Develop fraud first line program assessment methodology and approach. Provide enterprise oversight and governance for a integrated operational risk program or initiatives. Monitor and address fraud risks, issues, and resolve escalation items. Identify discrepancies between existing controls and the level of risk protection required, highlighting areas where improvement is needed. Constructively and independently challenge existing risk management fundamentals or assumptions and develop alternative approaches and solutions. Evaluate long term implications and consequences of strategic business decisions and recommend appropriate alternatives for risk management. Lead implementation of complex initiatives with high risk, generally spanning multiple business lines. Collaborate with business units, Enterprise Risk Management, and Fraud teams to define the Enterprise Fraud Risk Appetite and tolerance. Influence and negotiate with executive management and business heads as high-level stakeholders both within and outside. Create horizontal quality control process to ensure policy and procedures are being followed.

Conduct risk assessments and reviews to assess first line of defense operational risk management practices and compliance with key requirements. Ensure first line of defense businesses are compliant with the second line of defense Operational Risk Management framework, policies, and standard. Provide direction to cross-functional business units to achieve enterprise goal and objectives. Assist in developing the ERM framework, risk appetite, and standards, including risk scorecard, dashboard, and quantification methodology. Support the enablement and first line of defense adoption of key Operational Risk processes in the second line of defense GRC technology solution deployment. Engage with LOBs to provide operational risk expertise and support. Partner with key business unit owners across the enterprise to evaluate risk exposures and develop appropriate risk mitigation plans within the GRC tool. Manage operational risk related governance forums and drive training and awareness efforts to support first line of defense engagement and policy compliance. Provide project management oversight of the risk assessment program.

Supported the implementation of Quality Assurance and Quality Control processes within frontline and second line defense through ongoing monitoring and testing of controls. Identify issues and or control improvements for remediation, while assisting in building out action plans and milestones. Executed line of business specific processes and tools to drive adherence to enterprise-wide standards. Worked directly with multiple levels of executives on delivery and communication of progresses and risks across portfolio. Setup and provide oversight for the RCSA program frontline and second line defense to ensure business units are adhering to the banks policies and procedures with appropriate controls. Mentored and developed several risk associates within the risk organization focused on reporting and quality assurance.

Supported the implementation of Quality Assurance and Quality Control processes with the Line of Business through ongoing monitoring and testing of controls. Created a clear, coherent approach to guide effective project setup, execution, and control. Identified issues and/or control improvements for remediation, while assisting in building out action plans and milestones. Built solid relationships across team to fulfill information requests and requirements from audit, regulators, and initiatives.

Developed standards, guidelines and test plans to evaluate the effectiveness of operational controls in order to identify control gaps and effectively communicate those to senior leadership. Built solid partnership with domestic and international cross-functional teams that consist of corporate COOs, Finance, IT Partners, Business Support Managers and Support Groups. Business continuity lead for several large major projects (NATO, Democratic National Convention, Republican National Convention and 2012 London Olympics) while continuing to direct external and internal events. Monitored 691 applications (Tier 0-6) along with 174 Application Managers for Technical Recovery Plans within Global Wholesale Banking Technology Operations.

Lead internal and external cross-functional teams that consist of corporate CEOs, Finance, and IT partners as well Treasury Product, Operation and Support groups. Drove the end-to-end execution of multiple, large, complex and specialized client facing implementations, simultaneously. Interpret and convert client business requirements into tactical technical and non-technical solutions. Identify process improvement opportunities that demonstrate advocacy for the Implementation Project Consultant role.

Lead and designed initial image base request form for Service Request Management team to instantiate ~20K -500K per year bank wide. Drove the end-to-end process for converting Lotus Notes accounts to MS Outlook accounts impacting over ~15K -45K employees. Conducted in depth analysis and designed high- and low-level process flows with Web Sphere Business Modeler on gathered project documentation with stated goals for request-based processes.

Managed the end-to-end change control/governance process for 1300 Image ATMs to ensure the migration to a paperless environment. Developed HLD and LLD process maps and functional design documents to enable the workforce management team to streamline, automate and optimize existing processes. Facilitated weekly status meetings with site managers and executives to define strategies for best practices on capacity planning, scheduling, and issue resolution.

Managed several large cost savings projects that required cross-divisional coordination, communication, influence, and negotiation impacting 50K – 200K customers resulting in $200K- $1.5M net income and out standings; respectively, to the company annually through the DMAIC phases. Streamlined production line process and measurements using Six Sigma Tools that resulted in a reduction in overhead of 20% in turn saving the company ~$50K per area. Developed a customer return process that reduced on hand inventory cost by 40% saving the company $1.3M annually. Built vendor relationships and internal partnerships to ensure costly deadlines were met when printed circuit boards, corrugated, electrical components and plastic resin had to be shipped ordered and scheduled from our foreign partners totaling over $500k monthly. Managed a high performing team of eight process improvement associates to address large scale plant wide improvement projects