Lee Stapleton Email & Phone Number

Charlotte, North Carolina Area

• ATM with Teller Assist is a unique product that enables ATM customers to connect with a remote Video Teller Agent and perform transactions usually reserved for the Teller line. Customers using an ATM with Teller Assist are able to cash checks, make deposits with cash back, or make payments to loan accounts. Customers may also use an ATM with Teller Assist machine to perform all the usual functions found on an ATM.• Accomplishments as part of a multi-member project management team:o Design of Experiment and ATA Hardware Delivery Oversight for selection and testing of camera, lenses, microphones and speakers to be used in ATA devices. Timeline management for delivery of NCR devices and insuring that component parts met engineering requirements. Insured physical design was in compliance with ADA Guidelines.o Implementation of ATM Functionality, Testing, and Defect Management Oversight for the testing of ATM functionality including Voice Guidance, and Forced Deposits.  Defect Management – tracked and reported defects using HP’s Application Lifecycle Management tool  Partnered with Compliance Team to insure Voice Guidance was in accordance with ADA Guidelines Quality assurance of Forced Deposits (device jams) functionality to insure the delivered software product met all specifications. o Relationship Management Built relationships between Vendors, in house developers, Line of Business partners, Testers, and Compliance representatives to guarantee quality and continued momentum for hybrid Agile software deliveries with primary focus on communication and trust.

Charlotte, Nc

• Lead the technical efforts required to reduce the multiple step processing of at risk mortgage payments in the GCSBB Retail Payments processing centers and to automate and centralize the printing of payment return letters. Project resulted in processing efficiencies gained and cost saves in reduction of paid hours and costs to process paymentso 442 hours of processing or 80% reduction in Pass 2 processing per montho 80% or 1287 hours of manual processing eliminated per month • Managed geographically dispersed development teams in Retail Lockbox, Exceptions Payment Workflow and Intranet Letter Application areas. Deliverable documents included High Level Design and Low Level Design development, Traceability Matrix, and Post Implementation Warranty.• Release Management: Developed the Deployment Plan and Master Change Task Plan consisting of 1820 tasks. The plan was executed in three phases across three payment processing sites. Phases One and Two were executed as Technology Only events and impacted payment capture devices in all sites. Phase Three focused on centralized server software and was part of an Integrated Release. Developed Detailed Task Schedule and loaded to the Chatalyst tool. Reported project progress to Enterprise Release Management via the Nexus tool.

La Salle Bank Merger PMO April 2008 – March 2009• Headed the efforts to transition LaSalle mortgage loans into Bank of America’s Enterprise Data Warehouse. Led a matrix team of 10 technical developers, architects, and database administrators to successful integration of LaSalle data into data warehouse on System Day 1. • Employed Six Sigma / DMAIC methodology for implementation project management, identification of risk matrices, definition of work breakdown structure, and identification of Critical to Quality events. • Tracked and managed $550K budget. • Relationship Management liaison to Business Partners, Technology Partners , Change Managers and Technical Teams located in multiple geographical areas. Merrill Lynch Transition March 2009 – December 2009 • Created PMO procedures using Six Sigma process and quality management methodology to organize a portfolio of 82 Service Provider projects coming into the Enterprise Information Management space during Merrill Lynch transition. Incoming Merrill Lynch data spanned multiple domains of Customer, Brokerage Accounts, Credit Cards, Commercial and Real Estate Loans, Deposits, E-commerce and Channel across all business segments. • Determined the staffing plan for the Transition Service Provider technical delivery teams. Balanced and assigned project workloads, defined status reporting requirements including key milestones, project accomplishments, watch items, issues and risk mitigation plans.• Managed forecasting and tracking of a $3.5million dollar budget.• Liaison to Line of Business executives, System of Record and EIM Technical Representatives, Change Mangers, EIM Information Foundation Analytics Core team, Application Managers, Integrated Testing Managers, Release Managers, PMO Core teams, and Transition Program Office. • Developed extensive management reporting content and presented it to executive management

Merrill Lynch Transition March 2009 – December 2009 • Created PMO procedures using Six Sigma process and quality management methodology to organize a portfolio of 82 Service Provider projects coming into the Enterprise Information Management space during Merrill Lynch transition. Incoming Merrill Lynch data spanned multiple domains of Customer, Brokerage Accounts, Credit Cards, Commercial and Real Estate Loans, Deposits, E-commerce and Channel across all business segments. • Determined the staffing plan for the Transition Service Provider technical delivery teams. Balanced and assigned project workloads, defined status reporting requirements including key milestones, project accomplishments, watch items, issues and risk mitigation plans.• Managed forecasting and tracking of a $3.5million dollar budget.• Liaison to Line of Business executives, System of Record and EIM Technical Representatives, Change Mangers, EIM Information Foundation Analytics Core team, Application Managers, Integrated Testing Managers, Release Managers, PMO Core teams, and Transition Program Office. • Developed extensive management reporting content and presented it to executive management

Mortgage Services Data Warehouse Bankruptcy Phase 2006–2007 • Managed cross functional project teams across globally distributed locations to implement 31 new tables containing 110 new data elements into the Mortgage Services Credit Risk Data Warehouse. • Tracked and managed $650,000 budget. • Benchmarked project actual performance against baseline. Prepared and presented progress reports to senior management. • Identified synergies and acted on events which resulted in the project being delivered 17 days ahead of plan and $100,000 under budget.• Focused attention on quality assurance, as evidenced by only one post production defect which is 95% better than similar projects. Hardware Implementation of AIX Platform for HSBC Business Intelligence Data Warehouse 2005• Coordinated, planned and executed implementation of $3.5 million dollar IBM/AIX client server frames for HSBC’s Enterprise Business Intelligence Data Warehouse systems. • Managed enterprise team of 15 people from Hardware System Architecture, Enterprise Server Group, Capacity Planning, Storage Management, Network Systems, Database Administration, ETL Development Tools Group, COGNOS Support, and SAS Support Group.• Managed project risk by designing alternate project plans in order to insure project success. • Established access and security policies for the environment. Initiated the creation of a support team to trouble shoot and support Business Partners.• Attained the first successful large scale enterprise data warehouse environment for HSBC North America. The system hosts hundreds of business users from Mortgage Services, Credit Card Services, Consumer Lending, HSBC Bank, and Retail Credit Management on approximately 16 terabytes of DASD.