Jason Waldrop Email and Phone Number

Serve as Enterprise Change Management (ECM) risk identification and control leader performing risk assessments, designing new controls in adherence to Risk and Control Self-Assessment (RCSA) standards, evaluating control design effectiveness, and engaging with Business Group / Enterprise Function (BG/EF) liaisons and Independent Risk Management (IRM) partners to monitor the ECM control ecosystem. Responsibilities include maintaining expert knowledge of Wells Fargo risk management framework and policies applicable to ECM, collaborating with senior leaders to create action plans to resolve high priority issues, and examining continuous improvement opportunities within ECM’s risk and control environment..- Led the planning and drafting of Change Management Risk expected controls. Conducted data gathering sessions with BG/EF change community stakeholders to understand their unique risk and control environments, socialized analysis and subsequent expected controls guiding principles to Change Leaders, and continue to work with IRM, Control, and the Central Control Programs and Business Management (CCP&B) partners to publish ECM expected controls in 2024. - Directed performance of ECM’s annual control effectiveness review. Utilized evidence-based control evaluation guidelines to assess the control design and performance of ECM’s control suite. Created execution plan, coordinated resource activities, prepared mandated artifacts, and worked with Control partners to record results in the Shared Risk Platform (SHRP). - Managed the creation and implementation of the Confidential Program Access Reaffirmation control to remediate an Audit finding. Achieved aggressive deadlines by organizing stakeholders, defining the target process model, completing Internal Risk Rating (IRR) and control design, establishing a SharePoint repository for evidence retention, monitoring control execution performance, and providing frequent status updates to senior leader.

Performed as a Product Ownership / Agile Execution leader for Corporate Risk Reporting & Analytics (CRRA) Product Ownership team. Coach 50+ members of the Operational Risk Reporting team through an Agile process transformation to develop 200+ risk oversight and regulatory reports. Also served as Program Management, Communication and Governance leader for the Risk Intelligence & Oversight (RIO) team. • Established CRRA Agile delivery model, trained stakeholders on agile best practices, mentored individuals to ensure role fulfillment, and managed interdependencies between CRRA and other product teams.• Increased effectiveness of Technology & Information Security Risk Management (TISRM) and Independent Risk Management (IRM) oversight practices by supervising the risk reporting/training strategy, group communications, key risk project initiatives, report development life cycle, and the RIO Risk Report Portfolio.• Conducted RIO Partner Connect meetings with 70+ risk report owners to promote development team capabilities, discuss compliance initiatives, deliberate data strategies, and solicit feedback about risk reporting impediments. • Directed the design of RIO Team’s Agile intake model to improve report owner engagement experience. Implemented RIO Team JIRA Kanban board to improve development team efficiency, create systematic controls, groom the story backlog, visualize workflow, and integrate Tableau status reporting. • Performed monthly reviews of the Risk Reporting Technology Compliance Plan associated with existing Technology & Operations regulatory guidance. Worked with TISRM IRM teams to analyze the overall sustainability of front-line controls and evaluate control performance effectiveness. • Awarded Truly Outstanding Performance. (T.O.P.) award for contributions towards the Technology Remediation Program (TRP).

Served as Enterprise Risk Identification & Assessment (ERIA) Technology and Infrastructure leader responsible for two Strategic Enterprise Risk Management (SERM) Archer eGRC risk platforms - ERIA and Risk Acceptance. Engaged with SERM and Enterprise Information Technology (EIT) senior leaders as Product Owner to influence technology strategy and governance routines. • Created ERIA Agile delivery model and managed the application’s full life-cycle development – budgeting ($2.5MM), feature definition, story grooming, UI design, UAT, release and defect management. • Monitored team to ensure the ERIA and Risk Acceptance solutions remained in compliance with the Risk Management Framework (RMF), published risk policies, regulatory guidance, and organizational hierarchy changes.• Partnered with EIT to manage the full-life cycle of ERIA risk reporting utilizing SQL Server Reporting Services (SSRS) and Tableau. Worked with SERM, EIT, and ERIA delivery teams to create reports evaluated by the Enterprise Risk and Control Committee (ERCC) and Board of Directors. • Partnered with ERIA and SERM Enterprise Wells Fargo India & Philippines (WFIP) teams to augment process support, technology delivery, and miscellaneous infrastructure needs. Visited Hyderabad and Bangalore, India in October 2019 to strengthen WFIP team integration.• Established ERIA’s risk survey to collect anonymous feedback from L1/L2 risk type leaders about ERIA program performance and identify opportunities for continuous improvement.

