Consumer Bank Front Line Risk Management

Change Executive responsible for Bank of America's enterprise-wide Change Quality Control/Quality Assurance program. Managed a team responsible for reviewing key control effectiveness in the following areas: Program/Project, Systems Development, Testing, and Release. Developed the Bank's Inline QA process, where we identified potential risks to achieving a program's business outcomes during the project lifecycle.Oversaw the Bank's executive reporting on 20+ of the Bank's largest change initiatives and consolidated the Enterprise Change Risk Point of View (POV) for risk partners and regulators.Part of the team that introduced controls that ensured change initiatives followed enterprise control function policies, including Vendor Management, Business Continuity, and Information Security.As the Bank looked to Simplify & Improve, led a small team charged with leaning the Bank's change standards and procedures, which had become burdensome to the change community over the years. Using our principles of achieving business outcomes while managing risk and maintaining operational stability, the team was able to reduce the requirements by approximately 30%, without introducing additional risk to the company. Worked closely with Internal Audit, Operational Risk, Compliance and the Business Control Monitoring & Readiness (BCMR) teams.Liaison between Enterprise Change, the Bank's Master Planning team, and the various Initiative Planning & Prioritization processes to ensure the ~$3.0 billion in annual change initiative spend was properly reconciled and booked in the change system of record.Served as the Program Manager for change activities related to the Bank's system of record for change. Exposed to both waterfall and agile systems development methodologies from an owner's perspective.

During the merger and acquisition years, Bank leadership and regulators saw first hand the value in assigning Risk Managers to large change activities. While the Countrywide and Merrill Lynch transitions continued, I was asked to lead a small team in developing a Risk Management Engagement Model for large change activities, including a process to identify which large scale work would benefit from the additional oversight. The team developed the Performance Capability Assessment (PCA) for large scale work efforts. The PCA focused on strong risk management and it ensured that lessons learned/best practices developed thru years of transition activity were appropriately applied. As the financial crisis grew, the Bank started to divest non-core businesses. I was assigned to the Columbia Management divestiture and asked to develop the team's risk management support process for divestiture activities, as these activities posed significant risks not previously encountered during transitions. Worked closely with the Divestiture Execution Lead to coordinate the transition of people, process, technology and records to the buyer, while protecting the bank's interests and minimizing risk.During recent bank consolidation activity related to New BAC and Simplify & Improve (SIM) initiatives, successfully assimilated Change Support Center and Strategic Program Office activities into Enterprise Change.In December 2010, promoted to a Band 3.

In 2007, I was sent to the US Trust headquarters to work on Legal Day One activities and plan the Risk & Stability engagement approach for the pending transition activities. While working on US Trust, Bank of America acquired LaSalle Bank from ABN AMRO. Again, I was asked to work on Legal Day One activities and help plan the Risk & Stability approach. I was asked to be onsite in Chicago every other week and help manage the Risk & Stability transition efforts. I was added to the Risk & Stability Senior Leadership Team (SLT).

In 2005, after the Fleet transition was completed, I was asked by the Risk & Stability Executive to continue in role. The MBNA deal was the largest merger in credit card history. I continued to provide risk management support to the Customer Day One, Supply Chain Management, and Non Credit Products workstreams. I played a key role in the Customer Communications process when I escalated concerns that our customer mailings would not meet regulatory requirements. Mitigation activities included onsite visits to the print vendor, a move to a 24 hour print operation, and leasing of additional printing equipment.Recognized as a top performer; awarded 2006 Bank of America Award of Excellence.

Selected to join Bank of America's Transition Risk & Stability team, a group of risk professionals charged with bringing a risk management perspective to large transition related work efforts. Worked closely with both Line of Business and Transition leadership, providing assurance that customer, associate and shareholder risks were identified and mitigated using Six Sigma tools. Continued in this role for 4 major acquisitions and several small divestiture efforts, including the sale of Columbia Management.Projects included platform conversions for Retail, Business Banking, and Premier Banking. I also participated in a small team that built the monitoring and reporting structure for vendors that were critical to the transition. I designed and implemented testing to ensure the accuracy and completeness of major customer communications. Performed pre-implementation readiness assessments and other testing procedures to evaluate risks related to Customer Day One activities.

Planned, staffed and executed fully integrated audit programs for FleetBoston Financial's Consumer and Small Business lines of business, including the supporting technology and operations units.Participated in the roll-out of the Bank's Continuous Audit Model, an innovative model which received commendations from various regulators. Designed and implemented Early Warning Systems, allowing the continuous monitoring and assessment of lines of business.Designed and executed audit programs that allowed compliance with Sarbanes-Oxley.Asked to manage internal audits in Brokerage, Clearing, and Credit Card units to allow the organization to complete their annual audit plan.

Soon after BayBank was acquired by Bank of Boston, I was promoted to Audit Supervisor. I was responsible for the planning and oversight of internal audits in Private Equity, Trade Services, Finance/Accounting, Commercial Lending and Loan Operations. As Supervisor, I was the primary facilitator or exit meetings with senior management.While at BankBoston, I was selected by leadership to assist in fraud investigations in Guam and Hong Kong, completed my MBA while maintaining above average performance at work, and was hand selected to participate on the Bank's European Monetary Unit (EMU) task force.

Introduced to the Internal Audit profession in a small bank setting. BayBank was the leading consumer bank in New England. I was given visibility into all areas of the bank, including ATM, Deposit Operations, Credit Card, Call Center, Consumer Lending, Commercial Lending, Private Banking and Investment Management. In addition, I was responsible for Regulatory Compliance and Fraud Investigations.While at BayBank, became a Certified Internal Auditor (CIA), Certified Bank Auditor (CBA), and started my MBA.