Developed and led the PMO and Change Management Organization for Chewy's customer service team, which entailed:- Leading a team of 8 PMs focused on process and infrastructure improvement and enabling customer service to address changes to existing lines of business and launch of new offerings such as Pet Insurance. - Developing a change control process that 1) balanced deployment schedules with customer serivice's capacity for change; 2) optimized the prioritization and sequencing of investments to ensure strategic alignment and capitalization of synergies across our strategic roadmap; and 3) ensured that targeted solutions aligned with the customer experience standards. - Aligning PMs with non-CS business partners in order to 1) incorporate each team’s strategic roadmap into the CS PMO integrated roadmap; 2) provide consulting related to CS best practices; 3) capitalize synergies across business and CS initiatives; 4) negotiate timelines to optimize the pace of CS change initiatives; and 5) lead CS change efforts from the initial discovery to close/post mortem analysis.

Learning and Development Transformation: Led the transformation of the learning processes and systems of Amazons Selling Partner Support organization from a traditional instructor led approach to a blended learning model. The new learning model combines self-directed learning content, practical simulations, social learning and smaller targeted virtual instructor led learning interventions to enable learners to learn at their own pace. This solution enabled Amazon to adjust its workforce capabilities to meet the support demands of their selling partners faster while reducing the time employees spend learning new skills. This effort included transforming workforce capacity models to capitalize on a learning approach that upskilled Associates gradually while prioritizing high volume skills. Virtual Workforce: Led the development of a virtual contact center, which enables expansion of seller and vendor support services without building physical capacity. Development of this fully virtual organization over two years, which now employs 1,700 contact center agents and leadership worldwide, reduced facility and administration costs by $10MM annually; increased our recruiting footprint by a factor of 5; and reduced timeframes for new country expansion by 11 months. Virtual team performance and employee experience met or exceeded on-site teams in all geographies including North America, Latin America, Europe and Asia. Within the first year, I grew the contact center to 500 FTEs while building the virtual infrastructure. Infrastructure development included organizational design and change management; business processes and policies customized by country; virtualized training content; virtual management and learning systems; and tax / regulatory assessments and approvals. Technologies deployed to enable the virtual contact center addressed information security risks unique to a virtual workforce.

Strategic Partnership Integration - Program Manager: Led the mobilization of Citizens Bank’s executive team to capitalize on an opportunity to acquire the partnership of the fourth largest real estate firm in the US (Douglas Elliman). This partnership resulted in a $1B increase in funded loan volume. We completed the integration within three months including negotiating contracts; recruiting and on-boarding 50 loan officers from Douglas Elliman’s legacy mortgage partner; customizing and co-branding marketing programs; and mitigating legal and regulatory risks associated with the partnership. Strategic Alliance Program - Program Manager: Led the development of a program that enabled Citizens Bank’s home lending team to develop partnerships with realtors and builders for the purpose of marketing home lending products to their customers. Program development included contract standardization; policies and procedure development; marketing and training development; and the deployment of a governance organization focused on ensuring ongoing compliance with laws and regulations. Recruiting and Attrition Task Force - Program Manager: Mobilized executive leadership to address loan officer recruitment and retention challenges, which were inhibiting the expansion of Citizens Bank Home Loan Services. Through restructuring of incentive models, realignment of management accountabilities, and optimization of on-boarding processes, we addressed recruiting and attrition challenges that were inhibiting market expansion without impacting profitability or product competitiveness.

Risk Management Projects for Community Banks in the Mid-Atlantic Region - Project Manager: Led risk management efforts for community banks within the mid-Atlantic region. Projects included information security assessments and remediation and regulatory compliance efforts. Customer Experience Measurement Platform at Capital One - Scrum Master: Led the development and implementation of a platform that reduced customer experience measurement model development and deployment timelines from six months to two weeks while mitigating regulatory compliance risks associated with an accelerated deployment schedule. Through application of lean agile principles, the projected 1.5-year effort was delivered in 9 months.

