PMO Lead supporting risk reduction and regulatory remediation & sustainment projects.

Program Management & process optimization consulting.

Worked with senior leaders to identify and implement operational excellence process improvements. This included financial analysis, business case development and project implementation design for large-scale transformation activities within shared services. Led and coached teams in the adoption of Lean thinking and continuous quality improvement.

I worked with senior leaders to provide business/process & financial analysis, business case development, measurement & metrics planning, project management support and implementation design. My focus was on a high-profile, large-scale transformation initiatives managing multiple work streams which contributed to reduced cycle time, increased capacity and improvements to client satisfaction.

Conducted business risk management activities to document process(s) in a consistent & cohesive fashion. Objectively assessed risk and provided ongoing measurement & mitigation plans for core process and procedures in banking center operations. Identified opportunities to streamline, automate, improve or remove and update metrics for critical banking center routines increasing efficiencies & capacity while reducing operational & regulatory risk. Successes in this role were movement to MICR printing and a "real time" online policy and procedure guide accessible to all banking center associates with the accompaniment of video vignettes for trouble shooting problems.

Led annual business planning for the prioritization of funding and capacity for all retail operations change initiatives in the banking center channel. Provided ongoing program management for the portfolio of projects and leadership of large scale transformation initiatives within the banking center channel including the nationwide implementation of on site check imaging capability, Quick Service Terminal upgrades and automated cash management process and routines across the enterprise of 5,700 banking centers decreasing costs by greater than $200M annually.

Facilitated the high level design for an improved banking center sales process following the integration of the Merrill Lynch and Countrywide Home Loans acquisitions. The process design focused on leveraging referral opportunities within the banking center while complying with the additional regulatory and compliance requirements.

A leader and practitioner in adopting Six Sigma methodology to business processes. Key consultant and business partner to Division and Sales executives applying DMAIC and Lean to enhance quality and reduce variability in core sales, service and operations processes for a division of 2600 banking centers. Process results impacted over 15,000 associates and drove year over year improvements in both customer satisfaction and sales productivity. Received 2 of the most prestigious internal Bank of America awards for my work in this role.

Oversaw and managed the communication and training projects associated with the implementation of several new technology systems providing a single application for sales and service across the banking center network.Led and provided change management for an initiative to establish role clarity consistently across all banking centers. Critical to the success of this initiative was collaboration with multiple lines of business including human resources, payroll, training, risk, legal, policy and procedure. This successful implementation saved the bank $23M annually and won the Best of Six Sigma award of excellence in 2005.Managed customer and associate communication initiatives for the Boatman’s Bank, Bank of America and LaSalle mergers. Successfully led associate change training initiatives for Online Banking during a time of technology platform migrations, moving this critical customer facing technology from multiple individual platforms housed by a vendor, to one individual internal system.