Managed all aspects of Information Security program for Citizens Financial Group and other RBS entities in the Americas, including 1,400 branches and administrative offices of Citizens Bank, Charter One Bank, RBS Securities, and RBS Greenwich Capital.• Substantially improved internal audit ratings, reflecting increased maturity and investment in the program. • Improved relationships with external auditors and examiners. Coupled with significant process improvement, this led to removal of several government enforcement orders.• Expanded staff by 25% to 106 to address regulatory compliance order.• Oversaw creation of “strategic playbook” to manage actions during Distributed Denial of Service (DDoS) attacks, – and successfully implemented them during several targeted attacks.• Subsequent to major policy rewrite, managed intensive policy awareness campaign and compliance certification across the Americas (27,000 targeted employees).

Selected to manage key functions and initiatives as senior member of Technology Services Leadership Team.• Brought bank into substantial compliance with Gramm Leach Bliley Act (GLBA), after extended period of partial compliance.• Developed implementation infrastructure and program process to ensure technological compliance with Dodd Frank Act, which impacts virtually every product and process in banking.• Directed technology remediation of many regulatory findings concerning information security. Covered 100+ remediation activities over 50 systems across three data centers.• Developed new vendor management program for 300+ providers managed by Technology Services group. Provided management with better control and ability to detect vendor failures earlier

Managed Product Development, Product Management, Client Services, Marketing, Training, Communications and Risk for most complex and profitable customers. • Increased annual capital expenditure related to product development and enhancement from $6M to $30M, achieving ROI targets on all capital investment.• Developed first formal profitability analysis paradigm to ensure proper allocation of capital dollars.• Scored consistently high on industry and customer measures of satisfaction with product capability and delivery, resulting in ability to enhance product marketing collateral.• Maintained 95% customer satisfaction rating for Client Services function, despite mounting budget pressures and expanded scope of technical requirements.

Assigned to engineer turnaround for backlogged and inefficient group of departments. Managed a staff of 500 people responsible for most back office functions performed on behalf of branches and their customers.• Returned division to stability in less than six months.• Removed ineffective management staff and recruited qualified replacements.• Contained reconciliation losses and exposures.• Stabilized overtime expense.• Created staff development plans, operational efficiencies, and early warning indicators for problems.

Established and successfully managed Technology Program Management Office, during period of growth by acquisition when bank assets more than doubled. • Developed program and project management protocols, oversight and reporting mechanisms, including automation of entire process. Many methods are still in use.• Personally directed integration programs related to mergers and acquisitions, consistently delivering conversions on time and on budget.• Created testing framework for all software changes, achieving a “First Time Right” score consistently above 95%.