Member of the Executive Leadership Team responsible for risk and compliance for a multi-faceted regulatory landscape of Property Assessed Clean Energy (PACE) construction financing. Oversee execution and reporting for regulatory compliance, audit, quality assurance, risk management, internal controls, and overall corporate governance. • Transformed Risk and Compliance department to more efficiently partner with business operations while fulfilling regulatory reporting requirements• Designed, built and implemented corporate governance program, including committee infrastructure, training and awareness, internal/external audit roadmap, reporting standards (KPIs and KRIs) and monthly risk scorecard• Oversaw 3rd party contractors – ensuring thorough vetting and training of contractor participation in Ygrene financing while prioritizing consumer protections• Developed Data Security and Governance roadmap – enhanced training, improved phishing campaigns, and routine communications for Information Security awareness• Sponsored the Extended Leadership Team – a forum of senior business leaders to increase communication and collaboration across business functions and improve transparency and accountability for the Executive Leadership Team throughout the enterprise

Responsible and accountable for leading Enterprise Risk Management and Regulatory Compliance within the North America region, including US and Canada business units. Oversee the delivery and support for all Risk Management activities, including Regulatory Compliance, Product Design Compliance, Operational Loss Management, Internal Controls, and Strategic and Reputational risks.• Overhauled the corporate governance framework for Risk and Compliance, including formally chartering Risk Committee, Information Technology Risk Committee, and targeted sub-committees• Developed overarching Risk and Compliance culture campaign, including Tone from the Top communication strategy, risk and control fundamentals training, Risk and Compliance Ambassadors program, and revamped risk coordinator network• Responsible for the oversight and execution of the Internal Control Assurance Program, including regulatory reporting for Model Audit Rule for Internal Controls Over Financial Reporting (ICOFR)• Remediated regulatory compliance issues by developing and implementing a global Information Technology Risk Management (ITRM) framework, including identification and risk assessment of Information Technology (IT) systems, control assurance activities, and identification of roles and responsibilities between internal stakeholders and the 3rd party IT service provider • Decreased past due audit finding and stabilized on-time audit finding closure by strengthening partnership and collaboration across the three lines of defense

Responsible for compliance with data and information security requirements to the Committee on Foreign Investment in the United States (CFIUS).• Led the grass roots implementation of the Enhanced Data Security Compliance Program, including traceability of compliance requirements to enterprise-wide processes and controls • Partnered with Risk and Internal Audit departments to develop compliance and assurance framework for 200+ controls. Leveraged process monitoring and oversight activities across lines of defense to balance compliance with process efficiencies, streamlining business operations while improving Compliance.• Lead the reporting of operational effectiveness, issue tracking and mitigation, and overall program compliance to the Security Committee of the Genworth Board of Directors.• Partnered with Senior Leadership across the Enterprise to identify opportunities for process improvements while implementing process changes for program compliance. Identified and assisted in the resolution of gaps in training enrollment, HR onboarding and background screening, and access approvals.

Responsible for the overall performance of the IT SOX Compliance program. Provided oversight and leadership of global IT Controllers and IT control owners to ensure compliant control processes and effective design and implementation. Partnered with senior and executive business leaders to rationalize and optimize control environment and drive a culture of compliance and effective controls. • Led the implementation of a new control reporting platform, including requests for proposal (RFPs), cost benefit analysis of alternative solutions, receiving approval from Genworth Executive Leadership, and managing the overall implementation.• Led a multi-year initiative to improve the IT SOX Compliance Program which mitigated cost and reputational risk by reducing excessive amount of IT SOX deficiencies• Implemented a formal Compliance Architecture in 2016 with clear guidelines and instructions for control design, implementation, and performance. • Obtained 100% reduction in deficiencies from 2016 to 2018, including a clean sheet of control effectiveness at year-end 2018.• Increased engagement and control reliance with external auditor, leading to an overall external audit deficiency rate of 1.5% - four control deficiencies out of a global population of 260 in 2017. • The increased reliance on management’s testing significantly reduced the resource impact to control owners by reducing the amount of substantive testing required by the external auditor.• Reduced overall cost and complexity of the IT SOX program through a 20% reduction of the number of IT General Controls by control rationalization and optimization.• Reduced human capital risk by volunteering advisory services for Genworth’s pending acquisition by Oceanwide. Developed a novel resource management and visualization tool for proactive resource forecasting that highlighted the pressing need for increased staff in areas critical to the acquisition.

Operational management of the IT processes for Actuarial and Financial systems for Long Term Care (LTC) insurance products• Influentially lead the operations of disparate teams for long-term, capitalized and short-term, non-capitalized projects, in a project portfolio averaging 15+ concurrent projects• Manage the identification and implementation of IT solutions to business problems, including critical path decision making and influencing stakeholders to maximize project return on investment (ROI)• Oversee data management and processing for month-end financial and actuarial systems – responsible for managing the end-to-end stream of data delivery, analysis, and reporting• Design, test, and implement key SOX Controls for IT processes surrounding financial and actuarial systems

 Managed remote office of four personnel responsible for requirements development in support of product development programs  Served as lead action officer for an Integrated Project Team (IPT) comprised of representatives from 30+ stakeholder organizations Reduced document production time by 50% and increased data integrity by leveraging Six Sigma methodologies to revamp document development and approval processes and establish interagency agreements Guided project management strategies for five product development programs

• Advised Chief Executive Officer (CEO) on business strategy development and execution• Reduced corporate attrition 15% by conceptualizing, developing, and implementing a process improvement initiative that produced a Professional Development Program• Grew revenue by 10% by devising and achieving numerous multi-million dollar support contracts via strategic alignment of corporate business strategies to client needs

• Advised senior Department of Defense (DoD) Program Managers, Product Managers and Functional Leads for technical, scientific, and project management• Prevented six months of schedule slip and $700K of cost overruns by right-tracking project within two weeks that had been off course for 9 months• Directed the implementation of new policy and guidelines through mentorship of engineering and project management staff• Developed and implemented an IPT training program to improve project management across the enterprise

• Delivered leadership, guidance, and support to seven product development programs including process improvement and tailored project management strategies• Established and managed the Project Management Community of Interest, a forum for engineers to coordinate project strategies, resources, and schedules, resulting in more effective cost and schedule execution• Identified and developed infrastructure investment strategies – including development of cost estimates and proposals – for $30M+ worth of infrastructure projects; awarded 4 out of 5 proposals, equating to $25M+ of funding

• Developed and managed the schedule, budget, and management plan of concurrent multi-million dollar product development programs• Managed the IPTs, consisting of 35+ external stakeholders each, for development and execution of the management plan for each project• Realized millions of dollars of production and sustainment cost savings through process improvement for a product development project nearing completion

• Supported the test planning, budgeting, documentation, and analysis throughout the acquisition life cycle of the Joint Service Transportable Decontamination System and the Joint Service Personnel/Skin Decontamination System projects• Managed the socialization, review and adjudication of all T&E documentation• Coordinated with engineering, logistics, and business management teams on all programmatic issues affected by T&E