Currently managing the chargeout of Global Consumer Bank Operations and Technology expenses. Re-engineering and automating processes, and defining best practices for the broader Global Controller function at Citi. Heavy utilization of Power BI functionality to automate and streamline analytics and visualizations of data.

Managing NY and Mumbai teams in driving the end-to-end charge-back of costs for Independent Compliance Risk Management (ICRM) and Anti-Money Laundering (AML) functions through Activity Based Costing principles.- Work with function heads to attribute resources to services consumed by front-office businesses, apportioning costs based on geographical, functional, and business alignment- Research and present findings on increased costs to front office businesses - tying increases in consumption to inadequate processes, control gaps, and other events that require increase in Compliance and AML support- Incentivize investment to bolster internal controls and streamlining of business processes as a means to reduce ongoing costs- Analyze and synthesize model output to identify opportunities to drive towards productivity targets through operational efficiencies, right placement, reductions in force, and other strategic initiatives

• Oversee and manage $500 million global technology budget, serving as central resource for all regions across global finance and risk • Integrated Technology and FRI budget processes, enabling front to back reconciliation across systems, streamlining the process and acceleration the closure of 2018 budget process. Produced standard • Ensured 2018 investments covered all regulatory requirements across Finance and Risk.

• Responsible for oversight and governance of the $250 million Finance Technology budget• Implemented a robust business case process for prioritization of proposed infrastructure improvements. Worked with Global Process Owners, Business Stakeholders, and Technology to optimize investments and produce a consolidated book of work for Finance• Identified operational risks on the Finance balance sheet, and advised Citigroup CFO and Senior Finance Leadership team on necessary controls to minimize risk

• Responsible for managing an overall budget of $50 million in software development expenses and maintenance of detailed project level financials.• Collaborated with project managers to accurately budget and forecast FPG initiatives. Tracked financial health of projects and conducted monthly financial reviews with senior management.• Conducted monthly balance sheet maintenance including capitalization of eligible development expenses, balance sheet account reconciliation, and creation of assets.• Project managed the conversion of the Portfolio Management System (PTS) into FPG from initiation to implementation, providing increased transparency into project activities, consolidated reporting, and clear documentation of capitalization processes.• Initiated annual charter process with stakeholders and project managers to understand scope and resourcing needs for new and multi-year initiatives across ICG.• Developed and conducted a group-wide training program geared towards educating project managers on financial implications of strategic decisions along the software development lifecycle.

• Tracked actuals and produced monthly reporting and variance analysis for GPS projects, which comprised an annual budget of CHF 110 million.• Worked with management to identify financial risks and opportunities through recruiting and downsizing efforts across all phases of the project lifecycle.• Liaised with business management to track current and future headcount changes, and assisted in the forecasting process by maintaining a list of extraordinary items and cost drivers. Developed a database to manage the inventory of fixed-price consultant contracts within GPS, which furthered cost transparency initiatives and served as a useful tool for the building of bottoms-up forecasts.• Managed and developed relationships with key Global Technology and Finance stakeholders. Built strong business relationships particularly with Swiss IT Business managers to compensate for lack of insight into Swiss technology engagements, the result of Swiss non-disclosure clauses within banking entities.• Maintained tracking documents for finance issues that arose as the result of a reorganization efforts throughout Technology Infrastructure services. Ensured that issues were revisited and advanced by dependent parties in a timely manner.

• Collaborated with business management and regional / global controller groups to produce annual technology budget and forecast projections. Performed daily due diligence and analysis on firm’s financials for senior management and business units.• Managed team of four analysts in the oversight of $350 million of annual technology expenditures and liabilities through general ledger account analysis and allocation modeling.• Streamlined expense management processes for firm’s Institutional Securities and Global Wealth Management business segments during firm sponsored Single Broker Dealer initiative, resulting in consolidated firm wide reporting, reduced operating cycles, and increased efficiency.• Automated invoice reconciliation of high-volume / small dollar invoices by leveraging capabilities of Ariba Spend Management, thereby reducing churn work for analysts’ tasks by over 65%.• Tailored new balance sheet account reconciliation process for fixed assets group.• Reviewed and facilitated month-end close including the posting of Accruals, Amortizations of Balance Sheet Accounts, as well as monthly standard cost charge-backs to retail branches.• Appointed team leader for deployment of expense management functions to Budapest, Hungary. Led strategic planning and logistics initiatives and carried out twelve weeks of overseas training, creating a self-sufficient team of one senior manager, one associate, and five analysts.

• Managed key vendor accounts in the oversight of over $200 million of annual technology expenditures. • Developed and maintained relationships with vendors to ensure compliance with service level agreements, procurement of technology deliverables, and billing integrity within the Institutional Securities Group. • Ensured that upcoming projects being managed by IT Business Management were appropriately budgeted and accrued for accordingly.• Produced meaningful variance analysis of monthly, quarterly, and annual financials for firm’s BUs.• Absorbed Global Wealth Management processes following the resignation of retail business segment counterparts.