Responsible for delivery oversight of multiple project teams spanning across multiple financial services clients. Current areas of focus include: - Process Improvement / Future State Roadmap Development- Sales Process Optimization- End to End RFP Management - Regulatory ComplianceAlso responsible for a range of practice building activities including authoring case studies, supporting cross-selling initiatives with other practice areas and developing standards for the onboarding and ramp up of large delivery teams.

Served in an internal consulting role, reporting directly to the Department Leader of Firm Analytics. My primary accomplishment was successfully leading the complete redesign and subsequent implementation of a new Firm Analytics operating model. This required standing up multiple working groups to:1. Perform a detailed current state assessment2. Conduct interviews with a broad range of the department's internal customers3. Perform best practice research on high performing analytics organizations4. Design of a future state operating model and corresponding organizational structure5. Develop an analytics maturity model to enable Firm Analytics to measure its development as an analytics organization6. Create a future state project roadmap

Specialized in Performance Improvement projects within the Wealth Management industry. Examples included: Instructional Design Process Analysis- Assisted a large wealth management client with the redesign of their instructional design processes for both online and instructor led training. Led facilitated sessions with Branch Learning & Development executives and their key stakeholders to identify ways to significantly reduce overall training development time.Risk & Controls Review- Led a risk and controls analysis of a large wealth management client’s implementation of eSignature for a range of client facing and internal transactions.Strategic Planning- Worked with Concordance Academy of Leadership, a local non-profit that assists formerly incarcerated individuals to successfully re-enter society, to develop a project management framework and integrate it into their strategic planning process.Establishment of FinTech PMO- Led the creation of an assessment framework for evaluating and prioritizing FinTech opportunities in EY's Central Region.

As an Account Manager, I led all account planning, relationship mapping and business developmentactivities for the largest account in St. Louis. I also actively participated in consulting service delivery,successfully managing the following brokerage operations projects.Universal Softphone Implementation- Led the successful implementation of Universal Softphone to 750 brokerage contact center agents in multiple call centers across the U.S. Led the development of business requirements, managed user acceptance testing and led the development and delivery of all end user training.Contact Center Infrastructure Upgrades- Led the development of a rollout strategy to enable the client to deploy VoIP (Voice over Internet Protocol) in all of its non-VoIP contact centers. Created a prioritization model to enable executive sponsors to structure and schedule the 2014 – 2015 contact center rollouts across 5 states.

Hired by NewGround to lead its Consulting Services business unit, which provides strategic planning services to financial institutions. In this capacity I managed a team of consultants and presented strategic planning recommendations to the CEOs, Senior Management Teams and Boards of Directors at over 50 financial institutions.Introduced a series of process improvements, departmental controls and operational best practicesthat focused the Consulting Department on achieving significant improvements in three areas: (1.) Service Delivery, (2.) Project Profitability & (3.) Business Development.(1.) Service Delivery- Identified gaps in our delivery capabilities and addressed them by adding personnel who were capable of handling larger, more complex engagements. Introduced formal project management tools and procedures to ensure that engagements were carried out in a more standardized manner.(2.) Project Profitability- Identified department practices that were adding unnecessary cost to our projects and creating service delivery delays. Refocused the team on the fundamentals of project planning to minimize variances between budgeted and actual hours. Reduced average project delivery timelines by 30 days. Increased average project profitability by 10%.(3.) Business Development- Led the complete redesign of the Consulting sales process. Developed a new methodology for identifying prospective clients and led its rollout to NewGround’s national sales team. Created a new proposal format and reduced our standard RFP response time from 2 weeks to 2 days. Streamlined our standard Letter of Understanding from 20 pages to 5 pages. As a result of these improvements, my department sold a series of Consulting engagements that led directly to over $100 Million in subsequent design / implementation revenue for NewGround from 2006 - 2011.

Hired to lead a series of initiatives to improve the overall quality of Charter's High Speed Data product. These included: Quality Assurance Program Implementation- Led the pilot and then the nationwide launch of a quality assurance program that reduced out-of-spec High Speed Data installations by 30% in the first 6 months after implementation.Data Security Upgrades- Directly responsible for managing the piloting of new functionality for Charter’s anti-virus software and then overseeing the release of product upgrades to Charter’s High Speed Data customers.