• Growth through Employee Well-being: Maximize strategic organizational transformations and modernizations, aligning human resources, human potential, and financial strategies with corporate goals to enhance operational efficiency and effectiveness.• Expert in Organization Development: Apply extensive experience in various functional areas and industries to strengthen organizational ecosystems and ensure seamless coordination among teams, subcontractors, and government entities.• Champion of Employee well-being and Empowerment: Advocate for a people-first, customer-centric leadership approach, prioritizing employee well-being and empowerment through strategic initiatives that align human potential with business objectives.• Dedicated to Professional Growth and Mentorship: Committed to fostering professional growth and offering mentorship in Project Management, Lean Six Sigma, and Change Management, thereby boosting individual and organizational performance and adaptability to challenges.

• Led cross-functional organization of 30+ program/product management, communications, and change management professionals in modernizing USAA’s financial ERP platform impacting over 11.9 million members. Indirectly responsible for project teams larger than 150 personnel resulting in $130M of financial benefits.• Responsible for multi-year strategic planning and budgeting for CFO spanning across all lines of businesses and products aligning to meet USAA’s top strategic priorities.• Implemented CFO’s Portfolio Management and Strategic Planning infrastructure, to effectively prioritize investments, optimize solutions delivery, and manage an annual $100M+ IT budget to achieve strategic objectives target ROI and OKRs.• Advised Chief Finance Office senior executive leadership team on future-proofing initiatives for accounting and reporting modernization, financial enterprise future-proofing, and business transformation.• Saved $40M in 2021 by reducing dependency on third-party vendors, slashing expenses by 40%. Automated functionality resulting in 100K hours of capacity savings in 2022. • Secured $65M total cost savings, $11M annual over the next six years, with an ROI of 588% by retiring non-critical databases while ensuring necessary data retention for compliance.• Developed talent and strengthened team culture resulting in NPS employee satisfaction by 25% improvement in Q4 2021.

Collaborated with functional HR teams, change management and led process development teams to create and implement essential training, communication, work processes, and post-project monitoring for stakeholders to ensure top-tier service delivery. Streamlined the Executive Leadership promotion process resulting in $1.9M inefficiencies.Key Results:  Developed and Deployed a Process Excellence Program that resulted in mitigation of $600M in regulatory risk.  Directed a team of over 50 Senior Experience Owners to transform over 30 consumer lending, credit card, real estate servicing, and HR experiences, resulting in the transition and adoption of new risk mitigation and customer-focused business model.

Created and managed goals and tactical objectives, provided leadership support for customers across the enterprise, managing department budgets, vendors, contract negotiations, and customer service level agreements. Led a team of Project Managers and Business Advisors with deep SME knowledge in enterprise initiatives including standing up the servicing transfer initiative for the Home Equity Product Line while implementing a program to mature servicing operations.Key Results: Gained progressive scope and leadership oversight to respond to a range of regulatory changes including the OCC's Heightened Expectations, and Dodd-Frank Act regulations including Recovery and Resolution Planning.  Established and led a program to successfully resolve multiple OCC findings associated with an OCC consent order which resulted in a $3.5M fine and $12M in restitution.  Deployed and managed the Real Estate Servicing PMO enabling effective program and project management within an agile delivery model. -Established and led a program to successfully resolve various OCC findings and to mitigate an OCC consent order which had resulted in a $3.5M fine and $12M in restitution.

Developed strategy to implement and mature the experience ownership model in conjunction with the bank executive management group, resulting in operational and regulatory risk mitigation. Focus areas included Enterprise and Operational Risk Management, Business Process Excellence, and strategically aligned transformation programs.Key Results: Recognized as BX Awards finalist in 2016 for decreasing FACTA error rate from 98% to <2%, mitigating $40M of risk, and increasing the book of business opportunities by 20,000 consumer loans per year.  Provided guidance and training to 200+ USAA employees in the maturation of the experience model, areas of operational and risk management, process documentation, and business process management.

Provided client service support by collaborating with internal partners to ensure optimal service levels at the lowest possible cost to serve. Generated plans across multiple enterprises to balance capacity and resource requirements with demand and inventory targets, using historical data and future trends and expectations. Designed, created, and utilized complex models to generate constrained production plans that meet organizational targetsKey Results:  Developed and managed capacity model for 500+ Real Estate Origination team members which included a strategy to execute successful platform migration to a new Loan Origination System. Generated alternative production plans, including identifying constraints, alternative solutions, and recovery plans. Utilized data and logic to identify opportunities, diagnose issues, evaluate alternatives, and synthesize and present critical information to solve complex problems.

