Spearhead business development and the delivery of comprehensive fraud risk management, financial crimes compliance, insider threat risk management, and advanced analytical services to the commercial market segment, driving growth and enhancing risk mitigation strategies.

Delivered strategic planning, technical leadership, quantitative analysis, risk management and solution development to reduce the total loss per account of fraud and claims to levels required to enable Bank to aggressively grow (31% checking account growth and 15% deposit growth) while also providing industry-leading experiences (checking product topping JD Power ranking for “Overall Customer Satisfaction among National Banks” in 2020, 2021, 2022.). The following contributed to delivering on the aggressive fraud loss and operational expense financial plan. - Continuously improved an industry-leading internal fraud function beating annual gross loss and gross loss per event KPI under aggressive performance targets.- Transformed the process of managing high risk analytical code developed by 200+ analysts by strategically planning and developing a centralized team and infrastructure resulting in operational cost savings of ~30%, reduced downtime and loss from the defense portfolio, and near production change management capabilities.- Advanced the machine learning agenda, enabling delivery of several models strengthening fraud and claim risk management, resulting in reduced fraud and dispute loss and operational expenses.- Assessed risk and developed solutions that enabled offshore expansion for call center and operational functions to increase customer experience and achieve long-term commitment to reducing fraud and claim operational expenses.- Creatively solved how to test the effectiveness of the defense portfolio and control infrastructure by using test employee accounts to perform actions across platforms, resulting in findings in 100% of tests and strengthened risk management.

Strategically planned and delivered programs for the community of ~900 data analysts that attracted, developed and retained the best talent, resulting in lower attrition and higher all associate survey scores when compared to other similar job families.- Responsible for recruiting activities that hired ~150 data analysts a year while delivering consistent candidate experience through tool standardization, prioritizing allocation of accepted offers to open roles, and staffing of interviews. - Created governance structure for the job family bringing senior executive stakeholders together to set the strategic direction, consistently solve challenges, and empower them to better champion the community.- Recognized participants for different activities involved with assessing and interviewing candidates resulting in significantly higher sign-up rates allowing recruiters to focus on finding talent.- Curated the role definition, benchmark behaviors, and operating model guidelines, increasing delivery success and associate engagement when data analysts were incorporated into larger cross-functional teams. - Developed data process manager job family for Capital One’s customer-facing associate mobility (CFAM) program changing the lives of ~75 under-represented participants and generating ~30% cost savings for participating teams.

Created an internal fraud program to qualitatively and quantitatively manage risks for inappropriate sales practices, account takeover, financial exploitation of vulnerable customers, self-dealing, and protection of public figures. Partnering with executive stakeholders to embed fraud risk management into designing processes, implementing controls, converging on platforms, generating data, and training associates. Managed infrastructure, data, code, and processes to identify threats, research alerts, quickly make decisions, and manage customer expectations. Maintained set of KPIs to guide the team’s focus, strategic investments, and performance of internal fraud program.- Reduced bank’s internal fraud loss by 50% year-over-year and met key results of reducing time to detect, single event loss, false positive rate, and number of customers impacted.- Developed analytical defense suite comprised of ~70 tests to further mitigate fraud risk.- Met with regulators (e.g., OCC, CFPB) on recurring basis to discuss high-risk data security events pertaining to fraud.- Delivered risk management and strategic solutions to an enterprise-wide initiative to protect a subset of customers with high-risk public profiles and increased risk of internal and external threats with no data or financial loss events after implementation. - Developed AWS and other data infrastructure necessary for the department to deliver on objectives while meeting intent and timelines of enterprise data transformation initiatives. - Led all Bank analysts through the change curve of vastly expanded set of data and analytical tools during the cloud migration resulting in cost savings associated with decommissioning legacy platforms and exiting data centers.

Increased the use of data and analytics in audits and corporate investigations through application of design thinking frameworks and implementation of changes to people and talent management, process transformation, and technology strategy, resulting in increased audit coverage and risk reduction. - Trained 100% of the department on leading practices to leverage data and analytics in audit planning and fieldwork.- Changed department procedures so that 100% of audits had specific data populations and analytics identified during the planning process.- Managed technical infrastructure to support the departments accelerated growth of analytics.- Created the future of audit and investigative delivery using emerging tools and technologies (e.g., Visual Analytics, Self-Service data products, and NoSQL Graph data platforms).

Led program management office (PMO) in program planning, financials, project delivery methodology, risk management, and governance for finance transformation initiative. Handled methodology and execution of learning, communication, and other activities that prepared organization to adapt to innovation, process change, and new tools. Executed organizational readiness / change management activities in support of four functional deployments. Led combined team of 25 employees, five consultants and 10 offshore partners.

Client Experience Included:Post-Merger Integration - Program Manager that led the post-merger integration process of consolidating general ledger systems for ~40 countries in EMEA and Asia Pacific. I was responsible for leading and managing the full team of nearly 200 professionals from the company and other consulting firms. I spent considerable time in London, Hong Kong, Singapore, and Tokyo managing delivery, stakeholder relationships and strategic planning activities. Post-Merger Integration / Master Data Management - Assisted our client to manage its post merger integration process of consolidating human resources processes and standardizing its employee master data. (i.e. email, work location, job title, etc.). Assisted the client to manage a team that assessed and mitigated the impact that these data standardization efforts had on downstream consumers of human resources data (~900 applications). Enterprise Information Management - Led the development of a services model approach to Deloitte’s Enterprise Data Management framework that allowed our client to grow these capabilities in an environment where there was inconsistent support from leadership.Auction Rate Security Analytics - Led a team to analyze the population of auction rate securities (ARS) held by its customers and to identify ARS that qualify for the client to purchase them back from account holder pursuant to its settlement with the Securities and Exchange Commission (SEC). This included constructing the necessary customer master data and account activity data to support data analytics as well as planning and executing the analytics to identify eligible ARS and account holders.