Compliance Management Program (Capital One Home Loans) – Program Manager: Led the implementation of process controls to address 230 regulatory gaps over two months. This effort required streamlining a compliance/business interaction model, which had stalled progress of addressing regulatory gaps for nine months. A series of highly organized working sessions, which optimized the use of business, compliance, and legal resources across the organization, was key to meeting the end of year regulatory deadline associated with this effort.Mergers and Acquisitions: As part of the Capital One acquisition of Chevy Chase Bank, I led a program that transformed Chevy Chase Mortgage processes, organizational structures and systems to ensure Capital One met its regulatory commitments associated with the acquisition; and increased lending capacity to meet Capital One's expansion goals. This effort included shutting down Capital One's legacy mortgage business; and deploying mortgage lending processes to Capital One's branch network and internet channels.Commercial Credit Risk Transformation: Led the development and deployment of an internal ratings-based credit risk rating model for Capital One’s commercial banking business, which was required for compliance with Basel II regulations. Deployment of this credit risk rating model required enhancing 18 impacted systems; enhancing and recalibrating Economic Capital Reserve and Loan Loss models; and remediating originations, servicing, collections/recoveries, and risk management processes. Deployment of the new methodology required learning content design, development, and delivery to over 700 credit officers, underwriters, relationship managers, and loan operations associates. This effort enabled regulatory approval of new bank acquisitions that Capital One was seeking during the global financial crisis.

Capital One - Project Helix - Project Manager: Led the remediation of five mission critical financial management systems, including Peoplesoft GL and EPM modules, in preparation for outsourcing Capital One’s primary credit card processing functions to TSys.

Managed a portfolio of projects at Capital One, doubling our revenue and increasing gross margins from 20% to 35%. I improved gross margins through the deployment of a fixed priced deliverable-based engagement model. This new model required transformation of our business development and project management processes to mitigate risks inherent in a fixed price model.Solutions Delivery Methodology Optimization at Capital One – Business Analyst/Project Manager: Reduced repetitive project documentation and streamlined IT governance processes resulting in 15% reduction in effort required to deliver IT projects. Credit Card Fraud Defense Platform at Capital One – Business Systems Analyst/Project Manager: Led an effort to reduce the timeframe for implementing fraud defense models. The original charter focused on a complex technology implementation with an estimated cost of $10MM. After performing root cause analysis, I determined that existing technology tools were sufficient to deliver fraud models within the target timeframe. Strict interpretations of enterprise standards related to code versioning inhibited implementation of SAS models developed by statisticians. These standards required redevelopment using tools that lacked the statistical capabilities embedded in SAS resulting in lengthy development and implementation timeframes. Development and Implementation or processes that mitigated organizational risks enabled implementing the SAS models in their original form thereby reducing the overall cost of the effort from $10MM to $0.5MM.

Engagement Manager at ABN AMRO Bank: Managed a portfolio of projects for ABN AMRO Bank, growing our business with this client from a single short-term assessment project to global strategic initiatives. Strategic initiatives included automation of their worldwide commercial loan originations process, and worldwide deployment of a messaging and collaborative tools infrastructure. IT Strategist at Federal Reserve Bank: Enabled the Federal Reserve to address declining revenues associated with reduced use of checks as a payment medium by providing a three year eBusiness strategy that increased the use of ACH transactions for electronic payments. Process Engineer at Haworth: Decreased manufacturing and product estimation errors by 50% through the implementation of process changes and enabling product configuration tool that integrated product estimation and fulfillment processes at Haworth, the world’s third largest office furniture manufacturer.Process Engineer at R.R. Donnelly: Re-engineered the supply chain process and implemented a workflow automation solution for a division of R.R. Donnelly, a leading printer, communications services and logistics company. The resulting solution allowed business processes to extend beyond corporate boundaries to support customers, suppliers, and partners. This solution, which leveraged Action Technologies’ ActionWorks product, won the Gold Excellence in Workflow Award in October of 2000. Jeff acted as lead process engineer as well as lead architect for the ActionWorks solution. Project Manager at Wachovia / First Union: MergerWachovia / First Union: MergerLed the successful integration of First Union and Wachovia Securities organizations through migration of Wachovia Securities brokerage data into First Union’s BETA system.