• Selected to lead enterprise transformation of the end-to-end Single-Family mortgage servicing business, designing the customer journey, capturing the voice of the customer (VOC), and creating a strategic “north star” that framed the target operating model, shaped future-state roadmaps and prioritized high-impact features.• Established the COO's framework for measuring digital transformation at the board level, developing a reporting structure across LOBs for key metrics and leading a process reengineering workstream to drive business process transformation through automation, impacting a $1.3B budget and 6,400 staff.• Headed portfolio architecture, leading change and transformation programs – from problem statement definition and root-cause analysis through business process design, including a $20M program to modernize the operations ecosystem with a cloud-based services platform for 17M loans and 1,200 servicers.• Accelerated digital transformation by implementing a new operating model for Agile teams that included a methodology to measure digital maturity and introduced a Digital Capability Framework that improved speed-to-market and reduced redundant builds by mapping capabilities to existing patterns of use, earning the Digital Accelerator award.• Managed a transformation program across five LOBs, securing $600K in funding to enhance business information metadata models, resulting in streamlined product development and a shared business event model (220+ events).• Increased transformation efficiency by designing and piloting a consolidated reference architecture content portal, reducing upfront discovery time by 50% and enhancing alignment across product and engineering teams.• Led process improvement cross-functional workshops resulting in a pilot program based on Six Sigma methodologies that detected anomalies in investor reporting, preventing $5M in potential securities impact.

• Oversaw performance, risk management, and strategy deployment for a national network of 850+ attorney firms managing 400K loans in collaboration with in-house Legal.• Established performance visibility through surveillance processes, firm scorecards, and state benchmark analytics, leading to improved attorney performance and accountability.• Developed and deployed a firm monitoring process using Six Sigma methodologies to track key performance metrics, achieving a 20% improvement across KPIs through root cause analysis and early intervention.• Conducted attorney site visits, managed escalations, and collaborated with in-house Legal to execute strategy and drive remediation, strengthening partnerships with enhanced transparency.• Led a FHFA-mandated restructuring of the national attorney network, increasing retained firms by 250% (from 250 to 850+), scaling capacity through optimized firm assignments and loan volume drivers, and conducting 350+ on-site firm visits annually.• Created a data-driven culture using DMAIC principles, establishing KPIs, firm scorecards, and benchmarks that reduced credit losses and set best practices.• Managed operations processing $45M in attorney fees annually, implementing controls and performance metrics that improved processing times.

• Drove efforts to enhance servicer partner performance through improved process design, controls, and performance reporting.• Introduced portfolio management field reporting to strengthen control and incident detection, establishing a consistent risk review process across top servicers.• Development and roll-out of the Servicer Total Achievements and Rewards (STAR) program, a formal measurement framework for recognizing top-performing servicers in loss mitigation.• Created a central business intelligence framework with executive reporting and peer benchmarking to assess servicer effectiveness for the National Servicing Organization that enabled strategic action planning.• Administered incentive programs by defining servicer stretch goals, tracking monthly outcomes, and establishing quarterly loss mitigation targets.• Managed servicer escalations addressing 150+ issues monthly, and led central risk management governance for SOX controls, operational incidents, policy & procedure change management, and internal audit coordination.

• Led enterprise performance and business intelligence, additionally accountable for back-office operations, loss mitigation and customer service, designed executive reporting and dashboards while managing cost center P&L and a team of 100+ across multiple onshore and offshore sites.• Headed strategic planning and analysis for a 2.5M loan portfolio and 1,400 FTEs, directly supporting the COO. Delivered budget, staffing, and month-close performance reports, and established KPIs, targets, and insights for course correction.• Led offshore operations and workflow design, establishing Sourcepoint (formerly ISGN) as an outsourcing provider in India to handle back-office document support, processing 25,000 documents monthly and enhancing efficiency for US-based staff.• Launched a Six Sigma Quality initiative, defining CTQ goals and KPIs to improve process alignment, resulting in a standardized monthly operating report (OpCo) for the operating committee.• Accountable for leading customer service, loss mitigation, vendor management, and document control, fostering a culture of continuous improvement.