• Recognized with Consulting Vice Chair Award for Resilient Leadership during COVID 19 • Managed a team of twelve to design a Wholesale Credit target operating model across five lines of business and four regions for a global bank to remediate regulatory findings through organizational, process, controls, and technology enhancements; led the development and execution of an implementation plan to prioritize and operationalize the identified enhancements• Serve as Chief Deputy for EY's CCSB Wholesale Credit solution responsible for identifying and mobilizing go-to-market opportunities to achieve revenue targets, creating thought leadership and developing internal resources' skillsets to support the offering

• Managed a team that created a five-year commercial banking execution roadmap and business case for an international bank; Final product prioritized and sequenced over 40 initiatives and provided actionable project plans to achieve their desired target state operating model• Developed a business case and executive presentation that was used to persuade management at an international bank to embark on a multi-year transformation program that will deliver a $90M+ 5-year net benefit• Conducted a current state gap analysis that identified over 60 pain points and 15 target state solutions for an international bank; Recommendations led to a 20% reduction in their commercial lending cycle time• Served as the operating model and process specialist for an international bank, responsible for ensuring that the appropriate design requirements were created to facilitate a successful loan origination platform (nCino) implementation• Fostered three full day working sessions for over 15 client stakeholders that led to a revamped end-to-end credit process with stronger controls, faster speed to market, and an improved client experience• Led a team that conducted a vendor assessment for over 10 different capabilities that resulted in an unbiased analysis of the vendor landscape that was used by the client to select the appropriate solution for each of the identified capabilities• Authored a white paper on alternative delivery models that was used as marketing collateral to engage clients on potential solutions they can explore to improve their operating model efficiency and costs• Formalized a process delivery methodology that will be used to train internal resources and to serve as a guide to ensure a consistent delivery of the methodology across client engagements • Planned practice’s annual service event, including identifying the organization to conduct the event at and gaining the internal support needed, resulting in over 40+ people participating in the event

• Created a five-year Wholesale Lending Transformation roadmap and high-level strategy at a top 4 U.S. bank; Final result was a board level summary and business case for implementing the five-year roadmap• Developed customer and employee journey maps by conducting over 20 stakeholder interviews that identified current state pain points and provided framework for the future state experience• Led work stream to stand up the PMO function at a large technology provider that resulted in standardized documentation, established meeting routines, automated reporting, and improved project delivery• Led the coordination of business development activities at a prospective client that included creation of thought pieces and proposals, tracking of sales opportunities, and a monthly presentation to the account team; End result was the practice successfully exceeded the annual sales target at the client• Defined and analyzed key performance metrics to measure and prioritize 9 line of business’ processes at a top 4 U.S. bank resulting in a data driven approach to creating an integrated, streamlined operating model• Defined business requirements for the development and launch of a new software platform that automated the intake and demand management process for the Technology and Operations group at a credit union technology provider• Led work stream that completed control design assessments and mapping of regulatory reporting business elements to processes for the process, risk, and control inventory at a top 4 U.S. bank• Led work stream that created data process flows involving metadata and controls lineage for ~14 applications • Co-created 6 brochures on various Payments and FinTech hot topics that practice leadership used to facilitate conversations with prospective clients

• Created executive level presentations to present key findings and recommendations to client stakeholders• Facilitated a Wholesale Credit Transformation at a top 4 U.S. bank that resulted in a more efficient, streamlined process with stronger controls and traceability• Worked on continuous planning and estimation team to set 2016 technology budget and release timeline• Conducted weekly portfolio review meeting for senior management, including creation of content• Led the quality review process for engagement that involved coordination with 8 separate work streams and resulted in the engagement satisfying all audit points

• Nominated to Credit Suisse Top Talent Professional Program, a year-long coaching program for high-performing, high-potential individuals to create future organizational leaders. • Managed the day-to-day activities of 8 team members, stressing financial controls, client service and team member development.• Proposed the combining of two steps within our trading platform. Platform vendor acknowledged the benefit and rolled out the enhancement, saving each deal administrator in excess of a hour per day in trade processing.• Led a complete review and overhaul of more than 60 standard operating procedures (SOPs) to satisfy an internal audit point. This required updating and revising existing SOPs, as well as creating SOPs for new processes. Final result was a step- by- step guide on each of the group’s processes, which has served as an invaluable reference tool for the group, as well as a huge asset in new-hire training.• Served as project lead for the roll-out of new document retention system, which created a central hub for financial and compliance documents and the improved ability to share with other groups. • Ensured that all information, changes, and questions for the Federal Reserve’s Shared National Credit report were compiled accurately and submitted on time.• Headed a two-day training class for 10 new hires spanning three groups.

• Managed the day-to-day activities of 6 team members, while maintaining my own portfolio of work.• Resolved all client escalations to prevent reputational risk to company, including personally taking over transactions if necessary.• Nominated to Credit Suisse Young Manager Training Program, consisting of one full-day training session per quarter. Topics included how to write team objectives and goals, how to conduct a performance review, and ways to empower people.

• Managed commercial loan portfolio comprised of over 20 companies.• Established and built rapport with senior executives at Fortune 500 companies on a daily basis.

• Selected to sell a new product, credit analysis software, into a new market, banks in Wisconsin.• Successfully and aggressively carried out the entire sales cycle, from initial cold call to close, and achieved the company's first clients in Wisconsin.