Strategic Planning & Execution• Lean-Agile and Project to Product Adoption• Operational Excellence and Continual Improvement• Organizational Change Management (OCM)• Role-Based Training, Education, and DevelopmentDevelopment and Learning• Led the development of the new Target Operating Model• Defined the talent strategy to include framework details, methodology guidelines, development plans, job-aides and maturity assessment measures• Designed and administering a role-based training program in support of the new Target Operating Model• Designed and led the creation of the “Keep Growing Campus” training delivery portal• Established and Communities of Practices Lean Portfolio Management • Implementing and evolving Lean Portfolio Management practices• Establishing and evolving Lean Portfolio Budgeting and Investment Guardrails, Governance, Standards, and Controls • Leading quarterly Product Portfolio budgetary, delivery, and planning reviews Lean Agile Center of Excellence (LACE)• Partnered with executive leadership and key stakeholders to define the vision and strategy necessary to transform GP&T from a waterfall, project-based organization, into a Lean-Agile, Product focused, Value centric organization • Developed and leading the adoption of Lean Agile and Product Management Practices • Assembled and leading a diverse guiding coalition of 16 change advocates and 8 coaches and staff accountable for leading transformation activities • Leading and supporting workshops, events, and activities• Leading the adoption of OKRs, KPIs, and other performance metrics and measuresProduct/ Portfolio Management• Designed a Product Portfolio framework used in Roadmap creation• Coaching and support in the areas of strategy, visioning, roles, responsibilities, epic/ feature/ story creation and refinement, planning/ prioritization, backlog/ release mgmt, and UX/UI practices• Created and evolving job aides, templates, and defined success metrics and measures

Digital TransformationI led a team of teams responsible for planning, building, and delivering the nation’s first true "Open Banking Platform", Capital One's DevExchange. This developmental value stream was designated as one of the 4 essential to enable Capital Ones Enterprise Digital TransformationLink: https://developer.capitalone.com/In going from “concept to cash” we utilized a Lean Agile delivery approach and complemented it with multiple UX/UI best practices. We leveraged customer centricity to ensure we started and remained on the right track. This UX best practice played a key role in our ability to delivery our initial production release on March 1st, 2016, nearly 4 months ahead of our initial target date Our Production release, which included three open API’s and several essential support services to include self-serve registration, instant API access, Sandbox testing environment, documentation code snippets, and reference applications with Sample Code was received with very favorable reviews from both our target users and multiple industry websites (i.e., eWeek, and Programmable Web – see below).Link: https://www.eweek.com/development/capital-one-launches-devexchange-developer-portal/Link: https://www.programmableweb.com/news/capital-one-launches-first-true-open-banking-platform-us/2016/03/11Our Team of Teams consisted of four product owners, and six Scrum Masters who supported 12 full-stack engineering teams, one UX/UI design team, one specialty team, and one systems team. Because of their hard work, professionalism, and commitment to quality the train was nominated for the Enterprise Circle of Excellence Award.The prior to my departure we made a great many improvements to the platform and its content to include the addition of 6 more APIs. It currently the DevExchange contains over 13 REST APIs available in the areas of Banking, Finance, and Credit Cards

Data GovernanceCapital One's Basel II program was established to identify, gather, prepare, and provide the data necessary to model a risk-based capital requirements profile by the Basel Committee on Banking Services (BCSM) in accordance with the Basel II framework. Each of the 11 G10 member country banking institutions was provided the opportunity to submit their data for risk-based capital requirements profiling. The profiling came with its own risk. If an organization had a lower than “average” risk profile, the organization’s reserves would be lowered. However, if the opposite was true, their reserves would be raised. Informatica was the platform chosen to model, validate, and prepare Capital One's data for submission. Senior leadership wanted a seasoned Product Manager with a background in technology, data, and analysis to manage this project and because of my background, education, and experience I was given the opportunityWe had 24 months from the start of the program until the first output file needed to sent to the BCSM. My team consisted of 4 Product Owners (PO's) who were supported by up to two Scrum Teams. My delivery partner was a seasoned RTE who was responsible who led our the ART and was supported by 5 Scrum Masters. The Agile Release Train (ART) consisted of six teams. Two teams focused on configuring and standing to the application, one team on identifying and locating the data, two teams on building and tuning the our validation models, one team on data Extraction, Transformation, and Loading (ETL), and a cross-functional systems team. As the Product Manager I was responsible for defining the strategy, building and maintaining the Roadmap, building Portfolio backlog, prioritizing deliverables, supporting the Product Owners, and communicating risks, issues, and progress We faced multiple challenges along the way but still had our first file ready for submission within 18 months almost 3 months ahead of schedule

