Led retail bank operations and real estate team of five direct reports and 130 indirect reports, with accountability for managing $145M operating budget. Provided strategic and tactical support, and elevated operational health of 300 bank branches operating in 20 markets across 7 states, and 54 cafes in key cities across the U.S. Accountable for real estate property management, and a horizontal services team that supported business process optimization solutions, incident and crisis management, data analysis and reporting, vendor management, branch help desk, and risk management and control activities.Elevated and sustained operationally sound retail branch network with 95% of critical operations metrics performing above target, with consistent year over year improvement, fraud losses down 25%, teller cash losses down 60%, and fewer than 3% of locations experiencing elevated risk levels.* Strengthened branch fraud controls and defenses with the launch of several innovative solutions that reduced customer account takeover losses by ~$2M.* Launched over 100 process improvement initiatives that reduced customer friction events by 35% and automated branch and home office manual processes. Delivered over $1M in cost savings, 75K associate hours saved, retention of $5M in customer deposits, strengthening of controls, and a consistent reduction in frontline risk over four years.* Developed and deployed Phase I of transformational change effort to simplify, automate, and digitize frontline branch operations processes to drive 15% to 20% efficiency gain.* Created and launched suite of over 20 data products to provide frontline sales and operations executives with critical business analytics, reporting and insight.* Reduced facilities management costs by ~$4M by rationalizing key areas of spending.* Created a culture where associates felt highly engaged and included. Elevated associate survey scores in these dimensions to 85% and 82%, respectively.

Led team of five direct reports and 185 indirect reports, with accountability for managing $40M operating budget. Held responsibility for advancing operational health and service delivery of 800 Retail Bank branches operating in 12 markets across a multi state banking network. Provided horizontal support services, consisting of leading process re-engineering initiatives, risk management, controls development, monitoring and oversight, policies and procedures, branch sales and service support, capacity management, branch helpdesk contact center, incident management, and systems product management.* Managed business risks, with strong controls in place for all key branch business processes; received highest rating on all internal audits, with proven track record for successfully remediating regulatory matters.* Collaborated with frontline sales executives to develop operational strategic plans, and drove execution of well-managed operations across all regions.* Elevated and sustained branch operational performance health scores above 93% for seven consecutive years.* Skillfully managed branch losses, with teller outages, and fraud losses decreasing 15% to 25% plus annually.* Branch policy violation losses were well-managed; averaged less than $10K per year, driven by innovative teller system enhancements, associate training, and rigorous operational oversight and coaching by operations specialists.* Delivered ~100 process improvement and efficiency initiatives generating $22M in expense savings, and ~350K associate hours saved, primarily driven by vendor cost savings, thoughtful OpEx management, and team restructuring opportunities.* Established analysis framework, enhanced analytics tools, and delivered comprehensive operational reporting and metrics to frontline executive leaders.* Outperformed sales and service Key Performance Indicators and NPS expectations through coaching and reinforcement of desired customer experience behaviors.

Led team of five direct reports and 100 indirect reports, with accountability for managing $30M operating budget. Held responsibility for delivering exceptional levels of operational performance, compliance and risk management in 1,000 branch locations operating in 14 markets across eight states. Successfully integrated three teams into one high performing organization, developed and deployed key operational metrics, and elevated operational health scores of the branch network from 80% to 95% in three quarters. Drove branch process improvement and innovation initiatives that lowered fraud losses by 20%, decreased compliance risk exceptions by 85%, and remediated a $600K Chevy Chase conversion-related general ledger outage. Elevated a sense of well-being across the team by improving associate engagement scores 20% in less than three quarters.

* Wells Fargo acquired Wachovia in 2008.* Managed small business operations, with responsibility for Carolinas’ and Mid-South regions. Led team of 15 consultants accountable for managing operational risk, controls testing, and driving process optimization for small business sales offices. Led efforts to improve operational performance for Business Banking sales teams, resulting in a 25% reduction in account opening errors. Developed qualitative and quantitative performance metrics and reporting for Regional Presidents and respective sales teams, highlighting performance of key controls activities.

* Previously Wachovia*. Managed operational risk for Eastern Region retail banking group executive, with accountability for reducing operational risk, identifying revenue enhancement opportunities, reducing expenses, and enhancing the customer experience. Streamlined money order and official check processes across branch network, saving $250,000 annually.Drove non-credit loss reduction strategy for Eastern Region branches, reducing fraud losses by 25% year over year. Stepped up, and led Central Banking Group operations team during unexpected departure of former leader, and exceeded all key operational metrics.

Built out and led Deposit Account Underwriting group in execution of customer and enhanced due-diligence activities for retail deposit products. Led team of 100 associates in the execution of Retail Bank Customer Identification Program and AML compliance risk underwriting for businesses operating in high-risk industries. Optimized enhanced due-diligence underwriting processes by leveraging automation and third-party vendor systems; efforts reduced operating costs by $1M, reduced exception volumes by 40%, improved cycle time by 70%, and enabled the team to resolve an 80,000-record underwriting backlog.

* Vice President, Process Engineering and Analytics Manager, 1999-2004. Led team of 15 business analysts in execution of operational loss forecasting, loss analysis, operational performance measurement; included performing quality assurance reviews, general ledger reconciliation and controls assessments, and management reporting for retail banking regional sales executives. Delivered several process optimization projects resulting in numerous operational efficiencies, implementation of best practices, and improved customer experiences. Developed key performance metrics for Loss Management senior operations leaders. Analyzed new product offerings, and forecast potential operational loss exposure.* Vice President, Senior Project Manager, 1997-1998. Assisted in development and build out of centralized loss management group, and led process improvement initiatives. Implemented Deposit Chek loss-prevention system, and established operating procedures, production reports, workflow diagrams and cost-benefit analysis. Led efforts to establish remote operations site in Pompano Beach, Florida. Developed new, and streamlined existing Loss Management investigations processes.

* Assistant Vice President, ATM and Commercial Deposit Processing Manager, 1995-1996. Led team of 25 associates, and managed operations for ATM and commercial deposit processing for Carolinas’ region. Enhanced operating systems and deposit processes, and reduced commercial operating costs by 40%. Revised ATM operating procedures and performance metrics, and reduced policy violation losses by 65% and overtime expenses by 80%, while improving employee engagement by 20%. Exceeded expectations with 98.5% on time delivery of ATM deposits to items processing department.* Project Management Leader, Bank Operations, 1993-1995. Supported division-wide operations reengineering effort, and led team of three project managers with accountability for identifying customer requirements, cross-functional process integration, and operations data analysis for savings and loan bank mergers and acquisitions. Led customer interviews, resulting in creation of robust customer business requirements. Managed cross-functional team with implementation of thirteen new highly integrated operational teams. Developed comprehensive models to identify M&A related operational efficiencies. Performed unit cost analyses for new and existing operations business units.* Quality Manager, 1990-1992. Led team of 12 analysts in supporting Deposit Operations with technical training, and business process optimization. Developed and delivered quality awareness and technical training to all Deposit Services associates, with focus on enhancing the customer experience. Led cross-functional process improvement teams, and reduced deposit services cycle time by 20%. Developed ATM and Safe Deposit Box business requirements to support development of new deposit processing system.