Technology & Operations, 6/10 – Present – Member of the Wealth Change Management team supporting the key strategic initiatives of the Global Wealth & Investment Management (GWIM) line of business. •Currently leading the Project Management Office (PMO) for the Merrill Lynch One initiative which encompasses 33 projects. Ensuring projects are meeting milestones, both from a progress and financial perspective. Responsible for Change Control awareness and approval. Create bi-weekly updates for executive status report out. Also running an individual project. •Supported Merrill Lynch's Institutional account's business by leading 2 initiatives – 1) Muni Advisor Registration Project and 2) Public Funds Remediation. Drove efforts to meet regulatory requirements and deadline of newly implemented Municipal Advisor Registration Rule. Led efforts, both strategically and tactically, to close all Public Fund accounts. •Acted as Program Manager for the Client First Service Experience initiative whose goal it is to make significant improvements as seen from the eyes of the GWIM client. Role included assisting in establishing and running the PMO as well as supporting two out of three work streams – Client Reporting & Correspondence and Client Interactions. Worked closely with work streams to maintain constant contact and advancing projects – 2012 – 30 projects; in 2011- 52 projects. Assisted in meeting all PMO requirements including regular updates, financials and scope.

Member of the Quality & Change Delivery Change Management team executing the merger between Bank of America and Merrill Lynch. Worked on transitioning the retail clearing platform for Banc of America Investment Services (BAI) from vendor NFS to Merrill Lynch’s internal clearing platform (Pierce). •Change Manager responsible for cleaning up 2.4mn accounts prior to conversion as well as specifically converting the Retirement Accounts over to the new platform. Reduced expenses and saved firm $21mn.•Provided Six Sigma expertise and PMO support to the overall NFS conversion team.•Acted as Quality Support Partner for nine other projects across the ML Transition ensuring they had completed all necessary due diligence and requirements and gave approval to advance to the next stage of the project.

Preferred Services, 5/08 – 12/08 – New group designed to offer investment, deposit and credit solutions, employing a needs-based sales process over the phone with the goal of deepening relationships and increasing share of wallet for the Mass Affluent customer base. •Responsible for 2 main workgroups – Office of Supervisory Jurisdiction (OSJ) and Hierarchy.•Successfully brought OSJ and Hierarchy projects from idea to launch in a matter of months. Required cooperation from numerous areas across the company as this was never done before at Bank of America. •Handled all change management activities, including running meetings, updating project plans, providing updates to senior management, issue resolution and launch.

US Trust Transition, 8/07 – 5/08 - Transition team executing the merger between US Trust and Bank of America Private Wealth Management. Quality and Productivity (Q&P) provides coaching and mentoring on how to apply Six Sigma tools and acts as a Six Sigma resource to the business. •Lead Q&P Transition executive for two major transition groups – Technology and Private Wealth Management.•Partnered with over a dozen projects to coach and mentor the Project Managers through the required tollgate process. This ensured the proper rigor was applied, risks minimized and a smooth transition.

Global Equities and Futures Operations - Equity clearance and settlement group supporting Banc of America Securities. • On own initiative, proposed cost/benefit criteria to determine the feasibility of undertaking new projects that were not Six Sigma eligible. No prior standard existed to estimate financial impact.• Coached 2 separate teams to their Greenbelt certification.• Led effort to reduce costs and increase Compliance of prospectus fulfillment by utilizing a rule change and creating a new process to reduce over fulfillment. Worked with virtual teams located in Chicago, California and India. Reduced risk by $1,500,000 and delivered cost savings of $500,000. Earned Six Sigma Black belt certification.• Moved production of daily trade confirmations and monthly statements to a new vendor. Improved process efficiency, managed expenses and led overall project. Obtained cost savings of over $450,000 and earned Six Sigma Greenbelt certification. • Led project team that handled NASD/FINRA investigation into ensuring the proper mutual fund breakpoint was given for certain trades dating back to 1999. Met or exceeded all deadlines on this highly visible project.

After being displaced by the Credit Suisse and DLJ merger, concentrated on the following: •Increased participation as an Arbitrator for FINRA. •Obtained the Chartered Life Underwriter (CLU) designation. Designed to provide in-depth knowledge of insurance and other financial concerns.•Increased volunteer activity with the Make-A-Wish Foundation and joined Habitat for Humanity.

Private Advisor @ CSFB – Start up designed to provide investment management for high net-worth individuals on a cutting edge, internet enabled platform. Recruited to design and build a Call Center from the ground up. Due to Credit Suisse’s merger with Donaldson, Lufkin and Jenrette, the entire Private Advisor @ CSFB department was displaced. Prior to merger, accomplished the following: •Managed internal staff and outside consultants along with IT counter party to create a fully staffed, trained and operational Call Center. •Established departmental reporting, directed testing of all necessary applications and development of disaster recovery/business continuity plans.

Service Delivery Group – Group responsible for financial management, strategic planning initiatives across functional lines, project management, broker/dealer operations, technology and risk management. Designated project manager for broker/dealer subsidiary, AXA Advisors.•Lead trouble-shooter in rolling out new trading and client management platform. Liaison between associates, vendor (Pershing), Telecommunications and IT for all issues related to the account information and trading application (Net Exchange Pro). •Assisted with pre-launch of new Asset Management Account. Assumed management of post launch activities, including enhanced system functionality.

Encompassed all departments that handled sales and service for retail clients. One of two project managers handling high-level initiatives.•Supervised team of eight (8) consultants who consistently led department in monthly sales. Promoted to co-manage annuity department.•Worked on product launch of the Dreyfus Asset Management Account and trained 115 representatives.