Led a 70-person organization responsible for managing centralized controls across multiple risk stripes, as well as ensuring Operations met its internal standards and delivered on regulatory commitments.• Managed Third Party Risk for ICG Operations & Technology, ensuring 1600 supplier relationships were effectively executed with appropriate controls and proactive risk identification.• Led Cross Border Data Clearance for ICG Operations & Technology, providing oversight to ensure all services were compliant with data privacy, outsourcing, bank secrecy, and data localization regulations.• Managed Regulatory Engagement for ICG Operations, overseeing exams, ongoing supervisory meetings and regulatory responses to governing bodies including the OCC, Federal Reserve, FDIC and SEC.• Provided governance of Processing Risk, ensuring the delivery of key risk reduction projects and automated metrics, enabling Operations to measure and reduce risk from Manual Processing.• Managed Compliance and Conduct Risk for Operations, providing oversight of key controls including Complaint Handling, Public / Private Separation, Mandatory Absence and Entitlements Management.• Served as Risk & Control Transformation Head, managing implementation of the Risk & Control target operating model.• Provided senior level reporting and governance of key Operational Risk Events including Losses, Near Misses/Potential Loss Events, Issues and Manager Control Assessments.• Implemented Minimum Control Standards for Reg-W across ICG Operations.

Managed a 16-person team responsible for Business Unit Management of the Risk & Control and Production Support organizations including financial management, controls governance, strategic planning, program management, risk reporting and organizational support.• Served as Interim Head Business Unit Management for ICG Operations• Implemented an annual productivity program that reduces operating expenses through location strategy, function consolidation and vendor process improvement. • Managed a monthly controls governance process that provide senior management oversight of key risk indicators and deep dive reviews of priority Operations and Technology control issues.• Implemented an ongoing Markets Operations & Technology Risk Assessment Process that works with multiple Lines of Defense to ensure all control issues have properly funded remediation plans.• Program managed the transfer of Financial Control Operations from Finance to ICG O&T, including integration of core functions, processes, people and budget into Middle Office, Cash • Managed Risk & Control and Production teams move to remote work during COVID, ensuring staff were able to effectively work remotely during the pandemic.

Led a four-person team responsible for financial and headcount planning, reengineering, management reporting and organizational support.• Provided financial oversight and management for a 1100-person organization with a $100 Million budget.• Implemented a governance process to ensure all costs allocated to the Front Office were well supported and understood.• Led a Transformation Program designed to integrate previously independent Operations and Technology Control functions into a consolidated organization.• Served as ICG Operations school team captain for The George Washington University and University of Connecticut, responsible for managing entry level interviewing and Citi’s relationship with the schools. • As a member of ICG Operations Project Management Committee, rolled out consistent Project Management Standard to all groups across ICG Operations.

Managed a five-person team responsible for financial management, headcount planning, internal communications, people initiatives, tools development, and real estate planning.• Developed and implemented an allocation model that enabled Global Operations Control & Reporting to charge all direct costs, as well as all supporting Technology expense to Front Office cost centers.• Implemented a governance process to manage all Technology work performed for Global Operations Control & Reporting.• Proposed, implemented, recruited and launched an in-house team to provide a Rapid Application Development capability within the Global Operations Control & Reporting CAO team.• Promoted from Vice President to Senior Vice President after 1 year.• Managed Risk & Control and Production teams move to remote work during COVID, ensuring staff were able to effectively work remotely during the pandemic.

Led a three-person team responsible for program management, planning and financial oversight for all technology and product development efforts. Worked with application development, technology infrastructure, business management, product development and finance teams to plan, schedule and fund all product and technology development activities.• Implemented a revised demand management model that governed the intake of all technology work across 13 business segments.• Managed the capital budgeting process, resulting in the creation of a $110 Million capital expenditure budget covering all Business-to-Business and Business-to-Consumer technology capital spend.• Put in place a consolidated resource planning process to manage the allocation of technology work across over 300 full time development resources.

Led a two-person team responsible for business and program planning, governance and reporting, as well as annual budgeting and ongoing expenditure approval. Worked with technology and financial control teams to develop all program structures, business cases and implement software capitalization policy.• Provided financial oversight, governance and business planning for an $80 Million budget. Technology Portfolios covered included all IB Finance Applications (General Ledger, Profitability and Management Reporting Systems), as well as all Credit Risk Applications (Credit Approvals & Limits Monitoring, Risk Reporting, Data Acquisition & Control and Derivatives Analytics Tools). • Developed and implemented a New York Metro Real Estate Strategy that reduced Risk Technology occupancy costs by $2.5MM.• Led the IB Technology headcount reporting team during the Bear Stearns merger; developing an integrated method for tracking 10,000 FTEs in 10 CTO areas across the merged firms.• Served as Business Sponsor for TopView, an enterprise financial planning and forecasting tool used by all Program, Project and Business Managers in IB Risk Technology.• Reengineered the monthly financial forecasting process, reducing forecast creation time by two days.

Responsible for strategic planning and program management of cost control, risk remediation and other strategic initiatives for the North American division of Citi Technology Infrastructure (CTI) including offshoring and outsourcing; compliance and control, process improvement; and real estate consolidation programs.• Implemented the Workforce Optimization Initiative for CTI North America, a program to reduce yearly headcount expenses by $12 Million through offshoring, automation, standardization and staff consolidation.• Consolidated CTI’s real estate footprint in the New York metropolitan area, resulting in a total savings of over $7 Million.• Authored the CTI North America Level III Project Management Policy, a set of project management standards required for use by all project managers in the division.• Initially hired as an Analyst. Promoted to Assistant Vice President following graduation from MBA program. Promoted to Vice President after nine months.

Led a three-person team responsible for project management and business development for US and European extranet, intranet and public website clients in the information technology, financial services, chemical and biotechnology industries.• Managed all aspects of client relationships accounting for 20 percent of firm revenue. Up-sold additional services to clients, increasing account revenues by 15 percent.• Served as product manager of the GIX, the firm’s flagship extranet product, and IssuesWatch, the firm’s online media analytics product.• Proposed, launched, recruited and trained a new division providing online media analysis.

Solicited, edited and authored articles, as well as managed the production process for the Council’s quarterly magazine, Russia Business Watch, and website, US-Russia Business Council Online.• Proposed and managed complete redesign of both the magazine and the website.• Reduced website hosting and maintenance costs by 50 percent.• Developed an online registration system used for all major international meetings.