Managed multiple Wholesale Business Solution initiatives, including eONE (enterprise One Number Environment) regulatory reporting platform, WCDIR /iHUB DataMart ($5.3MM), WDM security enhancement ($4.3MM), and DART reconciliation ($1.9MM). Performed as Senior Technology Project Manager and Scrum Master leading 36 developer resources building the $55MM Counterparty Risk System (CoRs) and a 15-member team creating the $1.85MM Limit Mandate application. • Acted as CoRs Scrum Master and managed 4 Sprint teams that consisted of on-shore and off-shore developer and quality assurance resources. Conducted Scrum ceremonies to monitor sprint activities, coached team members about agile practices, and ensured compliance with enterprise governance standards. • Organized the Market Risk PMO Finance process for the Risk Information Project Management (RIPM) group providing finance oversight for a $26MM technology project portfolio. Responsibilities included monitoring financial performance, preparing dashboards, and presenting results to Senior Management. • Designed and implemented financial forecast process and tools used by more than 150 project resources and technology managers to track resource utilization across the project portfolio. Trained 20 project managers on enterprise and PMO finance practices and assisted technology resource managers with budget planning. • Facilitated the preparation of Statements of Work between technology managers, Supply Chain Management, and vendor representatives to secure external project resources and monitor variances to scope delivery.

Performed as Loss Mitigation Change Analyst in the Mortgage Servicing & Operations Group project management office (PMO) to accelerate the sourcing of project personnel across 8 functional groups. Also Acted as Project Manager implementing mandated regulatory changes related to the Massachusetts Non-judicial Foreclosure Statute (35B) primarily impacting customer Breach and Solicitation operations. • Managed the assignment and time allocation of 960 Loss Mitigation subject matter experts assigned to 100+ projects representing a $20MM project portfolio. Partnered with Portfolio Managers and project managers to confirm SME assignments, FTE utilization, and skill requirements. • Facilitated weekly Governance meetings to evaluate new initiatives’ operational impacts, priority, SME needs, implementation timelines, and alignment with other support partners’ constraints. • Acted as SharePoint administrator for the Change Capacity SME Mart application. Supported two dozen users, validated interface data integrity, and worked to ensure accuracy of weekly executive reporting. • Trained LOB and Governance partners on the Change Capacity resource plan development process, service level agreements, SME Mart application reporting, and expectations about remediating over-allocated SMEs. • Received Gold, Silver, and bronze level recognition awards within an 18-month period for individual contributions towards senior leadership’s objectives.

Worked as a Senior Financial Analyst in Consumer and Small Business Banking Technology & Operations Finance (CSBB Tech & Ops) within the Image & Payments organization. Advised Line of Business Executive Management about financial strategies, prepared financial forecasts, interpreted variances, analyzed KPIs, and led finance meeting status presentations.• Provided P&L oversight for $120MM+ Item Processing and Executive Admin functions representing 1,500+ headcount. Monthly duties included monitoring check volume forecasts, predicting personnel levels, constructing financial models to study fixed / variable / semi-variable costs, and publishing consolidated commentary according to month-end deadlines.• Organized deep-dive reviews of key financial drivers such as FTE, headcount, productivity, overtime, supplies, and non-credit losses to identify trends associated with check volume fluctuations, problems within LOB operations, and methods to improve forecasting and reporting.• Orchestrated updates for financial hierarchy maintenance, plan transfers, fixed asset management, and capital expenditure requests. Authorized to approve LOB expenditures up to $100,000.• Composed daily ad-hoc reports using Hyperion Essbase to measure financial variances across time periods, functions, and General Ledger accounts.

Performed business analysis and integration testing for the Countrywide Mortgage Data Sourcing and Merrill Lynch merger initiatives for the Enterprise Credit Risk Information Systems (ECRIS) team. Directed critical activities related to Component Integration Testing (CIT), System Integration Testing (SIT) and User Acceptance Testing (UAT) to maximize post-conversion HELOAN/HELOC data quality.• Applied Six Sigma (DMAIC) methods to track project progress, deliverable status, and risk impacts. Leverage system design documents (Business Requirements Document (BRD), High Level Design (HLD), Low Level Design (LLD), and data mapping spreadsheets) to ensure data implementation compliance.• Facilitated communications between ECRIS business partners, change managers, test managers, and developers to organize test file delivery, test environment setup, and test execution. Utilize HP Quality Center 9.2 to create a consolidated defect detail dashboard for distribution to SIT / UAT stakeholders.• Acted as ECRIS representative on cross-functional meetings with Countrywide and Merrill Lynch senior management and prepared toll-gate documents for Change Advisory Board (CAB) review and approval.

Worked as a Line of Business Implementation Lead supporting the Enterprise Credit Risk department’s Basel II Capital Adequacy Framework implementation within the Global Structured Products organization. • Collaborated with 4 business units and assigned Risk and Finance partners to analyze more than 300 structured product programs, determine their Basel II eligibility, and apply adequate capital treatment approach.• Served as a control contact for securitization data processing in preparation for regulatory capital calculator testing. Responsibilities included researching data anomalies, validating data elements against Basel II Final Rules, escalating issues for executive decisioning, and providing instructional feedback to business units.• Conducted business unit Basel II gap assessments and managed compliance policy integration into existing securitization business models in preparation for internal and regulatory agency audits.• Served as team specialist for the Basel II Requirements Traceability application by advising team members about utilization techniques, production environment issues, user acceptance testing results, and functionality upgrade release schedules.