➢ automate current business intelligence suite of reports and help align resources to provide data/insight KPI consulting to both the internal Corp Properties group heads along with executives.➢ Owner of analytics team supporting $3.1B expense allocation line item for Corporate Properties Group, allocation data model for spend across 7k Wells Fargo managed admin and retail locations.➢ Strategic data road map of Corp Properties Group business intelligence platform and structure, developing a different working model with our IT partners and establishing a governance process to monitor production level database loads.➢ Stood up an Agile team and partnered with IT team to move from a monthly release schedule to bi-weekly. Load balanced internal resources and set up new “send the code” mindset where the business helps code the release.Accomplishments:• Coordinated with 3 groups across Wells Fargo to produce our first Artificial Intelligence model to help predict people movement.• Speaking engagement, @ internal 2 day seminar comprised of the majority of analytically focused participants at Wells Fargo. Presented Artificial Intelligence model; “on-stage” live presentation was viewed by 1,100 people around the globe and produced a net promoter score of 86%, or top 5 presentations over the 2 day period.• Lead product mgr and SME for workforce planning initiative, specifically related to forecasting and analytic support to the Chief Operating Committee. Various tableau dashboards/analytical insights to help monitor building utilization, building exits, building readiness and COVID response metrics.

Vice President, Analytic manager Leadership and deployment of department wide key performance indicator based scorecard to over 400 implementation consultants. Responsible for the decrease in time it takes to implement a sales order form by 30% due to a higher focus on fact based business intelligence and department wide goal setting. In coordination with various data management and business intelligence teams, led the data migration and application transformation effort to move from one business process management (BPM) application to another by managing data flows, managing requirements and leading metric changes across the department. Led the effort to produce a monthly business review deck shared and presented monthly to senior leadership.

Responsible for the leadership and development of operational reporting for the home loans bankruptcy division (Default Servicing). Managed mid sized team to analyze current industry wide and corp wide trends and present findings to executive level leadership through various presentation methods, including low level, daily updates and monthly business review decks. Implemented first dashboard for each high level process channel and singlehandedly developed BK wide scorecard to track KPI metrics weekly. Also responsible for the development of both capacity and forecasting models.

Led large national business intelligence and reporting team during the 2008-2009 financial crisis/recovery directly supporting the Short Sale / real estate owned (REO) operations lines of business located in home loans and insurance.➢ Senior leader, team of 30+ (developers, technical analyst, analytical modelers) with mission: To provide accurate, timely analytical insight, self-service reporting and leadership support for the Short Sale, Real Estate Owned, and Deed in Lieu operations line of business.➢ Daily consulting with operational leaders, and program management office often presenting state of business, suggesting operational process changes and suggested efficiency gains➢ Coordinated with program management office facilitate releases and develop exception reporting around known bugs in releases.➢ Ground up transformation effort included, restructuring and expansion of web development team and established new product specific engagement model. Accomplishments:• Implemented Agile software deployment methodology to develop various (.net/sql back end) applications including:• Applications developed under direct leadership/supervision:• Quality Transformation Control- designed system to QC all outgoing REO files, system was developed to allow Quality Control score and dashboard, and provide feedback to front end associates, based on the quality of work they completed. • REO-Net Present Value Model- Short Sale operations application to calculate the profitability, Foreclosure was more profitable than the Short Sale offer. 7 different sources automated and front end developed and distributed to 1000+ users.• In partnership with the Office of Currency Controller (OCC/MRA) remediated various audit issues, in coordination with internal Risk and Compliance. One of these remediation issues generated $25MM net revenue due to lost fee income.

Executive level analytical support to Multi-National Credit Card product for e-Commerce based marketing channel. Managed migration of Microstrategy based reports to Center of Excellence, and estabilished BI dashboards using Microsoft Reporting and Analytic Services. Led team of 5 to assist in the automation of KPI metrics across ecomm/ATM channel.

Served as lead contact for internal analytical performance management requests (Government card specific). Developed spend volume trend line dashboard reporting to assist executive leadership with performance management and resource allocation. Coordinated with team of resources to established guidelines for profitability model along with back end data for pricing model. Performed ground up deployment of Hyperion Essbase OLAP 6.5, including 2 server install and software install/set up. Developed Essbase model to allow Finance to push forecast to server and server automatically return profitability by DoD division. (automated calculators to alleviate manual work around)

Developer for Hyperion Essbase, and TemTec's Executive Viewer BI reporting tool. Established hourly reporting cube for operations support (call and dollar volume).Acted as lead Hyperion Essbase developer (OLAP).