Partner with Field Operations and functional leaders at the highest levels within the organization to execute on a wide variety of trans-formative projects aimed at achieving strategic and financial objectives as well as preparing the business for the future. I leverage Lean Six Sigma methodologies to identify areas of opportunity, develop solutions and drive full execution across the business. I also lead business transformation efforts, new revenue-generating initiatives, and analytics across the entire Global Network and Technology (GNT) Organization.

I am responsible for reducing TD Bank's expense ratio and implement transformation process improvements. From 2016 through 2019, I have delivered $42MM in revenue and $191MM in sustainable cost reductions. I am also accountable for overseeing program financials, benefits realization analysis, and budget adherence management.

Managed deployment of the Six Sigma/Lean program. Led improvement projects with quantifiable results to confirm business impact. Simplified training curriculum to increase knowledge transfer and maximize Six Sigma/Lean adoption.Strategy – Consulted with executives to develop long-term organizational goals. Incorporated customers’ prioritized needs and expectations into business plans. Established annual business goals and objectives. Developed implementation plans holding leaders at every level accountable for positive and sustainable results.Customer Experience – Supported leaders’ efforts to drive customer satisfaction and loyalty by understanding variables influencing decisions to select services providers. Developed processes that created efficient and positive customer engagements. Established service recovery procedures that allowed Vanguard to maintain positive relationships with customers even when errors occurred.Improvement Initiatives – Achieved exemplary results by leading process improvement initiatives that increased customer satisfaction, generated revenue, improved profit margins, and reduced risk exposure.

Appointed to lead the corporate strategy team’s efforts to design a process that elevated customer satisfaction while increasing revenue generation and improving operational efficiency for 5,027 banking centers. Created a corporate Playbook that redefined banking center associates’ roles and responsibilities resulting in both additional sales revenue and an increase in customer satisfaction.

Assigned to an internal consulting team reporting to Hecht’s division’s chairman. Responsible for implementing process improvements that enable distribution center executives to achieve their financial planning goals by account. Supported 3 distribution center directors’ efforts to reduce expenses by delivering productivity gains.