I specialize in guiding organizations through complex enterprise risk management (ERM) strategies, ensuring alignment with corporate objectives while fostering a culture of proactive risk management. My work bridges strategic planning and operational execution, helping businesses navigate risks effectively and optimize processes for better outcomes.Here’s a snapshot of what I do:Risk Strategy Execution: I’ve led corporate risk assessments across shared services like Legal, HR, Compliance, and Transformation Office, ensuring alignment with corporate risk categories and strategic goals.Dynamic Risk Management: By identifying and monitoring evolving risk drivers, I’ve developed and adjusted strategies that align with organizational risk appetite and tolerance.Policy Leadership: I provide expert guidance on ERM policies, including risk reporting framework, risk response, risk appetite, tolerance metrics, and incident management, ensuring compliance with industry standards.Cross-Functional Collaboration: Partnering with teams in Business Process Optimization and Strategic Analysis, I helped create a five-level business process taxonomy, aligning processes with business capabilities and the firm’s value chain.Incident Response Excellence: I’ve managed incident escalation and resolution, collaborating with management to assess severity, escalate critical issues, and ensure transparency.Data-Driven Reviews: My approach includes conducting mid-year and year-end risk evaluations, providing actionable insights on risk trends and management effectiveness.

In my work, I’ve had the privilege of integrating cutting-edge technology with robust enterprise risk management (ERM) practices to streamline processes and enhance organizational oversight. My efforts focus on building systems that not only improve efficiency but also deliver actionable insights for proactive risk management.Here’s what I bring to the table:Seamless Integration: Worked closely with the IT development team to embed core enterprise risk framework components into the Archer eGRC system, optimizing workflows across development, qualification, and production environments.Innovative Risk Tools: Designed and implemented risk response forms within Archer, facilitating streamlined documentation and approval processes for risk acceptances and issues.Enhanced Risk Assessment: Created the Risk Scan form for high-level business process evaluations, improving the organization’s ability to identify and categorize risks effectively.Incident Management Evolution: Developed and deployed the Incident Management form, enabling precise tracking, severity assessment, and escalation for critical incidents.Real-Time Monitoring: Led the creation of the Archer Metrics Module (KRI and KPI), empowering teams with real-time insights to mitigate risks proactively.Strategic Alignment: Mapped the Enterprise Value Chain to the Business Capability Model (BCM), linking it with business processes to ensure a cohesive and comprehensive risk strategy.Streamlined Risk Register: Built the TRPG Archer Risk Hierarchy and Risk Register, simplifying risk identification and classification for improved management reporting.Traceability and Transparency: Designed a Business Process form connecting objectives, risks, controls, applications, and vendors to the BCM, enhancing traceability and risk oversight.

I had the opportunity to play a key role in building the Enterprise Risk Management (ERM) framework at T. Rowe Price, contributing to the establishment of foundational policies, processes, and a culture of proactive risk management. Here’s how I made an impact:Building the Framework: Led the design and implementation of core ERM policies and processes, including Operational Risk Management Governance, RCSAs (Risk and Control Self-Assessments), Metrics, Incident Management, and Scenario Analysis, ensuring alignment with organizational objectives.Policy Development: Drafted and rolled out essential policies such as the Corporate Risk Assessment process, Risk Response policy, and Incident Management policy to standardize practices and promote consistency in risk management.Recruitment & Team Building: Contributed to the recruitment and onboarding of skilled risk management personnel, helping build a capable and knowledgeable team to support ERM efforts.Metrics Monitoring: Established a Metrics policy and process to track and monitor key performance and risk indicators across business units, enhancing visibility and decision-making.Stakeholder Collaboration: Worked closely with key stakeholders to align ERM goals with the organization’s broader business objectives, ensuring congruence and strategic impact.Training & Education: Led training sessions and provided coaching for business unit management, fostering a deep understanding of ERM components and promoting adherence to best practices.Through these initiatives, I helped create a resilient and effective ERM structure, supporting T. Rowe Price’s commitment to managing risks, driving operational excellence, and achieving its strategic goals.

I led a four-member audit team to provide risk and control guidance for key business initiatives, ensuring smooth execution through structured control activities and clear stakeholder ownership. I also took charge of SOX compliance testing, addressing failed controls and implementing corrective actions. One of my major achievements was successfully leading the transition of our team to shared services, where I quickly integrated new hires and helped them become subject matter experts across multiple business units.Additionally, I collaborated closely with external audit firms to evaluate and reduce organizational risks, particularly around financial, operational, and IT areas. I played a pivotal role in the enterprise-wide IT General Controls (Ircc) initiative, driving actions to mitigate IT-related risks.I also developed and implemented SOC I Type 2 (SSAE 16) control objectives, streamlining vendor oversight and facilitating the SOC report review process for external auditors. Coordinating with Big Four external auditors, I managed internal control testing for financial and ITC audits and supported the baseline year audits. By leveraging my deep institutional knowledge and cross-functional relationships, I contributed to a company restructuring while ensuring our control environment remained solid.Finally, I worked closely with actuarial teams to develop key controls for enterprise model validation, covering aspects like access reviews, change management, and business continuity planning, all while advocating for strict adherence to controls to ensure compliance and safeguard financial accuracy.

I played a key role in enabling strategic decision-making and aligning operations with business goals by generating in-depth risk profiles. Collaborating with business and financial managers across various risk and control functions, I worked on researching, documenting, and optimizing processes and control procedures. I also analyzed operational risk event data and financial close questionnaires, compiling and reporting findings to identify root causes and recommend corrective actions.One of my key contributions was coordinating the annual SOX and ORM certification processes, including preparing guidelines, procedures, and audit reports. In addition, I cross-trained colleagues and mentored auditors, fostering a collaborative learning environment while delivering presentations and training workshops to build internal expertise.I led internal audit engagements to assess and mitigate risks, ensuring comprehensive risk management strategies. Additionally, I led quarterly risk event discussions, providing key insights to the corporate global risk team in The Hague, Netherlands.A major accomplishment was spearheading the development of SOX and operational risk management electronic certifications, which significantly enhanced process flexibility and efficiency. I also introduced an Excel workbook using pivot tables to scrub loss data, reducing the time spent identifying and correcting inaccuracies by 50% each quarter.Lastly, I served as the primary point of contact for FIRST Algorithmic, Inc. and ORX Associations, managing external risk event reporting and categorizing data for scenario analysis workshops, contributing to the overall risk management strategy.

Identified key operational and financial processes, mapping the source of general ledger transactions to respective SOX business process. Provided guidance and training on the identification and formalization of key controls for routine and non-routine processes and coordinate SOX testing. Created supporting documentation and reviewed SAS 70 audits. Recruited candidate integral to business unit SOX compliance and success.• Assisted in development of annual validation procedure, collaborating with business units to verify third party administrators (TPAs).

Led audit and consulting projects, including comprehensive planning and preparation of risk-based assessments used for developing audit plans and approaches.

Performed district office audits and special fraud investigations for field operations. Coached and mentored field auditors and field staff auditors.Co-developed risk assessment model utilizing ~50 field operations risk attributes to compare standard deviations of field office and agency level performance to analyze, plan, and prepare for the annual field audit. Played lead role on transition team that successfully merged with Providian Corporation.• As Senior Staff Accountant, completed quarterly and annual statement schedules and exhibits, as well as extensive financial reporting, and reviewed bank reconciliations.