• Spearheaded the HCM Platform change management initiative during the business processoptimization phase, enhancing future adoption among 150,000 employees through strategic earlydiscovery engagements, including leadership discussions and focus groups, thereby aligningstakeholder expectations with business transformation goals.•Championed the alignment of diverse business processes through meticulous documentation andfacilitation of discussions, setting the foundation for the successful implementation phase of the HCMrollout by refining the program's change vision and framework.•Led the change preparation for the D365 rollout across multiple manufacturing plants, identifyingand addressing process gaps in collaboration with business units, to foster a seamless transition andprepared H-E-B Partners for upcoming technological changes, ensuring a high level of readiness andengagement.

• Led the development and implementation of the BCC PMO change management process, enhancing compliance with Audit services and Bank Affiliate Agreement, thereby elevating stakeholder satisfaction. This initiative successfully navigated multiple procedural changes, impacting a broad range of stakeholders from project managers to the Board of Directors. • Established the BCC PMO onboarding program, integrating confidential supervisory information training and standardized procedures, which consistently achieved high stakeholder engagement with promoter scores of 9 and 10. • Designed the Regulatory Commitment Quality Assurance and Quality Control Process, ensuring seamless progress integration and consistency across PMOs. This strategic approach leveraged industry best practices, significantly improving quality, efficiency, and accountability.

· Worked to increase accuracy percentages specific to paying what we owe within property claims. Identified impactful drivers correlated to inaccuracies and provide insightful data to experience owners to further improve accuracy within their varying workstreams. In addition, worked to streamline quality functions such as the CCFR (closed file review) audits within Quality Assurance, OFR (open file review), FNOL (First Notice of Loss) call quality and status call quality within operations. Results have shown higher consistency in measurement system analysis, more satisfied and engaged employees along with stable and higher accuracy. · Led a quality circle for loss scoping to decrease error in MSR reassignment, MOI reassignment and delayed cycle times from FNOL to first assignment. Results showed improvements in MOI reassignments and cycle times but also highlighted the issues of severity code and system algorithm in auto assigning MSR assignments· Guided multiple business process consultants in vertical experiences in identifying KPIs and helped advise other experiences with their new process designs utilizing six sigma methodologies.

· Facilitated various experiences and business deliverables in documentation of processes, risk assessments and more. Led initiatives to identify and begin implementation of KPIs and KRIs for 138 experiences and business deliverables. In addition, managed Bank map standards for all DE sprints while continually driving an increase of first pass yield (FPY) for quality assurance. The year started with a FPY of approximately 20% and ended up at 100% at the end of the year. Designed and managed the project specific to EO/ PO satisfaction on execution of the DE framework while continuously improving the DE framework itself utilizing FMEA (failure mode and effects analysis) activities.· Led multiple working sessions driving leadership decisions in the architecture of the value chain to which the Bank E2E structure is based off of. During my role at the Bank, I was awarded the hard hat award from Bank leadership for being in the forefront of leading some of the E2E efforts.

• Led the VM Provisioning Process Improvement, achieving an 88% reduction in provisioning time from 96 hours to 12 hours by leading cross-functional teams and optimizing current processes within the ADC business function. • Engineered a mistake-proof process for the Procure to Pay system, significantly reducing error rates in purchase orders by collaborating with stakeholders across supply chain operations, sourcing, and finance. • Directed the Datapipe company integration for technology and security work streams, leading to a seamless transition to full systems integration. Additionally, championed the GET Operations PCI compliance program, establishing standard processes and procedures to ensure PCI compliance across 58 critical systems.

· Managed Run-The-Business type responsibilities including updating financial plans, building KPI reports, accounting, HR functions (onboarding new hires, benefits, terminations, etc).· Designed and Implemented operational excellence for several projects such as lead generation strategies, user-experience designs, Feature request processes and more. Process improvements led to shorter lead times, increase in users signups, increase in cohesion between teams.· Project managed marketing campaigns for Linux Showdown Events

• Program managed multiple security deployments simultaneously across all 11 Rackspace locations. Deployments included rollout of network access control (NAC), originally viewed as a culture killer, big brother, or too corporate for Rackspace. Successful implementation included converting detractors in becoming advocates to help communicate the project's importance and necessity. Managed deployment of Anti-virus (AV) and encryption from stages of rigorous RFP processes through successful rollout on employee personal devices which included customized setups and varying operating systems.

• Focused on increasing efficiencies to ease overload of workload. In doing so, identified and eliminated root causes to false alerts resulting in increased work capacity for support teams. Reduced 43% of monitoring alert tickets leading to a reduction in total support workload by 8%. • Helped to uncover gaps in the cloud verification process and high cycle time in activating legitimate customers. Reduced verification time from an hour to 9 minutes while reducing fraudulent signups from 10% to 4%.

Focused on building fanatical relationships with install base customers• Created a strategy to raise customer NPS rating for team. Our team won the NPS competition several consecutive months.• Built relationships with customers as partners rather than short term engagements. Grew customer loyalty resulting in more spend for the company.

Started and managed a bubble tea/hookah business• Created a solid brand for our bubble tea shop. Our shop was rated best bubble tea in San Antonio for 2 consecutive years. While Bubblehead was under our management, we were rated 4.5-5 stars on yelp and a 96% like rating from Urbanspoon. • Created a market for exotic tea that at that time was not well known in our San Antonio community.• Built a customer loyalty program which led to promoters and ultimately an increase in revenue.

Coordinated the decommission IT project in preparation for Wells Fargo's acquisition of Wachovia• Successfully decommissioned IT equipment containing sensitive end user information within budget and timeline

• Provided clients with information to investment vehicles and assisted in financial planning

* Solo Artist for Sony Music Thailand* TV host for E For Teens (edutainment channel for teenagers in Thailand)* TV host for "Do a Show", "Family Delight", and "One Fine Day"* Received awards for best female artist of the year from MV Awards in year 2000 and year 2003* Received award for best tv host in year 2000