Board member and Treasurer for an organization developing affordable housing units in Charlotte in coordination with Caldwell Presbyterian Church

Advise teams on how to leverage various Generative AI and intelligent automation (IA) technologies to improve their business performance by integrating these AI and IA capabilities into their daily operating approaches. Ashling Partner is a multimodal automation solutions and services company that is focused on delivering technology-driven, innovative consulting services that accelerate change and improve the overall performance of our clients around the world.

Advise leading companies on how to leverage digital technologies (e.g. automation, artificial intelligence) to improve their business performance by integrating these digital capabilities in their operating business or by teaming with emerging fintech and regtech firms.

Had P&L responsibility for the Transformation Services business unit, the key growth business in Genpact’s largest industry vertical (BFS). Responsible for a wide range of service lines including Consumer Banking, Commercial Banking, Risk Management and multiple Digital offerings. Is the only Genpact Transformation Services business spanning all of the global regions. Have more than doubled monthly business inflows, significantly increased realized consulting rates and put in place key organization capabilities and approaches to enable future revenue and profitability growth. Initial role/portfolio tripled after first six months at Genpact. Achievements include:- Executing a pivot to a service line orientation (e.g. Consumer Banking, Commercial Banking) from the traditional functional approach (e.g. process excellence, analytics) to better align with clients’ organizations and enable greater development of intellectual capital. Recruiting global leadership in the four key service lines.- Shifting the Go to Market (GTM) focus from few large deals to “land and rapidly expand” approach which aligned better with Genpact’s brand position and provided better operating economics.- Dramatically improving digital capabilities and GTM approach in four key areas (customer experiences, automation, artificial intelligence, and analytics) by integrating multiple digital acquisitions and supplementing with selected organic growth initiatives (e.g. hiring of digital partners)- Embedded digital capabilities into key service lines (e.g. digital compliance testing) and reoriented all service line offerings to “digital first” perspective and operating models (e.g. delivering a compliance and controls approach for banks using RPA or AI)- Contributed to the design and rollout of key aspects of the Transformation Services approach across all five Genpact verticals and assisted in client development efforts with key clients in other industry verticals (e.g. AirBnB).

Managed a diverse investment portfolio of start-up companies and vineyard properties utilizing my strategic and operational skills. Work involves advising early stage B2B technology companies by assisting management and their Boards with numerous operational, organizational and funding activities.

Assisted the senior management of global financial services and technology organizations transform key businesses enabling rapid and profitable growth.• Wholesale Lending Capabilities. Assisted an international bank in the business transformation of its wholesale lending approach through entire loan lifecycle. Led a joint team (12-15 Accenture professionals + 45 client team members) across the wholesale loan lifecycle, encompassing underwriting, monitoring, operations and IT capabilities.• Block-Chain Technology: Designed pilot of enhanced payment capabilities leveraging emerging block-chain technology and application capabilities in Foreign Exchange and Trade Finance. • Global Payments Capabilities: Developed and helped implement three-year plan to enhanced the global payments processes and platforms providing multiple payment types in 100+ countries. • Led an initial 10-person global strategy team, later expanding in number while overseeing the process redesign and implementation phases.• Ecosystem-Oriented Digital Portal: Developed concept and program to create and operate a digital portal serving small business customers. Portal embeds an integrated ecosystem approach, creating more value for small business and great loyalty. Result: Created an additional rapidly growing, fee based revenue stream for the bank with a key set of customers. • Developed and executed an omni-channel strategy that spanned Digital, CRM, Supply Chain, Payment & IT functions. Senior management priority. • Digital Banking Capabilities: Assisted in launch of a cost-effective banking option for lower-income cus-tomers. A venture between a leading financial institution and a major retailer. Developed new operat-ing approach and linked multiple IT platforms to support the business value proposition. • Emerging Payments Global Leadership Group, Member: Focused on emerging payments types and the necessary capabilities to deliver those to retail and business customers.

