Leading Production Services Management overseeing efforts to align technology with centralized operational functions.Manage transformation projects, define workflows, and drive service improvement and integration initiatives.▣ HIGHLIGHTS➤ Established Service Management program that standardized ITIL operating procedures and drove stability through enhanced problem and change governance.➤ Integrated 250+ applications into centralized support model and orchestrated support for centralization of 40,000-person Operations transformation as lead for TCOO’s platform transformation initiative.

Recruited to lead enterprise data platforms supporting data management production services organization; subsequently tapped to lead application operations across all Enterprise Functions and then to establish a platform management and production services team to directly support Wells Fargo’s Chief Operating Office.Directed up to 400 personnel sustaining 360 business applications. Owned $36M annual budget.▣ HIGHLIGHTS➤ Leveraged automation, SRE and DevOps practices to improve organizational performance. Defined and executed platform transformation strategy and implemented target operating model for newly created platform team.➤ Cut headcount 20%, generated $7M savings in consecutive years, and improved service levels by stabilizing systems, standardizing practices, and ensuring service governance as interim lead for COO’s platform management team.➤ Established Problem Management program and standardized ITIL operations eliminating P1/P2 incidents and instilled continual improvement culture.

Technology Executive – Risk and Finance TechnologyRecruited to lead Production Services delivery spanning Risk and Capital Management business lines (included Credit, Market, Model, Liquidity Risk, Prime Brokerage Margining and Risk, Enterprise Capital Management, Enterprise Stress Testing and Regulatory Reporting, Data Management, Core Platform Support and Risk Analytics functions). Promoted to transform and lead application production services supporting Risk and Finance Technology across Markets, Risk, Treasury, Finance and Compliance business lines.Worked cross-functionally to establish new operating strategies, standardize workstreams, and drive operational excellence. Managed $40M annual budget and directed 400 personnel supporting 350 business applications.Defined operational strategies, standardized processes, implemented ITIL best practices, drove improvement initiatives, and supported key regulatory programs. Served as lead for shared technology operational strategy group.Redefined operating model accommodating 25% headcount reduction with no negative impact to services and delivery.• Consolidated repeatable functions and placed all level I work within single teams.• Cut incident volume 85% while simultaneously reducing time to resolution.• Leveraged DevOps to improve delivery, control data, and achieve aggressive business delivery goals.• Established metrics program that enhanced application performance and status reporting.• Built out service catalog, standardized practices, and set up knowledge management program.Led cultural transformation across Risk and Finance Technology by introducing employee development tracks, recognition programs, creating a safe and engaging work environment and participating in Enterprise DE&I efforts.• Significantly improved internal employee satisfaction and Engagement scores.

Global Operate Manager - Risk Management TechnologyPromoted to lead Credit and Market Risk production support. Tasked with improving application services, workflows, and data reliability.Led efforts to identify operational gaps, standardize processes, prioritize transformation projects, and stabilize credit and market risk systems. Supported technology refresh program and oversaw application support and business continuity functions and teams. Owned $10M infrastructure budget; selected to represent business line on corporate technology productivity work streams.Improved stability and maintained high availability on critical enterprise systems through aggressive monitoring and operational best practices.Streamlined operational processes, established regular status reporting, and developed application scorecards.Instituted total cost of ownership model improving visibility into costs and reducing annual hardware expense.