I was quickly promoted to overhaul the critical regulatory fraud program, which spanned fraud detection and prevention and had substantial customer experience impacts. While overseeing the fraud program, I supervised a 50-person cross-functional team, established the framework, approved all projects, work streams, success criteria, and project milestones. I also held significant financial, operational, and security accountability, including budget management and administration, as well as variance accounting. I also served as the organization’s point of contact on defense and regulatory matters. Regarded as a Trusted Advisor across levels of the organization, I guided key stakeholders and executive leadership through complex decision-making and risk mitigation efforts. I also distributed recurring project status and monthly leadership reports for Board of Directors, Audit, and Steering Committees utilization. Key Contributions:● Built and launched custom workflow solution leveraging agile and waterfall methodologies; ensured refreshed strategy compiled with regulatory requirements and consent orders. ● Implemented fraud processes, quality controls, and self-assurance procedures to enhance certification of completeness, accuracy, and timelines of fraud detection and prevention measures safeguarding online banking. ● Engaged C-Suite Executives, Risk Management, and Internal Audit to build consensus on quality control initiatives and procedures.● Served as management representative for Threat Management and Fraud Regulatory Initiatives Teams. Chaired Risks and Issues, Action Items & Decisions (RAID) sessions to maintain open lines of communication; drove strategic decision-making and leveraged influence to build consensus on best-fit solutions.

I was sought out to spearhead premier $22M Consumer Banking digital channels cyber defense strategy. In doing so, I established the strategic direction, project scope, and performance objectives. I leveraged a blended approach of waterfall and agile methodologies to take projects from conception to implementation. In order to achieve project milestones, I allocated resources and personnel for project sprints. I also managed a digital portfolio comprised of 54 concurrent and/or overlapping initiatives. For each project, I gathered an understanding of organization’s current and desired future state; outlined existing process map to identify enhancement opportunities, introduce fail safes, and eliminate redundancies. I also maintained open lines of communication by routinely reporting and briefing Digital Channels Governance and Steering Committees.Key Contributions:● Liaised amongst internal and external stakeholders and vendors. ● Monitored implementation of cyber defense strategy; intervened to ensure delivery in accordance with project plan. ● I championed the implementation of industry best practices, including authentication, in-session layers of defense, and real-time account takeover monitoring. ● Led adoption of Amazon Web Services (AWS) Cloud in support of biometric and perimeter defense deployments. Subsequently, deployed biometric authentication to replace credential validation, which streamlined user experience and increased security of online banking services.

In my role as the VoIP Program Manager, I created the Target Architecture, Communication, Resource, Transition, and Change Management Plans which aimed at streamlining deployments and enhancements. The strategic plans also aimed to mitigate potential negative impacts to the customer experience. In order to best position the organization for success, I developed and implemented a three-year enterprise-wide data and contact center VoIP strategy, which addressed end of life (EOL) and end of support (EOS) for Avaya and legacy PBX technologies. Subsequently, I created a plan to transition plan EOL and EOS equipment to Cisco and Sonus technologies. Key Contributions:● Analyzed existing and evolving regulations spanning Data Center VoIP; presented and built consensus to launch enhanced policies and procedures for continuous regulatory compliance. ● Introduced telecommunications carrier diversity as fail safe measure in the event of carrier outages. ● Led diversification of Contact Technologies to eliminate single point of failure risk. ● Migrated 6,000+ users across three major business lines and administrative roles to VoIP. Issued 9,300+ IP phones and noise cancelling headsets prior to site migrations for continuous operations.● Executed transition plan aimed at insourcing services contracted externally; reduced annual costs by 10%, reduced trouble ticket processing SLAs by 17% which increased positive customer experiences, and enabled flexible HR model. ● Installed and activated 20+ circuits across external vendor products to enhance support of four data centers. ● Led migration of 23 Banker Sites from Avaya and PBX to data center-centric IP telephony supported by Cisco.

As the Backup Transformation Senior Project Manager, I directed project planning, personnel and resource distribution, budgeting, and risk management functions over legacy transformation Merrill Lynch data centers. I expanded upon the high-level Backup as a Service (BaaS) design, to include a detailed process map and necessary equipment to procure. I presented and built consensus amongst senior management regarding the transformation of critical Merrill Lynch data center. To carry out the project, I led multidisciplinary and cross-functional teams. To position the transformation for success, I managed the procurement and implementation of HP and EMC equipment. I also served as a strategic partner for senior management. I advised on recovery and availability strategies for continued regulatory compliance, presented mitigation strategies for potential and/or emerging risks, and managed key stakeholder relationships.Key Contributions:● Drove design and implementation of Securities Trading and Backup Recovery framework and procedures as part of Merrill Lynch Data Center transformation. ● Established KPIs and ongoing service level agreements (SLAs), which drove annual resource and labor reductions. ● Acted as Change Manager on Change Advisory Board (CAB) for all enhancements, modifications, and changes at the bank-level.● Liaised with C-Suite Executives and re-prioritized tasks to ensure alignment with business needs.

I was brought onboard with Bank of America to provide dedicated thought leadership towards strengthening and enhancing the maturity of the existing Portfolio Project Management (PPM) teams. At first, I assessed PPM policies, procedures, and best practices to identify areas of opportunity, eliminate redundancies, and implement procedural enhancements. I worked to seamlessly manage a portfolio of multiple and concurrent projects, which included IBM Netezza Gold Compliance, Netezza Maintenance Window Framework, and Operational Risk Compliance. I navigated the differing priorities and deadlines of each project to ensure timely delivery, within budget. Key Contributions:● Guided and mentored junior project managers. ● Launched enhanced performance metrics and monitoring capabilities for business partners to ensure top quartile production through Application Green Day Management. ● Instituted resource allocation monitoring which assisted in forecasting project resource and sizing capabilities.