Responsible for monitoring multiple channels of electronic money movement and assessing suspicious transactions in order to detect potential fraud and minimize losses. Manage the analysis of databases used within the Fraud Prevention Group.• Conceptualized, tested and implemented additional queue in Fraud Prevention identifying fraudulent transactions resulting in the second highest among loss prevention categories.• Utilize fraud detection tools and reports to identify and assess potential fraudulent transactions; take appropriate action, including escalating issues as necessary and communicating any trends to management.• Answer routine to moderately complex inquiries from customers, branches, vendors and assist branches with suspicious items presented at branch level.

Consulting with businesses to assess the status of internal and external processes, enhancing the overall operations. Perform an examination of the workflow structure of the business to understand how each component of the business currently affects that process, directly or indirectly.• Contracted by a remittance processing company, executed confidentiality agreement, working with internal and external resources to relocate, implement, update, and review current disaster recovery site. Exceeded established parameters and completed in one month the two-year old project, resulting in excess of $16K savings in expenses.. • Conceptualized and developed the implementation of a workflow management system for an oil and gas company in Houston tracking rail, ship, pipeline and trucking sources that resulted in excess of $200K savings in operating costs.

Provider of residential mortgages combining advanced credit analytics, default management expertise and state-of-the-art technologies.Led the turnaround of a payment processing operation experiencing productivity and customer service challenges. Assumed leadership for multiple sites with a staff of 21 managing the payment processing of 440K performing and 64K non-performing loans monthly (foreclosure, bankruptcy, loss mitigation, collections). Analyzed and evaluated existing procedures/systems. Introduced process reengineering and cutting edge technologies that more than quadrupled operating output.• Led transition of a previously outsourced lockbox operation, in-house, processing in excess of 150K checks monthly totaling $1.5B and saving the company $9.2M annually.• Generated an additional $630K by further streamlining lockbox operations.• Spearheaded major computer upgrade that saved the company $800K in labor costs.• Championed the conversion of three check processing systems to electronic processing, reducing costs by $1.6M.• Standard & Poor affirmed Litton Loan Servicing’s top servicer rating for the sixth consecutive year singling out Cash Management with superior processing performance.• Ownership of the controls and effectiveness of testing for SOX compliance, regulatory and rating agencies with zero exceptions.• Co-led the testing, automation and implementation of the Home Affordable Modification Program, leading the nation with the automated process and tracking of modifications.• Led the design and installation of a disaster recovery site for lockbox operations and Cash Management Area.

Summary: Sixteen-year career highlighted by a series of increasingly responsible assignments including project management and business process reengineering. Held Vice President title during tenure. Career highlights include: Manager, Loss Prevention (1999 – 2001)Reassigned to the Loss Prevention Unit to optimize business processes and to reduce risk. Assumed leadership for a staff of 33, account behavior review, problem resolution and all training and development. Monitored changes in deposit activity to reduce bank risk exposure.• Led a cross training and automation effort that significantly improved customer satisfaction and employee productivity, while generating a $500K reduction in operating costs.• Spearheaded paper report conversion effort that generated over $1M in cost savings.• Designed and instituted a series of systems and processes; reducing operating costs by $17M and delivering projected loss avoidance of $53M. Project Manager, Retail Systems (1997 – 1999)Selected to manage the implementation of an automated incentive tracking system supporting 3,600+ sales associates. Collaborated with interdepartmental teams to enhance and automate information files. • Reduced distribution time by 42% through the deployment of a new sales reporting process.• Conceptualized and developed a financial services tracking system that reduced reporting time by 50%.• Delivered project on budget and in one half the original timeframe estimate.

Manager, Check Review (1990 – 1997)Assigned to optimize business processes within the Check Review Unit. Assumed management responsibility for a staff of 15 performing a wide range of auditing procedures to identify fraudulent activity and minimize risk exposure, primarily within high dollar check transactions on commercial accounts.• Led the installation of a check fraud detection system that resulted in $11M in projected loss avoidance.• Identified another profit center for the bank through the implementation of a signature restriction fee, generating an additional $5M in annual revenue.• Spearheaded new technology upgrade and initiated a new “flextime policy” that reduced operating costs by $4M annually.• Ranked as the Top Performing Unit two consecutive years with zero audit errors. Consultant, Branch Operations (1988 – 1990)Promoted to manage statewide special projects.• Co-led the statewide conversion, migration and integration of a new electronic teller system (Lundy Teller System) within 44 branch locations.• Facilitated staff training, monitored teller operations and ensured processes, procedures and systems were in compliance. • Leader in the onboarding operations of acquisitions with First City, Washington Mutual, Bank One, and many others to ensure the onboarding was seamless for customers.Earlier career as an Assistant Branch Manager within Campbell Centre, Casa Linda, and Brookhollow branches in Dallas, Texas (1985 – 1988). Collaborated with consultants on a wide range of projects to identify and implement process improvements within banking operations. • Introduced an electronic cash advance system that saved the branches over $200K monthly in labor costs, and was later adopted for statewide use.• Led a training effort for Commercial Tellers for Account analysis documentation for Commercial Accounts; generating an additional $8M in billable account analysis fees.