Help set the roadmap and align to business priorities, including tradeoff decisions based on team capacity. Work daily with service partners to define customer success needs and enhance the customer experience achieving a net decrease in customer dis-satisfiers. Manage three separate applications and three scrum teams using Agile methodologies. Execute on the roadmap through requirements definition and translating those requirements to stories and prototype wireframes for design discussions with the UX team. Engage with clients to develop new functionality and features. Author client facing documentation when new functionality is released.

Hired as a skilled, collaborative, self directed product manager with domain knowledge in retail brokerage, wealth management, lending, banking and customer service experience. Having built a securities based lending product from ideation to production, worked closely with product marketing to generate awareness with customers, E*Trade Capital Management and financial advisors growing outstanding loan balances exceeding $1.6 billion in a 3 year time span. Addressed and remedied client service inquiries and bugs in a timely fashion.

Hired to refocus relationships and realign processes of an underperforming internal product. Steered development of cross-departmental collaboration and created new channels of communication between developers and end-users to create personal sense ownership in the performance of the product, and the institution as a whole. Entrusted with high-stakes relationship and process management for the Federal Reserve Bank’s “Stress Test” Audit, brought on by the regulatory changes spurred by the real estate collapse.• Inspired culture change with decision to create an Advisory Council tasked with continuous improvement. • Managed relationship with Federal Reserve Bank (FRB) during tumultuous period of regulatory oversight; continued to adapt team and reporting capabilities to the FRB’s increasing demand for data transparency across multiple banking departments.• Opened communication between FRB analysts, reducing rejection rate of data by explaining data variables.• Led development of intranet tool to standardize data and streamline reporting across entire enterprise.• Spearheaded shift in product life-cycle management, resulting in smaller, more frequent product releases.• Anticipated and addressed needs of FRB analysts as the wholesale portfolio audit continued to expand scope. • Devised training materials and strategy, leveraging use of intranet tools.• Shift to smaller product releases resulted in more thorough and focused testing prior to release, completely eliminating bugs severe enough to cause product performance interruption.• Led cross-functional teams to achieve a savings of $1M by reducing credit request processing time by 2.5 hours. • Reduced warranty fixes by 33% through improvements to life-cycle management.• Accountable for data accuracy across $50B wholesale portfolio.• Engaged technology partners to develop benchmarks for quality control, enabling self reporting of data outside of FRB tolerances, reducing the data error rate by 94%.

Recruited for demonstrated achievements in analytical needs assessment and collaborative team management to join national firm as consultant, delivering cross-functional subject matter expertise. Top-performer, consistently chosen for in-depth, high profile client projects with potential for enterprise-wide growth. Hand-picked by division leadership to assist in managing consultant training strategies. • As both cross-functional team-lead and sole consultant, repeatedly expanded footprint within client business by building relationships and identifying new solutions for improved business function and resource utilization, such as automation and standardization.• Singlehandedly developed and implemented a tool enabling large banking industry client to manage customer information from many disparate product campaigns, reducing data validation time from 4 days to a mere 2 hours.• Awarded highly competitive Service Medallion for performance.• Enabled consulting division to achieve significant ROI in human capital in the face of major technology shift that rendered formerly profitable consultant rates almost unmarketable.• Brainstormed and initiated professional development plan that allowed consultants with outdated mainframe skills to become competitive in developing area of technology, client-server architecture.

Recruited to manage national launch of Bank of America into Capital Markets, steering development and implementation of in-house brokerage management system, marking the company’s first-time entry into this market and product/service area. Delivered post-implementation leadership accountability and subject matter expertise for Capital Markets; thereafter, joined the Private Client Group, identifying cost-savings and process improvement by analyzing product performance.• Orchestrated and led entire capital markets product development and release, from building and leading cross-functional team, to development, testing, training, & national launch, on a strict 1.5 year time-table.• Leveraged Capital Market industry and software expertise to enable B of A to enter new product category. • Identified underperforming account servicing tiers; developed solution and gained executive buy-in.• Uncovered $2M in unrealized annual revenue within the Private Client Group.