• Support Member Services process improvements and projects. Identify and execute opportunities to improve Member Services processes, coordinate Ops Readiness activities, develop business requirements, and support Solution Central Scum teams. Support efforts have included One Day Grievance, Provider Migrations, Desktop enhancements, Repeat Contact, First Call Resolution, Member Complaints, Digital and Chat Expansion, Peak Season and Training readiness for Total Health Connections

• Responsible for maintaining and implementing technological strategic solutions and streamlined operations for GBD Billing development team supporting member rates, invoices, and delinquency notices for Medicare and Medicaid business. Manage a 30-25 person team of Systems Analysts, Developers and Quality Assurance associates transitioning from Waterfall to Agile. SAFe Agile and SAFe Scrum Master certified• Evaluate all directives, change orders, and projects as to their impact on tactical plans, budgets, and contract compliance• Oversee and implement new subsystems, procedures and techniques; manage implementation/integration projects as well as production support activities. Establish and maintain collaborative relationships with key business partners

• Leverage prescribed company project methodology (SDLC, Waterfall, Agile) to support IT project deliverables for Medicaid portfolio • Support Indiana Medicaid program and platform migration

• Program Lead for Enterprise Real Estate Portfolio Optimization Strategic Initiative (New BAC) and Simplify and Improve (SIM)• Led cross-functional portfolio initiatives from ideation/prioritization through execution and financial validation/control• Portfolio of 100 initiatives delivered $115MM in 3-year benefit against a target of $95MM

• Managed a data analytics, reporting, and process design team supporting First Data platform conversion• Improved timelines and accuracy of monthly reporting routines• Team designed and implemented Relationship Managed client survey used to track conversion experience VOC. Survey response rates improved from 12% to 30%

• • Provided six sigma, business process management support and coaching to drive change, mitigate risk, reduce operating expenses, and improve operational and loan quality• Supported Mortgage Servicing Operations, Pre-Foreclosure, Foreclosure, Collateral, and Mortgage Resolution Team (Legal) on operational and regulatory change initiatives: OCC Consent Order, LPS Outsourcing, LPS Retooling, PreSale Organizational Realignment• Streamlined and optimized LPS Foreclosure workflow system. Reduced holds and issues by 52%, reprojections by 30%, and reduced recidivism items by 40% • The team implemented changes to 48 Holds, 54 Issues, 266 workgroups and over 77,000 process steps; adding 70 new workgroups to better manage overall workflow• Managed end to end efforts to improve loan quality and salability of NY Consolidated Extension Modification Agreement loans (CEMA), non-conforming loans (CIG), and Secondary Marketing• Site Mechanic for Countrywide to Bank of America systems and process conversion • National Hoshin Kanri Manager accountable for implementation of quality methods, tools, standards and processes in support of Hoshin Plans and MBFs across all channels within First Mortgage• Greenbelt/Blackbelt coach; certifications totaled $800M in revenue and $3MM in operational saves

Customer Experience Champion for Small Business tasked with reducing customer Problem Incidence Rate Reduced problem incidence rate four points and reduced performance variation among primary drivers of customer problems. (Rates & Fees, On-line Banking, Payments)Leveraged six sigma to support cross-functional teams, improve sub-optimal business processes and ensure customer, associate and process risks were identified and mitigated prior to implementing technical, process or operational changes.Supported Transparency initiative across the newly merged organizations for financial institutions, credit unions and brokerage partners. Ensure all risks mitigated and brand leakage is not violated. 2006 Net benefit: $128MM revenue save. Supported Charter Collapse/Legal Entity.Provided Six Sigma support for Small Business Card team to include Six Sigma mentoring, training and initiative support. End to end business support to for Acquisitions, Portfolio management, Collections and Recovery. Led 6 Process Excellence certifications to increase revenue by $3MM and reduced expenses by $585M in 2005Led a Cross-functional Kaizen/ Action Work Out event within Collections to improve Net Credit Losses. Resulted in $4.5 MM improvement (3% of total forecasted losses)Implemented 12-15 cross-functional Six Sigma projects in 2005 yielding an incremental NIBT of $25MM in 2005 and $8MM in 2006. Reflects 17% of overall NIBT on 2005 Small Business P&L statement.Provided Project Management and Q&P support for improvement efforts around Consumer/CoBrand and Small Business Direct Mail process; utilized Lean Enterprise and Six Sigma MethodologyLed two Kaizen sessions to improve Direct Mail process. Reduced testing cycle time by 50% (6 weeks to 3) and testing hours by 21% on Consumer Direct Mail campaigns while reducing production errors within key processes; delivered an annual incremental revenue gain of $336,000

Provided Quality Assurance and testing support for an interactive web site that provides commercial customers with integrated account management, General Ledger, and expense reimbursement functionalityResponsible for resource and environment planning, test planning and execution, and coordination of associated documentation (defect tracking, defect resolution and metrics) to support scheduled releases Coordinated all testing activities and priorities among 4 test teams and 3 test environments to support major initiatives, change control activities, monthly releases and emergency releases. Activities often scheduled concurrently to meet dynamic business needs. Responsible for a team of 13 individuals (Leads and Test Analysts)Liaison with internal business partners and external vendors to schedule release activities, plan release scope, resolve scheduling conflicts, and track project activitiesEnhanced cross-training opportunities and initiated end to end testing approach to enhance Testers’ overall knowledge of the application and enhance responsiveness to dynamic needs of the business

• Led projects from conceptual scope design through implementation for Small Business and Large Commercial credit• Designed MIS tracking system to accommodate resource allocation, project planning, and managerial reporting needs• Managed system changes to support Bank of America brand changes on all collateral; coordinated reissue schedule and validated 1000 card package combinations• Led file-to-file system conversion of consumer-based platform to commercial platform • Managed statement initiative involving conversion/financial field mapping of sixteen unique statement templates