IT Strategic InfrastructureLed the successful delivery of the $20MM Chevy Chase Bank Integration program consisting of 23 domestic projects being delivered by a staff of 18 PMs who were managing over 100 employees and professional services resourcesWork closely with Executive Leadership to include both reporting and priority management. The interaction facilities the creation of the CCBI program review board. Established and chaired the CCBI (Chevy Chase Bank Integration) Program Review Board designed to bring Business and Technology Leadership together to ensure program deliver and strategic direction remained in alignment.Partnered with Professional Services and Information Security to successfully remediate a key Enterprise initiative which had gone dramatically over budget, and fallen critically behind in meeting milestone delivery datesDeveloped and implemented a standardized “Implementation Playbook”, a comprehensive technical implementation guide containing the key plans (communication, minute by minute, rollback, etc.) , used for production changes and releasesIT Strategic InfrastructureStrategic Infrastructure was facing a demand and financial management crisis. With a staff of approximately 100 employees and 250 contract workers, from 5 strategic partners to include IBM, Cisco, Wipro, etc., we were attempting to support over 150 projects across the enterprise and were failing on multiple fronts.The staffing and delivery challenges we were facing were compounded by a lack of fiscal transparency and clarity. So a PMO/ Strategic Business Office was created to bring all of those challenges under control. I was tasked with establishing and running both

Credit AnalyticsAs the mortgage industry was moving into what would later be referred to by some as a "state of crisis" Suntrust Mortgage's Chief Credit Officer was facing a crisis of his own. He was responsible for making risk profile decisions shaping the organizations multi-billion dollar real estate portfolio but he was unable to get the information he needed in a timely fashion. This position was created to assess their current reporting tools and practices and make the changes necessary to insure the right information would be available at the right time, to make the right decisions. I spent the first three months of my time in the role reviewing and assessing the efficiencies and challenges with the current information gathering and reporting processes. I spent the next three working with data modelers and SAS analysts looking at how we used data in motion and data at rest. We analyzed our data warehouses, data stores, data marts and databases. We spent the next three to four months implementing material changes to optimize our data structures to ensure they were fit for purpose. When we were done, we realized an increase in throughput (delivery of completed adhoc reporting requests) of over 200% with no increase to either capital (additional hardware/ software) or operational costs (staffing/ labor/ support). We also realized an average turnaround time decrease of over 90%. Requests that were taking 4 hours were being turned around in 15 minutes (or less)

IT Strategic InfrastructureLed the successful delivery of Network Infrastructures $64 MM project portfolio consisting of multiple domestic and international projects while also serving as the Program Liaison to executive leadership

Information TechnologyLed the initiative to select, purchase and implement Dominion’s first Enterprise Metadata repository (Mega Software Solutions - France) . Worked with SAP Consulting Services and Genware Consulting Services to implement an instance of SAP’s Business Warehouse to be used for Enterprise Data Management & Analysis

Risk and CompliancePartnered with Wipro to successfully led the first offshore Risk system migration (Falcon). Partnered with Knightsbridge and Oracle Consulting Services to plan and lead the company’s first successfully Oracle to Teradata migration.

Customer Consulting Services Realized a 20% increase in revenue through the proper management of the company’s financials and its contracts. Secured renewal of the firm's two largest contracts (DOD/DLA and DSCR) through delivery and relationship management

Led a 40 person matrixed organization comprised of IT professionals from 3 different vendors and company employees. Our charge was to design, build, and implement the worlds first B2B (business to business) solution. Due to external competition we had a time to market window of just 9 months. By adopting Extreme Programming techniques, complemented with a high customer engagement/ feedback model we delivered our initial release to market in just over 7 months. Our digital supply chain integration solution lowered our partners supply chain management costs by up to 27%, allowed for a reduction in inventories of up to 39%, and increased their manufacturing forecasting accuracy an average of 53%

Marketing & AnalysisLed the team of Analysts responsible for Information Based Strategy data which enabled the success of some of Capital Ones most financially lucrative product offerings; MilesOne, Summit Auto Financing, Low & Grow (Credit Limit Increases) and Students. Also served as the SAS product owner. Responsibilities included product selection, training, contract negotiation and management