Led a team of 4 analysts to manage construction costs and schedule adherence of 2 Littoral Combat Ships, resulting in on-time, on-schedule delivery to the US Navy. Received prestigious Lockheed Martin's Finance Excellence Award in 2014, honored as one of 15 recipients out of more than 3,000 nominees chosen across the organization for successfully implementing new finance and planning management software, leading the implementation across the MS2 division, managing financial oversight of construction of 2 naval ships, and preparing the team and supporting government audits. Key Results: Earned the progressive responsibility to lead a $900M multi-site and multi-supplier program over 4 years at a $51 billion defense government contractor.  Supervised program management, budget management, and operational efficiencies, while serving as a Subject Matter Expert (SME) and liaison for government audits. Applied Lean methodology in finance, planning, and manufacturing areas to gain efficiencies resulting in significant waste and cost reduction.  Received SPOT Award in 2013 for preparing the team and completing successful government audits, deployed continuous improvement initiatives to save the program over $4M in labor cost. Received LCS Detail Design and Construction Bull Rider Award in both 2012 and 2013 for successful baselining of LCS 5 and 7 ships to include acceptance by the US Navy. Recognized with the LM Service Award in 2012 for successful integration of new Earned Value Management System (EVMS); then became the SME to spearhead the systems upgrade for 10 major defense programs, directed financial analysis and pricing for contracts over $500M. Served as Acting Manager responsible for a team of 8 financial analysts, providing direction, training, and support.

o Actively engaged in all activities to complete month-end closing activities, income statement, balance sheet, cash-outlook, and limited partnership preparation.o Led in activities to develop 2010 Long Rang Plan, 2Q09 Contract Status Review and other LOB level projects in support of CFO and F&BO leadership.o Led company level special projects such as departmental re-structure, overhead reallocation, and formalization/documentation Kelly Aviation Center’s warranty process.

-Led the development of 2010 Long Range Plan and Forward Pricing Rates for an engine overhaul plant with 500 employees.-Prepared balance sheets, cash flow analysis and income statements for $900M engine overhaul business.

o Provided EVMS support to CAMS/PMO and conducted cost-accounting functions including baseline maintenance, subcontractor reconciliation, variance analysis, charge number management and cost tracking/analysis of an approximately $250 million budget.o Supported month-end reporting/CDRL delivery process, managed consultant payments reconciliation, prepared monthly program status reports/charts and various other ad-hoc requests.o Team member on a corporate must-win MS2 proposal. Established basis of estimates, solicited material cost inputs, and ran pricing analysis, conducted competitive industry analysis, and developed business case scenario for a $1.2 billion fleet automotive proposal resulting in a competitive PTW bid to the Defense Logistic Agency.

Conducted post award negotiations for sub-contractual agreements. Applied cost and price analysis techniques to compare proposals. Identified factors affecting contractor's costs, to understand commercial pricing policies, to use of catalogues, comparative analysis, and price-based techniques; and to conduct on-site surveys to assess contractor's ability to perform. Applied cost accounting standards and accounting practices in order to review and draw accurate conclusions on contract provisions.Key Results:  Managed six international and domestic subcontracts with an approximate value of $400 million while ensuring schedules, technical specifications and milestones were achieved. Administered contracts, wrote technical and logistical specifications while promoting compliance to export and international purchasing regulations while processing procurements in excess of $5 million. Served as liaison between LMOC’s technical community, program management and various subcontractors ensuring that positive and successful professional relationships were maintained.

Analyzed the risk inherent in the issuance of a loan guarantee to determine if it was an acceptable risk, and to determine the credit eligibility and to assure compliance with statutory, regulatory, and administrative requirements.Key Results:  Evaluated life insurance policies, with individual face values up to $1 million to determine medical and financial risk classifications.  Participant in the company’s Professional Development Program that rotates roles and locations with cross-business assignments to develop well-rounded leaders through a variety of development activities and training. Evaluated tradeoffs between attracting new business and protecting financial/mortality margins by securing the most profitable and stable clients which resulted in securing over $200 million in new business.

Planned and executed research for qualitative and quantitative studies within the IT, Communications and Financial Services group for SAP, Verizon, Adelphia, CIGNA, and the Federal Reserve System working on projects such as the 2004 Federal Reserve Payments Study.Key Results:  Performed activities such as outlining projects, designing surveys and ensuring data accuracy resulting in significant improvements in client satisfaction. Provided daily directives and weekly updates on study flow, resource availability, timeline, and budget allocation to key personnel within departments involved in projects.

 Supervised 15 Communications personnel for the Headquarters Company and the 56th Brigade. Maintained, installed, and conducted diagnostics on radios, satellites and computers used in U.S. emergency situations and deployments ensuring mission success in Bosnia. Trained commanders and key personnel on operational procedures.

-Managed up to 50 kitchen personnel and kitchen operations for 1000+ meals per day.-Managed and performed administrative activities and personnel actions for 200 food service soldiers.-Soldier of the Month and Q1 2001, 13th COSCOM, Ft Hood for excellence about current events and military knowledge.-Received Army Commendation Medal, 2001 contributing to promotions from Private to Sergeant in under 3 years.-Received Army Achievement Medal, 1999 and 2000 for exemplary service