Over the last 20 years of my career in banking and most recently, expense and energy data management, I have overseen numerous aspects of business operations. I have managed large scale teams, and been involved in everything from risk management to process improvement in partnership with data and Six Sigma experts. I have partnered with Product Managers to prioritize company roadmaps and have implemented long-term strategic initiatives focused on the sustainable success of our company, our clients and our employees. I excel at process improvement and cost savings as well as the intangible magic of creating a collaborative culture where people thrive. I particularly love the work of pulling together the right stakeholders to thoroughly solve a problem, and the challenge of finding the right place for the right person at the right time to fill gaps in the organization.Some career highlights: -Lead the development and implementation of the globalization strategy of our core business, expanding our offerings to clients across the globe, navigating varying regulatory restrictions and working with data governance analysts for data security and risk management.-24+ years people management, leading teams ranging in size from 4-400+ FTE. Most recently, I managed 4 Senior Operations leaders who each had a downstream staff of 100+ total employees. Highly focused on people development and empowering my team, with a track record of coaching, mentoring and developing employees who are promoted to Senior levels in the organization. -10 years managing operations teams responsible for high stakes KPIs for multimillion dollar accounts which impact business operations for national, multi-site companies and utilities . -Cost Savings YOY - Designed and implemented a collaborative process improvement and strategic workforce effort that saved $1-2M YOY in labor costs over 6 years.-Process improvement and measurement - Worked with a team to create dashboards to monitor processes for billions of dollars of monthly invoices across 1200 clients and 27 market verticals to improve process efficiency and reduce cost to serve. -Strategic view- Collaborate with peer leaders to align strategic priorities and allocations to ensure ‘Tier 1’ priorities are resourced appropriately.