Head of Payments Team: Leading Business Development, Implementation and Partnership Management teams across all our payment rails - Acquiring, Push to Card, ACH, RTP/FedNow and wires.

Led the Fintech Banking Business Development team across acquiring, issuing, BaaS and bank payment rails.Hired sales team, built our sales processes and procedures.

Launched and managed strategic channel partnerships for the Fintech Banking group.Built out card issuing and BaaS programs, expanded acquiring and ACH programs.

Business Financing New Product Launches - product marketing and strategy, pilot launchesProject Management: change management and trainingAgile Marketing - launched cross channel digital lead warming campaign for various sales teams

Formulating partnership strategy, prospecting potential relationships, conducting industry and deal due diligence.Defining and negotiating business terms, executing contracts, overseeing program launches, and managing partner relationships for continued growth.Launched and managed Business Financing's Affiliate Marketing Program

President’s Award: Provided business development support on OptBlue launches of our largest third party acquirers.Project Management on OptBlue launches covering 100% of US merchant acquiring market: assessing partner’s needs, identifying areas of mutual opportunity, developing specific plans to realize the opportunity, selling in our plans to multiple stakeholders, and executing on those plans. Developed Partner Financial Value model, Churn and Retention analysis and Partner Performance Benchmarking for partner’s senior leadership to drive prioritization of American Express within partner’s organization.Negotiated and launched innovative sales and merchant engagement incentives and Value Refund; programs to drive activation and close the coverage gap. Created and led sales trainings and conferences. Influenced small merchant marketing and sales effectiveness teams to create more rate based communications.Completed strategic Portfolio Restack to balance opportunity with capacity and acquisition model across the account portfolio. Change management through the bi-annual scorecard goal setting and tracking process.

Acting as a thought leader and providing industry subject matter expertise to the Merchant organization.Lead end-to-end strategy and business development efforts in the B2B space, including industry and competitor assessments, value proposition development, and pricing strategy. Strategic support on key merchant accounts across NCG and RCG: contract renewals, cancellation threats, and expansion proposals.

Responsible for repositioning registered ACH products for new industries and developing mobile partnerships and strategies for ACH.Drive product development and enhancements including market analysis and road map development across product family. Develop appropriate new business opportunities including identification of appropriate markets, analysis of secondary and primary market research and business case development.Develop product marketing plan collateral, positioning and branding.

Responsible for developing and executing FDGL's Global Asset Management strategy. Conceiving innovative solutions from both a domestic and international perspective with respect to maximizing overall profitability and residual values by analyzing the channel portfolio performance, renewal realization, renewal attrition, attrition by equipment type, expense management and life cycle management of global POS inventory.Led a team of 7 consisting of one manager and two analysts in the UK and one manager and 3 contractors in the US

New Business and Operational Assignment in the UKForecast First Data Global Leasing's US, UK and Canada P&L, monthly variance analysis.Organize Quarterly Business Review for Senior Management.Business Case and Strategic Pricing Development for Business Development.Build Financial Models for any and all Global Leasing initiatives.Due Dilligence and valuation of international Leasing opportunities

Analyzed price elasticity of demand for all 2004 and 2005 pricing actions and correlation with existing metrics to determine effectiveness of pricing strategy and pricing investmentsInterviewed relevant corridor and business personnel to understand the pricing process and develop key learnings; organized strategy and framework to provide direction to the finance and pricing teams on future pricing; created a risk based pricing program for Western Union Domestic with a potential 5 year EBIT of $2 MMSix Sigma Greenbelt Project: process mapping on Collections Operations for efficiency saves.

Researched banking regulations and established procedures for new Vendor Management departmentDiscovered liability risk of $3.8 MM while proposing cash inventory and supply chain management initiatives