Rob is part of a centralized team that has responsibility for implementing the company’s growth strategy through an enterprise-wide transformation program. This program drives radical and sustainable performance improvement by enhancing outcomes for our clients while driving operational efficiencies and earnings quality for our shareholders. As part of this role, Rob also has responsibility for: • Global reporting and analysis which combines strong functional and analytical expertise to provide strategic and operational insights that drive transformative business decisions. • Mergers & acquisition integrations and divestiture separations including the achievement of strategic, operational, and financial objectives of M&A and divestiture activity. Rob is a Certified Six Sigma (6σ) Black Belt, Certified Chief Information Security Officer (C|CISO), Certified in Risk and Information Systems Control (CRISC), and Certified in Information Security Management (CISM).

Rob Johnston serves as Head of Global Integration & Efficiency Management for FIS. In this role, Rob is responsible for driving the M&A integration strategy including the achievement of strategic, operational and financial objectives of M&A activity. Additionally, Rob also provides oversight of centrally managed efficiency programs that contribute to margin improvements, as well as other leveraged support functions such as reporting, analytics, strategic initiatives oversight, etc..

Rob Johnston serves as Head of Operations for Banking and Merchant Solutions within FIS. In this role, Rob reports directly to the President who is responsible for developing and delivering FIS’ banking, wealth, payments and treasury offerings for financial institutions, retail, government and corporate clients across the globe. Rob's responsibilities include Risk, Information Security, and Compliance within the business, performance reporting and analytics, and cross divisional initiatives driving improved efficiency. Rob is a Certified Chief Information Security Officer (C|CISO), Certified in Risk and Information Systems Control (CRISC), and Certified in Information Security Management (CISM), and a Certified Six Sigma (6σ) Black Belt.

Rob is the Chief Risk Officer (CRO) for the Banking & Payments Division, and Head of Enterprise Risk Management (ERM) reporting to the FIS CRO. In this role, Rob has global risk oversight responsibilities for all technology solutions and services across the Banking, Payments, Institutional, and Wholesale businesses. This includes IT risk, information security risk, compliance and regulatory risk, and process and execution risk. Rob is also responsible for Enterprise Risk Management (ERM) across FIS globally, including control validation (control testing, SSAE-18 SOC reporting, and PCI DSS and data protection audits), assessments, issues management, vendor risk management, business continuity and disaster recovery planning, policy management, information security awareness training, and reporting and analytics. Rob is a Certified Information Security Manager (CISM), Certified in Risk and Information Systems Control (CRISC), and is a certified Six Sigma Green Belt and Black Belt.

Asked to lead the Operational Risk program for the Consumer, Global Wealth and Investment Management, and Consumer Real Estate Services businesses. These businesses represent nearly $60 billion in revenue and more than 130,000 associates. Responsible for the strategy and operations components of the Operational Risk Program which enable risk identification, mitigation, monitoring, and reporting. This role includes the implementation of the risk strategy components such as risk appetite, risk and control assessments, operational loss collection process, key risk indicators, issues management, scenario analysis, training, communications, and governance routines.

Selected to lead Corporate Operational Risk Reporting and Analytics which is responsible for improving identification, mitigation, and monitoring of top enterprise risk resulting in lower operational losses. Responsibilities include analyzing and reporting top operational risk and losses to senior executives, Board of Directors, and government regulators.

Recruited to integrate the operational risk strategy, requirements, processes, and tools in the Consumer Small Business Banking and Home Loans divisions which totaled more than $50 billion a year in revenue and 130,000 associates. Responsibilities included the implementation of the enterprise operational risk strategy components including risk appetite, risk and control assessments, operational loss collection process, key risk indicators, issues management, scenario analysis, and governance routines.

• Responsible for Enterprise Problem Handling, one of the primary business objectives for the Consumer Small Business Banking Division, including the implementation of a consistent first contact resolution process across the enterprise impacting 16 line of businesses and 120,000 associates.• Responsible for reducing performance variation and increasing productivity of 40,000 tellers in nearly 6,000 banking centers that process more than 1 billion customer transactions per year. Implemented a Managing Performance Variation (MPV) process which utilizes a k-performer methodology to reduce low-end variability and improved productivity by 15%.• Responsible for identifying $1 billion in annual revenue and expense productivity improvements within the division.

• Responsible for leading the ecommerce product development team that improved expanded functionality and improved the user experience of our online banking product. Redesigned the enrollment authentication process and improving the account management capabilities such as developing check image capabilities, adding pending transactions, integrating bill pay features, increasing self service functionality.• Responsible for creating the Research &Development (R&D) environment for the physical distribution network (later named “Innovation and Development”) that was the testing laboratory for transitioning the banking center network from a “one size fits all” model to a range of retail types including large financial centers capable of selling investment services. • Responsible for developing an in-store (grocery store) banking program of more than 600 banking centers in seventeen major markets over a four year period resulting ~ $4 billion in deposits and $1.5 billion in loans. Scope included selection of retail partners (Albertsons, Kroger, and Walmart), contract negotiations, and development of a standard operating model to achieve operational excellence from coast-to-coast. • Responsible for developing and implementing the distribution network strategy for the Texas market which represented 30% of the bank’s assets at that time. Responsibilities included analyzing banking center and ATM networks, developing distribution strategies with our M&A team, and leading implementation efforts.