Project management lead to implement a business process redesign for the accounting department of a fund manager.

Project management lead to develop an automated and simplified reporting process for a Private Equity firm’s portfolio company.

Project management lead to purchase and implement an automated third-party time tracking solution.

Project management lead for three technology projects with a budget exceeding $5 million in the Counterparty Risk Management organization.

Project Management (Top 4 U.S. Bank): supported project management to implement a new target operating model for the firmwide supplier services organization.

Lead project management for the physical records process which is one of fourteen workstreams as part of a firmwide records management program. This project aims to reduce information risk and mitigate exposure to regulatory, operational and legal risk. • Partner with Legal, Technology and Real Estate to create a process to assist lines of business and corporate functions make risk based remediation decisions for physical records and be compliant with firm records management policies. • Developed a SharePoint site as a one-stop shop for all program project plans and workstream materials. • Built a program wide project plan using JIRA to provide transparency for stakeholders and sponsors.

Led project management of Dodd-Frank Section 165(d) living wills resolution plan for a foreign banking organization’s submission to the Federal Reserve and the Federal Deposit Insurance Corporation.

Managed a project to document all expenses recorded by the Management Company of an Investment Advisor in anticipation of an SEC examination for over 75 funds during a five-year period.

Oversaw Internal Legal Expense Planning and Analysis group with a global budget exceeding $630 million and 2,000 FTEs, adapting a more efficient and transparent reporting process. Modeling the expense impact of regulatory required hiring initiative sponsored by firm CFO. Developed quarterly stress test forecasts for the Legal organization for use in CCAR and DFAST submissions and internal risk analysis. Directed a multiyear MIS reengineering project, a Legal organization wide exercise to inventory all existing reporting, make efficiency recommendations and requiring buy-in from senior management and affected staff. Managed a group of four senior analysts responsible for headcount tracking, expense analysis, report production, monthly forecasts and annual budget.Introduced a simplified allocation process to Corporate Sector Support which was adopted firm-wide, saving Legal Finance (and other Sector groups) and staff multiple days of developing individual time spent allocation methodologies.Identified a reporting risk and developed a plan, sponsored by Legal COO, for report automation that saved two FTEs across Legal Finance upon full implementation.

CFO for fourteen global heads of corporate support groups with annual expenses exceeding $400 million. Development of first ever support group standardized expense reporting and implementation of firm-wide allocation process, sponsored by the firm CFO. Expense modeling for targeted work force increases and changes to allocations.