Managed a diverse investment portfolio of start-up companies and vineyard properties. Earned rates of return exceeded the relevant Wilshire private equity market benchmarks. Above-market returns were achieved by utilizing my strategic and operational skills:• Invested in and advised early stage B2B technology companies, assisted management and their Boards with numerous operational, organizational and funding activities. Several companies acquired by larger public firms, e.g. Paycycle by Intuit. • Acting Chief Executive for Dynaptics, (2000-2001). Web-based predictive software enabled organizations to more quickly provide better offers and more relevant website content. o Oversaw initial software release, negotiated additional financing, helped close sales to leading customers, i.e., eBay, Cisco, and Microsoft. o Coordinated sale of software to eBay when unable to obtain continuing venture financing.• Invested and assisted in operations of several California vineyards. o Provided overall business and financial leadership.o Put in place innovative distribution approach with non-West Coast Grape wineries.o Result: Increased sales 15-20% and more than doubled gross margins.

Responsible for all national programs functions including Recruiting, Admissions, Teacher Preparation & Training and Support, and Alumni Affairs. Member of senior management leadership team.• Achieved record Corps Member (CM) application levels (46,000+. 26%+ increase). Improved diverse applicants. Reduced cost per new CM and achieved 88% Offer Acceptance Rate for 4,580 CM roles. o Accomplished by refocusing 140 Recruiting Staff using micro-market segmentation approaches.• Oversaw demonstrable, consistently superior classroom improvement in the results of 8,200+ CMs in a range of low-income schools. Piloted both a student achievement enhanced assessment approach and a revised approach to CM preparation and coaching.• Designed and implemented improved organizational diversity recruiting effort. Result: in record hiring levels of diverse candidates for two key organizational roles: Program Directors and Recruitment Direc-tors.• Enhanced several major IT processes and activities. Resulted in improved design, prioritization, delivery and acceptance rates, especially as related to a Salesforce.com project and a reassessment of the data architecture approach underpinning all TFA program efforts.

Primary Responsibilities: Accountable for overall client relationships and delivery of services to financial ser-vices firms across multiple businesses; Audit, Enterprise Risk Services, Consulting, Financial Advisory, and Tax Services in the Southeast US (Deloitte’s second largest unit nationally).• Achieved 23% per annum revenue growth, improved all profitability metrics to above-average perfor-mance by focusing on more integrated offerings and delivery of services.• Responsible for priorities and performance of 16 major Account Lead Client Service Partners (LCSPs) and a Regional Marketing Team. • Advisory Partner - New Deloitte Center for Banking Solutions. Assisted in establishment and initial re-search agenda by interviewing leading CEOs. Oversaw research teams work in retail distribution and e-commerce. Concurrent Deloitte responsibilities included: • LCSP for a top-five US Bank. Created 20+% revenue growth across all five lines of business.• Advisory Partner - Major US Insurer. Transformed into one of Deloitte’s top five U.S. Insurance consulting clients by assisting with major distribution and IT challenges.

Advised senior management of numerous global financial services, retail and technology firms, primarily in Aus-tralia, Asia and North America. Played numerous regional and global leadership roles. Elected Principal in 1988 and Director in 1994. Australia and Asia (1984-1995): Helped quadruple the Australian Practice to 100+ Consultants and led McKin-sey’s initial expansion into multiple Asian countries while actively serving several major global clients.• Developed two global clients ranked among McKinsey’s top 20 worldwide, over a five-year period (1990-1995).• Assisted in establishment and growth of offices in Hong Kong, Taiwan, Korea, and India by leading key client projects. Assisted with initial staff recruitment and client development.• Led Asian Financial Institutions Group (FIG), 1991-1996. Established McKinsey as the leading advisor to major financial institutions throughout Asia.North American 1980-1984 San Francisco | 1996-1999 MinnesotaMinnesota Office: • Reversed declining performance, grew consulting staff by 50%+, and doubled number of local partners by assisting in the election of local partner candidates. • Dramatically grew the size and diversity of the local client base. Actively engaged McKinsey in high profile community initiatives.• McKinsey North American FIG Leadership Team, Senior Member. Developed leading edge Strategy thought capital for the small business marketplace and changing dynamics of retail distribution. • Held numerous firm-wide governance roles; i.e., Committees on Worldwide Human Resources, client services and performance. • McKinsey Corporate Growth Strategy Research & Development: Led firm-wide, multi-year effort that assessed organizational effectiveness in serving global clients via integrated global Client Service Teams.