Support the Core Technology & Operations team in driving contractual arrangements with vendor partners that enrich customer and employee experience, manage enterprise risk, increase organizational efficiency, and minimize overall cost.

Led the Controller group working internally and cross-functionally to drive best practice solutions in the merger of equals between BB&T and SunTrust. Integrated a significant consumer acquisition (Service Finance Company) into Truist.

• Managed monthly close, ensured internal control, produced quarterly financial statements/regulatory filings, monitored compliance with debt covenants, issued partner capital statements/distributions, and filed federal and state tax returns. Implemented the new Revenue Recognition Standard facilitating clean CPA firm review.• Achieved greater efficiency and reporting integrity by (1) building NetSuite reports in place of spreadsheets (2) connecting NetSuite to the investment accounting system, cutting administrator expenses by 25%, 3) scaling down the administrator monthly close package to a core dashboard.

• Assist clients with process improvement, infrastructure development, interim staffing, project management, acquisition integration, tax compliance, and policy development. • Clients included a Community Bank ($5 billion in assets), a Local Nonprofit ($20 million in annual contribution revenue), and an International Nonprofit ($500k in annual contribution revenue).

• Led group of 25 managers and staff (at inception). Reduced staff budget by approximately 25% while improving overall quality of outputs and processes. Reduced monthly close timeline by 40%. Represented the Finance group on a cross functional team (Project “Go”) chartered to generate greater organizational efficiency.• Served as Finance leader, along with the CFO, on integration of nine acquisitions. Assigned to the President’s integration team to ensure high level coordination across functions, served as project manager for the Finance function, and led the Finance team in working with Operations on the associated system conversions. • Restructured internal controls to facilitate greater efficiency while greatly improving effectiveness. Remediated two preexisting significant control deficiencies upon arrival and then ensured no significant audit issues prospectively. Reduced external audit and tax costs significantly as a result of improvements in quality of the company’s financial information and supporting processes. • Revamped internal and external reporting to ensure best practice results communication.• Received a 4.3 on last evaluation (max of 5.0) for service that “consistently exceeds requirements”.

• Led Disclosure Working Team (members included CAO, CFO, Treasurer, and IR Director) and introduced an issues-based review approach that the CFO called “best practice”. Led adoption efforts with respect to SFAS No. 161 (Derivatives), ASU 2010-20 (Asset Quality), and ASU 2011-02 (Troubled Debt Restructurings). Managed working group analyzing peer banks on key questions and issues for the CAO and Controller. • Managed the preparation and filing of the company’s periodic SEC filings during one of the most tumultuous times in the company’s history, one of the most voluminous in terms of new accounting and disclosure guidance, and also one of the most intense in terms of SEC scrutiny. • Received a rating of 4 (Commendable) during the last evaluation period in recognition of performance that was “consistently higher than expected for this position”. Hired and coached next 2 group heads.

• Built best practice quarterly SEC reporting processes and filed the first 10-Q for one of the largest investment management companies in the world as it moved its primary listing from the London Stock Exchange to the NYSE. Led Disclosure Committee in identifying and discharging its responsibilities in supporting CEO/CFO certifications (members included CEO, CFO, CAO and General Counsel).• Referred to Invesco’s CAO to lead this effort by the Ernst & Young engagement partner responsible for signing the financial statements. A permanent offer of employment was received during this engagement.

• Built accounting policy framework for a newly public company including Accounting Transfers, Mortgage Servicing Rights, Loan loss allowance, and Derivatives. Worked directly with Chief Investment Officer and SVP-Portfolio Management on development of new hedge strategies, application of existing strategies, performance of effectiveness testing, and documentation of hedge activities. Worked directly with Chief Capital Markets Officer on structuring of securitization transactions to achieve desired outcomes.• Led Disclosure Committee which was composed of top executives across all functions within the organization to ensure the effectiveness of “Disclosure Controls” and to facilitate executive certification process in association with the SEC filings my group produced. Served the Audit Committee of the Board of Directors directly in discharging its oversight responsibilities with respect to external reporting and review of internal activities. Developed training sessions for Finance/Accounting staff on various policy and operational aspects of the Company’s operations.

• Led project to establish proper policy guidelines surrounding the use of derivatives within the organization. Created a Derivative Instruments/Hedging Activities Policy to govern existing arrangements by gaining a comprehensive knowledge of derivative instrument use within the organization, determining an appropriate framework for use of these instruments, and obtaining the input and ultimate signoff of Executive management. • Served in accounting policy role ensuring compliance with new accounting guidance, including FIN 46, while researching and resolving complex policy questions surrounding SFAS 133, 141, 142 and other authoritative pronouncements.• Facilitated due diligence for and acquisition/integration by Regions Financial. Offered role in Birmingham but chose to instead follow manager to his next company.

• Produced quarterly SEC filings and led RBC Centura’s Disclosure Committee (members included CFO and General Counsel) in establishing and maintaining proper “Disclosure Controls and Procedures” under Sarbanes-Oxley.• Contributed to the development and tracking of corporate-wide performance measures as part of a Royal Bank initiative to establish a scorecard for executive and middle management at RBC Centura.• Served in accounting policy role ensuring compliance with new accounting guidance, including SFAS 141/142, while researching and resolving policy questions surrounding SFAS 133 and other authoritative pronouncements.

• Led engagement team assigned to Bank of America Mortgage in the context of the overall corporate audit while coordinating the preparation and submission of all required regulatory filings.• Performed contract and valuation analysis as part of consulting project completed for Fleetboston relating to the sale of Fleet Mortgage.• Acted as lead senior on multiple publicly held financial institutions ranging in asset size from $1 billion to $14 billion.• Identified client control weaknesses and formulated best practice solutions for inclusion in management letters. Cultivated strong professional/social relationships with key client contacts to assure client retention.