Gail Snyder Email & Phone Number

Matthews, Nc, Us

United States

Charlotte, North Carolina Area

Leading HR Operations team including Payroll, HR Enterprise Service Center, Global Mobility, HR Analytics & Reporting and Process Improvement.Leading global implementation of outsourcing of Payroll for 38 countries to ADP and moving Absence Management and Time & Labor to Workday. Improving Onboarding experience for new hires and contractors by working with a multifunctional team to ensure hardware, software and systems are provisioned on Day 1

Charlotte, North Carolina Area

Contracted to lead business case development, approval and implementation of an outsourced Payroll and Time & Labor system for a global company with 24k+ employees in 40 countries.

Greater New York City Area

Manage HR Operations across BTMU Americas including US, Canada, Brazil, Mexico, Argentina, Columbia, Peru, and Chile. Implemented new Human Capital Management System, Workday, across 17 countries in Americas, Europe and Asia. Expanding Americas Shared Service operations to include other areas of HR (Immigration, ) and other HR systems (Taleo, Saba, Fieldglass).Implemented Workday system for new merged company (MUFG UB) of 15,000 employees. System changes included HR Policies, Payroll and alignment of company procedures. Expanding HR Shared Services to improve the efficiency and client satisfaction of the HR team. Making one team to respond to employee and manager issues and needs, HR reporting and HR systems. Worked with Global HR to identify and implement a global Human Capital Management system to support the global initiatives: Mobility, Performance Management, Staffing and Recruiting and Talent and Succession Planning. Implementation of the plan is underway. This will create one global system and processes across the Americas, EMEA and Asia.

Design & implement Continuous Improvement program across Bank of Tokyo-Mitsubishi (BTMU) Americas including US, Canada, Mexico, Brazil, Chile & Argentina. Develop HR Information System (HRIS) across BTMU Americas. Rolled out a continuous improvement process and learning (Building Excellence for Success Together - BEST) to BTMU Americas.

Partnered with CIO and CHRO to implement an On-Boarding system across Ally including HR, Technology, Information Security, Asset Management and Facilities.

Leading Q&P teams for Financial Transparency & Capacity Management (FTCM), Corporate Workplace and Finance. The FTCM team implemented monthly a Capacity Forecasting Process linking GPS, SFO and ET&D and their respective financials. In addition, developed Cost per Trade (CPT) for CMAS business including Front, Middle and Back Office. This information was utilized to help set the direction for the CMAS and now the new combined BAC/Merrill Lynch business. In Corporate Workplace, the team delivered $188M in productivity and is now driving Occupancy Expense / Portfolio Optimization which is targeted to reduce 12M square feet of workspace over the next 3 years yielding $400M in savings. In 2008 the Finance team delivered $680M cost savings in Supply Chain as well as in a critical partner in the Financial Systems Roadmap project.

Lead Q&P team for MBNA Transition Projects. The portfolio consisted of over 250 projects that deployed between May 2006 and February 2007. Major projects included:• Privacy Policy change• Card Systems conversion• HR Systems integration• Affinity Card Sales in Banking Centers

Lead enterprise work across Deposit space to increase revenue and decrease costs. Goal was to achieve $1B in productivity over a 3 year period. Do this through multiple efforts including:• Focus on Banking Center capacity• Reducing processing costs through implementation of image technology• Working with business partners to focus on deposit costs, drivers and projects to decrease costs

Lead multi-Line of Business Q&P team to drive process improvements in the LOBs that increase revenue and decrease costs. Responsible for organizational design, resource utilization, aligning priorities to that of the business and process improvements within the LOBs. Leadership responsibility for 95 associates.• Decreased staffing by 25% during creation of organization• Delivered over $600M in Productivity improvements in 2005• Certified first End-to-End process which involved 6 LOBs/Functional areas (ATM/Debit Fraud Claims)

Built Q&P team to support 6 LOBs/Functions up from 20 associates to over 100. All additions were based on the LOB/Function requests and needs. Drove implementation and cultural adoption of Six Sigma and Lean within the businesses. • Delivered over $125M in Productivity in 2003 & 2004• Certified over 400 GB, BB & MBBs • Certified 115 processes under “Process Excellence”• Exported talent into key leadership positions in the LOBs