relationships including score-carding, dashboard reporting, corrective actions, vendor contract negotiations, review of commercial and non-commercial contract terms. - Responsible for Supplier oversight including contract negotiation, governance, performance monitoring and corrective actions- Responsible for Purchasing of Products and Services used by TD Auto Finance- Responsible for Bank policy compliance & enforcement, annual vendor due-diligence assessments- Responsible for ensuring Supplier Risk Management Policy compliance with OSFI B10 and OCC 2013-29 regulatory requirements - Contract Management and SLA development, tracking and compliance- Responsible for Procurement and Strategic Sourcing practices within TDAF- Coordinate Vendor Management and Procurement areas with TD Strategic Sourcing Group- Assess and Manage risks according to the PRG&C Group (Procurement, Risk, Governance & Compliance) Risk Management Policies of the Bank- Lead control and remediation efforts associated with legal and regulatory compliance- Designed, created, and implemented the Vendor Relations Management & Procurement SharePoint Site (Repository, Vendor activity log, Scorecards, Rate cards, Approval Authority, Horizon Report, Dashboard, etc.) used as the control environment for these areas in the company.- Established procurement process and controls and approvals based on Delegated Authority Limits- Represent TD Auto Finance in TDBG Vendor Management Summit Meetings- Define and maintain automated approval workflow for Supplier Relationship Management (SRM) System

Established program and project standards and policies in the State and Local Government Division. Led full EPMO implementation to provide oversight, education, and program/project assistance to entire portfolio of business within the division. Drove development and implementation of web based control and reporting mechanisms.­ Created a formal PM Training plan ­ Established schedule management standards­ Established an updated PM Control Toolkit ­ Established a SharePoint Project Control environment ­ Established and facilitate the DAR for Pre-sale Reviews on delivery and technical concerns­ Lessons Learned Capture/Reporting/Integration into delivery practices and reviews­ Phase Gate Review Implementation (Pre and Post sale)­ Deployment of Dashboard ­ Established a Corrective Action Plan process & facility to capture, manage, and validate CA’s­ Identification/cleanup/registration of all development/Infrastructure projects for oversight in S&LG­ Lead and support PQS Sessions­ Provided PM consulting and mentoring­ Pushed for standards and guidelines to be established around the area of estimating to improve ability to deliver what we are selling

Envisioned and defined a standard operating model for global EPO/PMO/PO practices. Championed implementation of common practice for achieving oversight and governance of entire program and project portfolio in enterprise. ­ Propagated the use of a facilitated launch approach to reduce program startup time from 1-2 months to 1-2 weeks. Technique became a standard operating practice and was successfully applied on 20+ major delivery startups in Europe, Asia Pacific and the Americas.­ Aggressively drove out inefficiency in the project scheduling practices in the Applications Development Quality System to simplify development enable PM’s to better comprehend actions necessary to achieve contract deliverables. ­ Authored the PM Financial Management Standard which became one of five PPM Gold Standards.­ Implemented the Stage Gate Project Review Process in the AD quality system to proactively monitor project performance and define corrective action plans where required.­ Supported Critical Situations through Active Response Team participation.

Brought in to address the requirement of establishing an integrated master schedule (IMS) of all seat deployments for Navy / Marine Corp account.­ Develop solution for EDS NMCI account for an IMS.­ Work with EDS team in Herndon to plan and prepare for new tool and process migration efforts.­ Coordinate training and 3rd party vendor consulting (Primavera) for schedule support team in Herndon as well as PM’s throughout the country.­ Travel to Herndon and California for Governance / Oversight meetings with Navy Client.

Led the GM Global Videoconferencing (GMGVS) Program as both the PgO manager and as the project manager for the GMGVS Deployment Project. The project was successfully completed and represents one of the first true Global deployments of any kind in EDS/GM. The techniques that I developed and used for tracking and reporting, especially in the area of critical deliverables, were leveraged into the Enabling Infrastructure organization. ­ Coordinate activities among constituent projects within the program. ­ Meet with GM customer on a weekly basis to discuss and review program issues and status.­ Developed database to manage program issues, risks, scope changes, and benefits tracking.­ Conduct Governance meetings with Client.­ SME on numerous program office implementations and facilitated their start-ups

Managed and consulted on a variety of accounts, programs, and projects. ­ Led local and distributed teams to successful delivery of Enhancements, New Development, and Migration efforts.­ Led project review sessions with customer to discuss cost, schedule, and technical performance including operational service level metrics.­ Established contractual pay point milestones and monitored adherence to master plans and schedules, identified program problems and obtained solutions.­ Prepared project proposals and managed project activities. ­ Provided coaching to leadership and fellow PPM practitioners regarding project start up and planning activities, project tracking and oversight.­ Facilitated post-project reviews identifying lessons learned and best practices to be adopted on future projects.­ Developed PM handbook and conducted training sessions to enhance maturity of sound PM practices within company.

Led the financial analysis capability in client outsourcing ‘Mega’ deals as part of a global virtual support team.­ Financial Lead on EDS Mega Deal Pursuits (250M-1B). Coordinate IT financial transition with company Chief Financial Officer. ­ Responsible for the development of the financials related to new business pursuits which included costing, pricing, retained expense, and NPV analysis. ­ Developed and managed project schedule through approval process and contract signing of IT deals.