Lewis Lawrence Email and Phone Number

FOUNDED IN MARCH OF 2024, CASA CONSTRUCTION AND OUTDOORS WAS BORN AS THE NEXT GENERATION OF PROVIDING QUALITY PRODUCTS TO FRIENDS AND CUSTOMERS.

Inculcate risk and controls responsibilities within IA and act as an agent for ensuring a strong, global IA-owned risk and control culture, including self-identifying and escalating concerns and issues to the Citi and CBNA Chief Auditors as appropriate.Selected to develop a first line of defense risk and controls organization for Global Internal Audit a 2,500 person organization. Responsible for developing processes and organizations to manage Audit Strategy, Risk Governance Framework, Issues Management, and a Program and Project Management Organization in accordance with Citi and industry standards.

Leveraged deep industry and relationship building expertise to build a team of 10 to turnaround the performance of a 300-person organization. Craft a strategic plan and vision to successfully position the controls team, enabling them to better run their business and to pass the next 2 audits with minimal deficiencies. Developed and improved, consistent first line of defense risk & controls program from the ground up in 18 months. Restored reputation to the auditors and promote a compliant controls environment. Enabled the sharing of critical information across Lines of Business.Highlights of my accomplishments include:- Hands-on management of the overall Risk and Controls Strategy for the Analytics Line of Business via Citi’s Annual Risk Assessment process and the Managers Control Assessment program. Reduced Residual Risk via implementation of a strong control program and strong relationship development across all lines of management.- Led engagement in audits and business reviews. Proactively interrogated activities, risks & controls in preparation for audits. Led the revision of processes, procedures, process maps and controls to resolve any gaps in documentation. Integrated Project Management fundamentals to capitalize on opportunities to streamline, integrate, and automate processes.- Transform Issue Management program to proactively analyze issue identification and resolve root cause of issues and control breaks. Closed all issues on time with no re-opens or audit fails. Delivered excellence in documentation and evidence for validation

Promoted to lead the resolution of two significant regulatory matters: CFPB Consent Order including $363M in remediation to 1.57M consumers, and CFPB Memorandum of Understanding Regulatory Matter including $26.2M in remediation to 530K consumers and 230K marketing offers. Managed all aspects of the programs including correcting processes, procedures, oversight/ controls, audit preparation, audit validation, project management, vendor onboarding /oversight and response to regulators. Led a team of 20 consultants and influenced 60 additional employees to unite towards the common goal. Ensured the fair and legal interpretation of “the lookback requirement for adjustment of customer interest rates” and applicability of “UDAAP.” Shifted the company’s mindset from a reactionary stance to a proactive approach.Highlights of my accomplishments include:- Took ownership of the projects, developing core principles and educating the team, 
to succeed where previous attempts had failed. Achieved a 93% pass rate for 
audit, and avoided millions of dollars in potential fines.- Led an 80-person team consisting of legal, compliance and business team members to define a new strategy to better serve Limited English Proficient Customers (LEP). - Managed an end-to-end Horizontal Card Act Review to understand documentation, methodology and Citi’s conformance to “Regulation Z - CARD Act requirements.”

I was selected to lead efforts to resolve issues associated with an on-going 5-year US OCC MRA and avoid millions in fines. Developed and implemented a comprehensive corrective solution in just 10 months. Revamped and reduced a process with significant backlog from 30 days to a 2-day error-free process.

• Resolved business deficiencies associated with FDIC Consent Order and Internal Audit Reviews ($140M FDIC fine + bank exit)• Policies and Procedures – Established a framework to review and maintain a policies and procedures organization. Analyzed inventory of 1,000+ documents / reviewed and remediated 70% of documents within 12 months, migrated entire library to SharePoint tool / implemented work flow tools (resolved 4 months ahead of schedule)• Centers of Excellence (COE) –by onboarding intra company and external vendors - ensured compliance with W/23 A & B banking regulations (Citi Abandoned Property Group, Citi Workforce Management, Citi Call Recording Analytics and Direct Marketing Solutions• Simplification – Led the execution of critical bank and credit card projects designed to eliminate non-core activities, successfully attrite customer base and minimize operational and reputation risks posed by a bank closure.• Execution Project Management Office (EPMO) – Established a project management office focused on wind down of BUSA as a banking entity. Core components included Customer Wind down, Operational Wind Down, Risk and Ongoing Operations, Museum, Risk and Issues

I was promoted to set a new workforce strategy across multiple lines of consumer businesses and 40+ key projects impacting 11K employees. Managed a global team of 8 and up to 80 indirect employees located in the Philippines, Guatemala, Costa Rica, and India. Designed and developed a streamlined methodology for project managers to drive projects to successful completion. Established a home office program while maintaining transparent communications and a cohesive culture. Led the integration of the technology, staffing, and training components and realized $5.2M in operational savings.

- Responsible for communications strategies (55,000 employees) and program management of multiple cross business initiatives- Led multiple business initiatives driving simplification and alignment across business units

Citi Cards, Operations and Technology - Selected to join Citi Cards Operations and Technology Leadership program (16 Management Associates); a 2-year rotational program across different lines of businesses and with different work scopes.

Responsible for selling Toro commercial equipment and landscape supplies in the Greater Atlanta area. 120 clients / $4 Million in territory sales.

Responsible for all aspects of golf course management. 27 hole facility, 25 full time employees. Major renovation of 9 holes, new pump stations, completed in budget and on schedule.

Responsible for all aspects of golf course management / club grounds. 18 hole facility, 22 full time employees. Construction of maintenance facility, major and minor renovation projects.