Lead a high performing analytic team responsible for Acquisitions and Customer Management Marketing for Payments LOB (Card and Personal Loans). Driving growth through new program design, targeting and modeling tools, customer insights and product innovation. Own the P&L - from diagnostics, benchmarking to planning for and delivering on growth goals.

Own, manage and optimize the 53 customer portfolio for Card, HELOC, ILs and Personal Loans. Responsibilities span from planning out the future, crafting strategy & analytics, innovation investments, testing plans, valuations & optimizations to ultimately delivering capabilities and features to the customer .

Currently teaching part-time at VCU School of Business MBA program. Helped setup course structure and currently teach various analytic tools ranging from Data Exploration & Mining, to Regression and Model Building (SAS and CART), to Monte Carlo simulations. Projects range across various applied areas include Marketing, Operations, Credit Risk, Sociology and more.

Product Manager for the transformation of Commercial Lending within Capital One from legacy systems (Siebel) to Salesforce. End-to-end responsibilities spanning rollout strategy, design and workflow, enhanced analytics, and migration planning while ensuring business continuity for 1500+ associates. Managing deliverables across a team of 20 talented individuals, including business analysts, SIs, tech leads and developers.

Redesigned and relaunched the Direct Mail strategy while improving targeting and cutting operational costs. Addressed multiple break-downs in modeling and segmentation resulting in a channel that went from zero to 150,000 new accounts annuallyTurned around in-branch sales strategy with a focus on the customer and banker. Launched a new best in class product to replace the previous 6 products. Led to a 200% increase in branch productivity – met year end targets by MayBuilt and launched two new marketing channels aimed at high net-worth businesses – outbound phone and tradeshows. Program is on pace to having 30 fulltime associates on phone and doing over 60 tradeshows in 2015Delivered nearly 50,000 new accounts via combined sales channels (18,000 in prior year)Developed insight to profitably increase line on transaction-oriented customers, tested the strategy with the rollout program extending over $2 billion in new line annuallyIntegrated Small Business CRA commitment into ongoing line management and delivered 100% complianceDefined the business development strategy and led exploratory negotiations with agent banks, industry verticals and franchises

Identified heavy spending customers that were less than 20% of the portfolio but responsible for 85% of profitsBuilt economic scenarios that showed they were resilient to downturns, identifiable at marketing stage and ripe for growthDemonstrated the need for Small Business to deviate from the legacy business frameworks inherited from consumer cardRecommended the creation of a distinct brand, suite of spend-oriented products, changes to digital and traditional marketing channels to re-orient towards rewardsThe strategy turnaround drove record portfolio profits ($200MM+) and purchase volume ($30B+) in 2011, 2012 and 2013Led the case preparation on SB Card practices (vis-à-vis Card Act compliance) for meetings with CFPB

Owned development, design and optimization of the Card Homepage for Capital One. Led multiple projects culminating in a nearly 100% increase in conversion of web traffic into applicationsSpearheaded the simplification drive and designing from a customer perspective - reduced page clutter, navigations steps and application form design – leading to 70% recovery of former drop offsRescued and re-imagined the previously complex and error prone prequalification tool. Relaunched as Live Bureau it currently delivers more than 30% of all online acquisitionsDeveloped and optimized modeling framework to identify anonymous visitors who were then served appropriately tailored webpages and layouts – drove a 20% increase in conversionDelivered an average of 30% CAGR in online acquisitions culminating in the team over taking direct mail as the single largest acquisition channel for Capital One

Generated $10 billion in incremental outstanding annually via Balance Build. Introduced a robust continuous testing agenda, revamped targeting and valuations. Streamlined a previously complex fulfillmentGenerated over $20MM in profitability via cost cutting initiatives in RewardsImplemented the first pro-active upgrade of rewards – profitably enrolling 10 million customers into rewards programsCompleted credit and valuations overhaul of revolver CLIPs for Subprime and UpmarketManaged MilesOne rewards for all US Card. Developed financial models to predict actual liability cost of unredeemed milesRecommended decoupling of airline risk and rewards with Flex Miles – structure currently in use across Capital OneWorked on product testing, analytics and real time monitoring as junior analyst on first Internet acquisitions team