Scope of responsibilities includes: Deposit Processing, Coin & Currency Orders, Cash Inventory Management and Optimization.Manage a distributed network of 23 internal and 42 external money center/vault locations through a team of 560 FTEs and a budget of $60MM, with key volumes of $160 Billion annually.Successfully led the 3 year conversion effort for the division, subsequent to the merger of Wachovia and Wells Fargo in 2009. Keenly focused on team, culture, service, risks, systems, and results. Achieved year over year performance targets from 2002 to 2011, representing a baseline of 3% cost and 4% productivity improvements, annually, while simultaneously improving quality, (e.g., 2011 Global Concepts best in class performance results). Through annual Gallup Survey, increased employee engagement levels, with emphasis on idea generation and continuous improvements. Consolidated 9 site locations while also replacing 10 existing operations with improved, viable solutions. Instilled a risk management emphasis and culture throughout the division. Improved consistency, rigor and results regarding audits, business continuity planning, regulatory compliance and controls, and physical security.Managed and influenced corporate inventory levels to reduce non-earning assets and synchronization with corporate reserve requirements. Expanded cash optimization benefits to reflect incremental holdings reductions averaging over $500MM.Strengthened partnerships and dialogs with Treasury Management, ATM and branch leadership, Federal Reserve Bank executives, peer banks, and key clients in order to improve service support and delivery, achieve key objectives, (e.g., favorably influencing Federal Reserve Bank's Cross Shipping Policy).Chaired Diversity Leadership Team for expanded geographically dispersed 5,000 team member organization; drove focus on awareness, accountability, inclusion and retention.

Scope of responsibilities included: Item Processing, Encoding, Statement Rendering, Print Operations, Mail Operations, Money Centers, ATM Deposits, Bank by Mail, Incoming & Outgoing Returns, Fraud Review, Account Reconcilement, and Cash Letter/Customer Adjustments. Managed the activities/functions comprising the South Florida Service Center operations, employing 450 Associate and Management Team members, with an annual budget of $35MM.Instilled a holistic management focus on strategic planning geared to deliver desirable, sustainable results.Enhanced the service culture by embracing opportunities through expanded customer and vendor interactions. Earnest in the use of feedback and performance measures to improve organizational results, e.g. sustained top tier benchmarking results for unit costs and quality. Cultivated a focus on employee morale, thereby yielding the division's highest employee climate survey scores in 2000.Established a continuous improvement mindset and successfully implemented numerous process changes, which were leveraged to produce benefits companywide, e.g. streamlined cash letter process and function. Improved discipline applied to financial planning and forecasting with a strong focus on minimizing monthly variances.

Scope of responsibilities included: Deposit Processing, Coin and Currency Orders, ATM Deposits, Bank by Mail, Teller Balancing, and Coin Room Operations.Manager of centralized Currency and Coin operations for three growing sites, employing 120 FTEs processing in excess of $1 billion monthly.Maintained expense levels while assimilating a 30% volume growth.Integrated a process improvement regimen yielding increased idea generation, productivity and morale.Developed solid partnerships with the Federal Reserve Bank, key vendors, peers, and other bank divisions.Received organizational recognition for successes in continuous improvements by Florida's Sterling Quality Council.

Scope of responsibilities included: Incoming & Outgoing Returns, Signatures Cards, Corporate Reconcilement, Controlled Disbursements, Bank by Mail, Retail & Wholesale Lockbox.Demonstrated the ability to successfully lead multiple functions through significant change, including bank mergers and conversions.Achieved significant unit cost reductions in all key areas.Developed and managed the Division's rejection reduction initiative to achieve 1% target.

Managed and developed a team of trainers and analysts.Successfully developed and facilitated training solutions for over 300 FTEs representing several functional areas.Led the integration of quality management principles and practices in all Operations areas.