Leads process deign, project management, and strategy for Bank of America operations including cash and transportation services, card issuance and delivery, enterprise document capture and servicing, check and retail payment image and transaction processing.• Oversees the management of transformational initiatives designed to meet key goals and objectives.• Leads the integration of new technologies to provide breakthrough transformation of the operations.• Develops and delivers solutions that further simplify and optimize processes through applied technology enablement and infrastructure modernization.• Manages the portfolio of innovation and patent ideas for the organization.

Responsible for Strategy, Innovation, and Analytics for Enterprise Transaction Services covering Check Processing, Payments Processing, Cash Services, Armored Transportation, ATM, Card Issuance, Social Media Servicing, and Document Processing.Responsible for developing Process Excellence across Enterprise Transaction Services including end to end reviews of process, risk, controls, and strategies.

Responsible for leading Business Intelligence and Analytics team that provides analysis and decision support capabilities across operation groups that enables expense reduction, risk management, and improved customer experience. Key responsibilities include leading groups accountable for Analytics, ABC Unit Cost Development, Capacity Modeling, Optimization, Simulation, Data Development, and Volume Forecasting. Current development includes Check Processing, Card Issuance, Statement Printing, Cash Vault Processing, Armored Transportation, Wire Transfer, ACH, Economic Sanctions, AML, Tax, and Escheatment operations areas.• Manage and develop centralized forecasting to provide strategic and tactical volume forecasts enabling capacity planning, financial forecasting, and strategic planning across 16 different operational areas and 100+ volume types with typical accuracy of +/- 3%. • Created program and methodology for the application of activity based costing (ABC) unit cost models across Bank of America operations units to support product pricing, allocation methodology, strategic planning, and performance monitoring. Unit Cost Models developed through this program led to $150MM in operational savings through targeted initiatives focused on specific products, channels, or customer types. • Defined and implemented strategy to transform transaction data into self-serve information that is efficient, consistent, and accessible through the use of SSDS warehouses, SSAS Data Cubes, and a combination of Sharepoint, Microsoft Report Builder, Tableau, and SSRS reporting. Strategy currently automates data for 6 lines of operations to support reporting, analytics, and decision making. • Coordinated Enterprise response across broad stakeholder groups to Federal Reserve Payments to support enterprise payment strategy.• Expanded strategy for capacity and resource modeling to cover 30 additional functions and approximately 1,000 associates.

Member of Management team responsible for managing ~150 employees and achieving a $30million dollar annual budget. Primary responsibilies include leading the department new product introduction projects, machine investment projects, and productivity improvement projects. This position is also responsible for turning management vision into short term and long term strategy plans to grow our business.

Promoted to the management team responsible for managing ~150 employees and achieving a $30million dollar annual budget. Responsible for managing 12 engineers including long term objectives, recruitment, compensation, and personal development. Participant in an international team responsible for the technical development and strategic reallocation of products within Sandvik Tooling. Generated and led long term strategy for both the Mebane facility and Sandvik Tooling encompassing developing investment strategies, product development and allocation, and personnel organization.Developed and implemented investment plan of $71 million dollars to double plant output in 3 years including negotiation of purchase agreements, financial justification, identifying necessary equipment, and developing an expansion to double the size of the production space.Directed 30+ new product introduction projects with 100% introduction success that represent $15million of production cost generated per year to Mebane and requiring international cooperation and coordinationIncreased Engineering output by 50% by identifying and targeting low performers including removal from engineering department. Challenged top performers to excel beyond their job requirements through increasing challenges and opportunities as well as organizing and training department to be flexible to meet the challenges of a rapidly expanding production facility.Developed quality program that increased external audit scores for 7 consecutive years by developing internal training and testing programs, creating management control systems, using basic Lean Manufacturing techniques, and utilizing basic Six Sigma tools with a focus on process capability.Developed product transfer procedures between international production facilities and supervising the process as a member of the steering group responsible for re-allocation projects.

Promoted to lead 3 engineers and the output and quality of a production flow group with 15 operators. Responsible for developing improvements in productivity, quality, and lead time. Generated long term investment and growth plans in order to double output.Developed and implemented plan to lower lead time by 24% and raised productivity from 20%Lowered Scrap rate from 9% to 3% through a systematic project plan and empowering the workforce to take ownership and responsibility for their own qualityDeveloped and implemented investment plan to expand capacity and modernize equipment totaling $3.985million Methods Engineer Oct. 2002 - Jan. 2005Responsible for technical method development, productivity improvements, and the plant quality output. Led Plant wide quality project to lower audit rejection by 37% in one year by developing a plant quality mission statement and creating a cross-functional team representing management, shop floor workers, and engineering to conduct audits, develop solutions, and to train other employees.