Manage a Treasury Management portfolio of Commercial, Middle Market, and Not for Profit clients in the Virginia market. Responsible for new business growth and client retention for all Treasury Management products and services, resulting in product sales, deeper customer relationships, and exceeding sales and deposit goals.

Manage Third Party Operating Model project, a high risk / high visibility project designed to deliver a targeted reduction of non-strategic and single-purpose vendors, while reducing expense and contractual risk in third party relationships. The project is managed utilizing Agile standards, and responsibilities include facilitating the project team, managing communications, and overseeing deployment processes and sprint schedule. My responsibilities include leading daily stand-ups, grooming sessions, and sprint planning sessions with project team to lead the project’s progress, plan the work, and remove any impediments that could impact the project. Also, I lead retrospectives involving the product owners and the project team to review the work of the completed sprint, and discuss best practices and lessons learned in preparation for the next sprint. Additionally, I manage all project artifacts including the tollgate approvals, project backlog, project plans, work breakdown schedule, project charter, impact assessments, risk assessment, project scope documents, and weekly status reports.

As a Project Manager, I manage multiple projects for Commercial Bank Operations, including Treasury Services, Payment Operations, and Enterprise Payments. These three projects are designed with various outcomes ranging from cost reduction, process improvement and feature enhancement, and all are focused on positively impacting the customer's experience with Capital One. My responsibilities include regular weekly and daily engagements with my internal customers, project development teams, and process owners. I lead weekly status update meetings with each project’s core team to share updates with the team and drive the development work within each workstream and for each deliverable. Additional working sessions are held to further refine timelines and project deliverables with each project’s expanded team. All projects are part of a larger Payment Operations portfolio, and are managed within the guidelines of the Project Delivery Office, including weekly status reporting, incorporating each project’s overall status, accomplishments and activities driving the project’s milestones.

As a member of the Service Delivery team, partnering with Verisk's existing product development, data operations, and Project Management Office, I manage on-going projects and steady-state operations supporting Verisk Health's largest client. On a daily basis, I facilitate, manage, and document status meetings and daily scrum sessions for on-going projects involving internal and external team members, vendors, and clients. Each of these projects fold into the client's project portfolio. Additionally, I manage and monitor multiple task logs focusing on client impacting activities including incident reporting and resolution, awareness items, and customer satisfaction.

As a Project Manager within the Global Wholesale Bank Infrastructure Operations group, I successfully managed the business-as-usual activities of Bank of America’s merchant services business as the merchant processing function transitioned to First Data Corporation. My day-to-day responsibilities revolve around providing weekly status updates on transition projects involving moving merchants and applications from Bank of America to First Data, along with leading the daily Voice of Customer call which includes creating the agenda and distributing minutes. Additionally, I am engaged in the systems and application training/knowledge transfer initiatives for the First Data associates, along with maintaining support process documentation and monitoring daily incident reporting and resolution progress.

In the Third Party Management group as an Integration Project Manager, I was responsible for managing the integration status of newly acquired suppliers, resulting from merger activity with ING-Direct and HSBC. My daily responsibilities included managing and reporting on supplier integration priority and status by line of business, as well as the overall supplier conversion readiness by work stream and category. Additionally, I collaborated with colleagues across the bank to schedule training on the bank’s third party management systems and processes. for the newly hired supplier managers, Third Party Management is focused on successfully integrating third party suppliers into Capital One’s Third Party Management program. This is done by ensuring that all Federal and local requirements and regulations are adhered to equally and correctly, thus protecting the bank, its reputation, and its customers and employees.

Being a part of a client’s banking relationship team as their contact for all things conversion related, I was focused on successfully migrating Wachovia Treasury Services clients to Wells Fargo systems and services. My sales and customer relationship background was evident as I continuously looked at this role from my client’s perspective. My responsibilities included managing projects, activities, and events associated with a client’s migration timetable, and ultimately ensuring a successful transition. While my daily responsibilities varied, I primarily collaborated with other Migration Consultants, Relationship Managers, and Analysts to provide solutions to conversion-related research and scheduling requests for clients. Additionally, I developed project plans and documents, including planning tasks and timelines that met the client’s expectations. A large part of the migration effort was ensuring that the client was supported at all times, providing confirmation to the client that this transition would be successful.

While at Wachovia Bank, I managed the treasury relationships in the Government and Institutional Banking market. This market segment includes local governments, municipalities, higher education, and non-profit organizations in the Central and Eastern Virginia regions. My approach to selling was that of a consultant; I wanted to first understand my clients and prospects’ business and goals before I started discussing products. Building trust and rapport was not only important to me, but was also essential to success. My responsibilities and sales activities included on-site client visits, review of current cash management practices and needs, as well as setting long and short-term goals with the client. Additionally, while I managed the treasury services portion of these Government and Institutional Banking relationships, I was part of a larger relationship management team, ensuring that our client's overall banking experience was superior to any other relationship they might have.

• Delivered successful and effective retail sales and service process training to newly-hired Financial Sales Specialists in the FL, GA, AL, TX, and CA markets. This instruction included customer service execution and philosophy, retail product knowledge, systems expertise, and sales related education. • Provided coaching and direction to the trainees on their sales techniques, abilities, and style. • Delivered training and coaching results to sales management for additional mentoring and career development planning for each individual.

• Performed as liaison between the consumer card line of business and internal process owners.• Managed projects designed to develop new sales opportunities or improve an existing sales process. • Managed all projects as the process improvement leader, increasing sales revenue as a result of new sales channel project.

• Performed as liaison between Sales, Clients, and Product Development, communicating the client’s needs and product capabilities, with the end goal of client satisfaction. • Subject-matter expert on Wachovia’s, and its predecessor, First Union’s Information Reporting product lines. • Delivered sales presentations to clients and prospects on-site, online, or at local and national conferences. • Responded to customer requests; assisted in Requests for Proposals; and determined pricing decisions.

• Designed, developed, and delivered PC skills training courses for First University’s Interactive Performance Technologies group. • Ensured that courses were thoroughly developed and certified, and that end-user support of specific computer-based training courses was complete. • Managed the PC skills training design and delivery for commercial bankers and financial sales specialists. • Produced product training broadcasts for the internal employee television network viewed by all branches in the bank’s footprint.