PayPal acquired TIO to bridge gap between offline, financially underserved consumers and PayPal’s digital ecosystem, to accelerate entry into bill pay market and to gain partnerships with industry leaders.Owned strategy and implementation of risk models, chargeback management, and processes while supporting research and resolution of complex issues to improve customer experience, scale operations, and maximize win rate.Guided product development by conducting market research, creating collateral material, presentations, and reports for senior management on emerging trends and competitors.Designed and facilitated training curriculum to onboard, develop, and manage risk operations team who use various monitoring systems, tools, and reports. Reduced customer escalations and mitigated customer pain points by establishing quality assurance program, liaising with remote teams and vendors to implement solutions, and tracking KPIs.

TIO Networks acquired 9-person team to extend its reach with underbanked, build its online and direct-to-consumer business, and leverage risk management across other lines of business.Led product redesign from ChargeSmart to TIO mobile optimized site. Developed user personas, wireframes, prototypes, use cases, user flow diagrams, sitemaps and high-fidelity mockups. Resulted in growth of customer accounts and transactions per account while reducing friendly fraud. Developed risk assessment engine and led chargeback management across processors which produced a loss rate less than one half of 1 percent 41bps compared to an industry average of 90 basis points.Improved organic SEO to produce first page search rankings on Google for top billers by developing a content strategy and writing copy for landing pages, customer communications, and marketing.Implemented a compliance strategy (KYC, CDD, AML, BSA, OFAC, SAR) that refined processes and audit of customer accounts and transactions to validate compliance with laws and regulations.

Online bill payments team within VeriFone, Inc. with 3.1 million visitors annually and processing more than $100 million in payments per year.Led chargeback management of over 300 chargebacks per quarter, analyzed KPIs (disputes, representments, reversals, exposure, processed payments), created an implementation plan and monitored its success rate through weekly risk management reports. Improved targeted metrics over 20% by developing new risk rules to automate and improve quality of transaction verification process. Managed payments risk, customer usage patterns and assisted in payment dispute handling, refunds and account and transactional questions. Reviewed chargeback KPIs (disputes, representments, reversals, exposure, processed payments), created an implementation plan and monitored its success rates through risk management reports. Prepared monthly invoice for direct partners which articulated specific transaction details, costs and fees associated per transaction and overall monthly and quarterly volume.

via Duran Human Capital PartnersI helped sales teams evaluate customer portfolios by designing and implementing solutions to improve customer data quality. This enabled Google’s customer accounts to be consistently structured and easily identifiable to meet the needs of outside sales and finance. This resulted in increased operational efficiency and drove revenue for sales teams globally.Conducted analysis for reports used by global business operations to shape strategic and operational decisions. Increased accuracy of financial reporting by reducing the misallocation of revenue through timely assignments of customer accounts to company hierarchies.Authored and managed customer hierarchy standards to provide definitive, unified source of conventions and rules to structure and manage customer data. Promoted global adoption of customer hierarchy standards while liaising with sales teams to help understand and solve customer data issues.Completed an average of 40 requests per day within a 24-hour SLA. Requests are received from Account Managers and Account Executives and are processed using internal CRM and issue tracking systems. Issues range from account creation, M&A activity and advising on and executing queries to pre-select accounts for movement between portfolios. Increased data quality and reduced the amount of personnel and resources employed on data management through data profiling and standardization, placing user restrictions to enforce data quality and automating manual tasks.

Decreased training management operation costs over 30% by developing use cases, testing and providing feedback for STAR, NASA’s spaceflight training management system used by over 2100 agency staff.Authored a contingency plan which implemented process, policies, and procedures with regards to data protection and personnel to ensure business continuity within the Advanced Spaceflight Training team.Ensured project was on schedule by creating bi-weekly performance metrics, which managed workflow and ensured teams are aligned and consistently meeting goals. Performed knowledge management strategies and practices such as knowledge mapping, utilizing collaborative technologies, maintenance of knowledge repositories and day-to-day logistics. This leveraged the expertise of personnel across the organization, reduced training time for new employees and automated redundant processes. Served as a liaison between teams from Ames Research Center and Johnson Space Center.