Core responsibility for leadership of the advanced analytics capability (e.g. Machine Learning, Data Science Application, Artificial Intelligence...) across Nationwide’s Property and Casualty businesses. Work with the CFO and Chief Risk Officer to establish and implement a targeted return framework. Ensure both the targeted return framework and the P&C business advanced analytics capabilities are functioning as desired. Provide strategic support to underwriting, sales, servicing, pricing, claims, and product areas on pricing, predictive modeling, performance measurement and analysis. For key analytics efforts and models, provide support and oversight as well as ongoing capability assessment; support ongoing updating to targeted return framework, capital sources and uses, IRR/PLR model updating and oversight, and help drive analytics priorities, financial planning, and resource allocation. Accountability for ensuring appropriateness of P&C risk and capital models from a business perspective, balance sheet and cash flow analysis as well as other ad hoc P&C risk analytics. Lead and manage P&C analytics practice community (including predictive analytics) working with analytics model owners across P&C organization. Includes setting objectives, ensuring appropriate prioritization and resource allocation, ensuring talent and tools are aligned with needs, and providing surge capacity as needed. Ensure an oversight process with key leaders from the community of practice are appropriately setting standards for analytics efforts across P&C, including standards around model fit for use, periodically assessing existing models, supporting Enterprise Risk and Capital Management Model Risk Management efforts, ensuring appropriate tools and techniques are used and ongoing model life-cycle management.

Establish strategy and execution of a policy-driven enterprise risk management program, leading a centralized risk management infrastructure, creating the capital management framework, and evangelizing organization needs from a risk perspective. Represent the organization in front of State and Federal regulators, working with the Legislative Affairs group to represent enterprise and industry interests, strategic priorities, and needs. Orchestrate capital modeling including developing, implementing, testing, and governance to meet fit-for-purpose and align with best practices. Provide leadership, coaching, and development opportunities to four direct reports. Direct allocation of a $5M budget.► Develop risk and capital management strategies and policies, leading a team focused on enterprise-wide risk and capital framework components, managing risks, and supporting capital deployment and preservation.► Construct and implement systematic repeatable stress testing process, supporting risk analysis, transfer, and selection, and ensuring compliance with third-party and regulatory requirements including Dodd-Frank Act Stress Test (DFAST).► Champion risk reporting to internal and external stakeholders, driving the development, socialization, and submission of Nationwide’s Own Risk and Solvency Assessment (ORSA) report, Enterprise Risk and Capital Report (ERCR), and other ad hoc reports.► Ensure a policy and procedure framework for the management of enterprise risk governance, monitoring committee activities, defining enterprise standards and risk appetite statement pertaining to risk exposure, and identifying and resolving issues.► Design an Enterprise Model Risk Management Program and Policy governing the identification, management, and validation of models across the enterprise. ► Oversee allocation of capital in support of P&C operations, ensuring the needs of each business unit are considered while fueling growth, profitability, and capital strength.

Earned repeated promotions and played a key role in the evolution of Nationwide’s Risk Capacity, Appetite, and Limits framework, expanding to include all significant risk types and working toward risk optimization. Fueled evolution of an integrated Operational Risk Management (ORM) framework, teaming with key risk and control assurance programs to optimize tools, systems, governance, and reporting. Partnered with internal stakeholders to evaluate the impact of stress on consolidated financial statements and to consider reputational and strategic impacts. Managed Enterprise stress testing in support of strategic capital planning and anticipated DFAST regulatory standards. Oversaw the Operational Risk Committee (ORC) and Convergence Steering Committee (CSC).► Led the ongoing assessment of Enterprise capitalization, aggregate risk posture, capital utilization, and risk-adjusted performance evaluation. Authored risk policy and procedures, deployed stringent controls, and influenced standards and stress testing framework.► Engaged in quantitative and qualitative analysis of risk for P&C (>$18B premium), invested portfolio (>$30B), corporate investments, and strategic assets. Led Economic Modeling and Dynamic Financial Modeling teams in defining and executing modeling methodology.► Recommended capital utilization, data-driven risk-taking strategies, and ALM positions at the P&C and enterprise levels. Calculated cost of capital and hurdle rates for business units and products, evaluated capital contingency, and risk-adjusted return on capital.► Collaborated with the Office of the CFO and Product Development, Hedge, and Actuarial teams to evaluate product performance, underwriting standards, and market conditions to assess product risks, recommend pricing, and review product proposals.► Developed the first recurrent report on risk and capital position—as Director, ERCM—and served as the in-house SME in field of Rating Agency and regulatory capital requirements.

Served as SME and process coordinator in the evaluation of M&A activity for Enterprise Office of Corporate Development. ► Provided financial analysis in evaluation of M&A activity within areas of financial statement analysis / impact, strategic fit evaluation, participation in due diligence and authoring presentations in support of presentations made by department management to senior management. ► Maintained, enhanced and executed Enterprise Dynamic Financial Modeling Platform.

Conceptualized, built, grew, and oversaw a multi-bay mechanical repair automotive facility. ► Developed business plan, secured initial financing, and hired and onboarded the staff critical to strong and sustainable growth; took revenue to surpass $1M annually.