• Led the transformation of the patient financial experience across all Providence.• Built world class customer experience function leveraging both internal and external industry expertise to include voice of customer, human centered design, enterprise service delivery model, closed loop, and continuous improvement. • Lead a team of over 2,500 front-line team members across entire Providence footprint.• Instituted leading metrics across the system focusing on actionable data leading to customer trust and lifetime value.• Delivered highest patient cash collections in the history of Providence, consistently increased revenue 10% yoy ($119M in ’23) while improving core customer and employee satisfaction measures.• Implemented agile ways of working across multiple business lines with inaugural project focused on improving health equity for the Hispanic population.

• Leveraging customer experience principles, laid the foundation for the employee experience function to include establishing the first employee experience agile design studio.• Led HR reimagined, a strategic effort to enable HR to drive organizational transformation, and to shift the focus toward the employee as the customer. • Led the strategic investment process for HR technology resulting in an investment of $33M to transform the core HR technology infrastructure.• Drove the improvement and optimization of the recruiting function including the consolidation of 32 processes into three and nine teams into one. This will result in over $37M in productivity gains.• Delivered $3.5M in bottom line savings through optimizing various Marketing, Community Development, and Customer Analytics processes.

• Developed first strategic planning process at U.S. Bank and in the process ensured a Matters Requiring Attention (MRA) from the regulators was removed. • Built the strategic risk management framework that received a strong (highest) rating from the Office of the Comptroller of the Currency (OCC) while at the same time balanced future growth and agility.• Created first iteration of the strategic scorecard used at the Managing Committee and Board to monitor strategic progress.• Developed a growth assessment and investment model used to inform over $1B of annual investment.

• Served as a key participant and thought leader for the development and operationalization of the Customer First (Consumer Experience) strategy, one of the enterprise’s three key strategic pillars. This ultimately became over a $900M capital investment portfolio and served as a catalyst in the consumer health market. • Worked hand-­‐in-­‐hand with the Chief Marketing Officer (CMO) to manage and direct the daily operations of the Marketing organization including a $440M budget, 140+ cost centers and 1,024 FTEs.• Served as a thought leader in establishing core customer segmentation, journey mapping, analytic and supporting marketing capabilities. • Established the Strategic Partnerships function bringing innovative partnerships and new products to market including retail distribution, health engagement programs and digital capabilities which directly contributed to the acquisition of new accounts representing over 1M new customers.• Led the Strategic Marketing function responsible for the development and execution of growth oriented marketing strategies for eMarketing, asset commercialization and HealthyCare Solutions.• Provided expert knowledge of change management and performance improvement resulting in over $20M of bottom line savings and reallocation of $35M to support organization priorities.• Managed three large scale reorganizations including the centralization of the marketing function and reorientation around the consumer.

• Advised on the day-to-day operations of Commercial Marketing with specific responsibilities including the strategic and annual planning processes, internal communications, budget oversight, staffing models, metrics development, consolidations and reporting, process optimization, change management, project management, vendor management and marketing automation.• Managed a team of 13 associates (89% Associate Engagement; 81% Manager Effectiveness)• Led marketing process optimization and efficiency efforts that have allowed for the reduction of almost $30M in annual spend while continually meeting the needs of the organization.• Created standardized planning and budgeting methodology that allocates marketing dollars based upon a business’ size and performance resulting in a significantly more transparent partnership with P&L owners.• Managed the development of health care reform online tools, which exceeded plan goals and helped to position company as a leader in reform information and decision-making support• Served as the business sponsor for the implementation of Aprimo MRM and assumed ownership to provide system support for over 700 users. Awarded the Aprimo APEX award for effective use of the MRM suite and superior ROI.• Oversaw the relationship with vital internal partners including finance, procurement, audit, IT and the PMO as well as manage relationships with key vendors.

• Developed and coordinated Specialty Products’ strategic three year plan, annual plan and quarterly forecasts.• Supported and advised the President of Specialty Products and the VP of Marketing in project management, speech writing, presentation creation, corporate mandates, strategic alignment, consolidation efforts, financial oversight, and SOX compliance.• Provided key contributions to the 4SB workstream (comprised of CCB Plan Presidents and Specialty Products Presidents) while leading projects on small group product strategy, end-to-end process improvement and strategic planning.• Managed the competitive intelligence and market research functions for Specialty Products.• Served as an active member on the Dental, Vision and Behavioral Health leadership teams.

• Provided direct financial support to the President of Specialty Products, the VP of Specialty Sales, the VP of Marketing and the President of Workers Compensation Services to include the Three Year Plan, the Annul Plan, quarterly forecasts and month end close relating to administrative expenses.• Ensured the accurate and timely accounting for all nine SVP Specialty cost centers and their attributed $25 Million budget and 106 Full Time Employees.• Satisfied one the CFO’s major blue chip items by accurately forecasting the administrative expenses of SVP Specialty to within 2.0% for 2006.• Conducted detailed financial analysis used to create a new Specialty Products sales incentive program for both Medical and Specialty Products sales reps. The financial impact of this analysis was a $2M savings over two years.• Valued member of numerous integration and modernization teams aiding Life and Disability to a smooth transition through the WellPoint / Anthem merger.

• Directly managed the daily operations of 117 Enlisted personnel and 5 Officers.• Increased departmental work efficiency by 25% through streamlining the creation of work plans.• Exceeded departmental performance metrics by 133% while operating under a reduced budget• Saved over $500,000 by developing an inventory control program.• Led a training team, which was responsible for the advancement of over 30 individuals (Navy advancement is based on test scores).• Interacted daily with senior military officials in a briefing and advisory capacity.• Assumed overall operational responsibility of a multi-billion dollar warship and over 3,000 personnel in some of the most treacherous waters in the world including the Arabian Gulf, the Indian Ocean and the South China Sea.