The Coalition Against Financial Crime (CAFC) is dedicated to fostering unprecedented collaboration across all sectors involved in the anti-financial crime (AFC) arena. Our mission is to unite stakeholders from financial institutions, law enforcement agencies, regulatory bodies, and beyond, creating a robust network committed to the eradication of financial crime.

Responsible for the bank's daily operations, ensuring that all processes are efficient, effective, and compliant with regulatory standards. A key focus will be on implementing robust internal controls to mitigate risks and enhance operational efficiencies across all departments. This position also plays a vital role in developing technology solutions to scale our overseas payment collection and distribution business. Collaboration with management is essential to develop and execute strategic initiatives aimed at optimizing resource allocation, streamlining workflows, and improving service delivery. Additionally, there will be a strong emphasis on growing our ecommerce business by delivering superior service and fostering a culture of continuous improvement. By leveraging data analytics, the role will drive performance metrics and operational excellence, ensuring alignment with the bank's overall mission and goals.

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Hired to build out Ankura’s brand in the United States for forensic compliance specifically BSA/AML for financial institutions, FinTech’s, Money Services Businesses, Third Party Payment Processors, Broker/Dealers, and cannabis banks. Assisted in building an AI AML Analyst to carry the majority of workload allowing the individual to be more efficient.

Oversees a third of Bank operations, ensuring synchronized pursuit of corporate objectives while also guiding managers to achieve underlying business goals. Owner of end-to-end electronic funds transfer including the Bank’s largest growth area ecommerce business consisting of 27 MSBs and seven Foreign Correspondent Banks.• Managed the BSA / AML $2.6M Federal Deposit Insurance Corporation (FDIC) Consent Order Look Back Project working towards the closure of the BSA / AML Consent Order• Managed multiple system implementations during pandemic including Actimize for transaction monitoring • Acts as liaison to the various regulatory entities who monitor the Bank• Works autonomously while ensuring CEO’s expectations are met and exceeded• Chairs Ecommerce and Operations Committee to ensure compliance and efficiency identifying duplicative tasks or processes no longer required• Accountable for designing business processes, implementing standards, and governance framework including Board Reporting using KPIs to accommodate the rapid growth objectives of the Bank• Coaches and provides mentoring as a cornerstone to management for career development • Demonstrates a willingness to take on tasks with a general attitude that no task is too small, impossible, or cannot be improved• Represents the Bank with clients, investors, and business partners globally as needed

Create, build, and manage the five pillars of BSA / AML to satisfy the Consent Order issued by the FDIC and the State of Illinois while finding efficiencies and scalability through automation.• Built and tuned Peer Group Transaction monitoring utilizing the Jack Henry Yellow Hammer system prior to Actimize implementation• Implemented Jack Henry SafeGuard OFAC scanning software for wires, ACH, and customer base • Reduced duplicative efforts between the Electronic Funds Transfer Team and the BSA / AML Team through reporting• Formed and implemented a management committee for the ecommerce line of business• Designed and implemented KPIs / KRIs for BSA / AML Committee and Board Reporting• Created and implemented a Risk Tolerance Threshold for Jack Henry Yellow Hammer AML customer risk rating system• Designed and implemented enhanced BSA / AML policy, procedures, risk appetite, and reporting• Developed and managed the AML Office exam process during the Consent Order as main point of contact

Global leader for exam management, analytics, data management, and reporting of CM AML information managing teams in the US, Canada, Europe, and Asia. • Co-led four multi-million dollars global proprietary technology projects that provided automated reporting, artificial intelligence, and process monitoring to the CM Group completed on time and under budget through effective challenge on costs and process• Reduced headcount by the equivalent of eight full time employees through automation of system access, book of record change request processes, reporting requirements, automating metrics, and changes in transaction monitoring methodology• Enriched board reporting by developing risk and operational metrics to provide a holistic picture of CM AML risk for better decision making including the reduction from an 80-page report to a 17-page report• Successfully managed team through the transition of data management systems• Cross-trained employees to reduce dependency on one subject matter expert

Led as the dedicated program owner resource for all United States based regulatory exams and audits managing a small team in Chicago. • Developed and managed BMO’s U.S. AML Office exam process through the termination of the AML Enforcement Actions imposed by the Office of the Currency Comptroller (OCC) and Federal Reserve Board (FRB)• Developed a collaborative relationship with the OCC, Federal Reserve Bank, and State Regulators as well as Internal Audit to ensure positive experiences during exams for all involved• Managed thirty-two regulatory exams providing over three thousand documents, answering almost eight hundred follow-up questions, while hosting approximately 275 meetings with no regulatory findings

Led as the dedicated program owner resource for all exams and audits. Accountable for the execution of Board and Operating Group reporting managing a small team in Chicago. • Developed Board reporting on AML activity on both the AML Office and various lines of business that highlight the current state of the AML Office and those items which may be on the horizon• Assisted in the development of the 2016 corporate strategy for the Enterprise AML Office to provide top-down communication to all staff in the AML Office by forecasting the definition of success in the short run• Promoted a risk-awareness culture, to ensure efficient and effective risk and compliance management practices by adhering to required standards and processes

Served as the face of the Enterprise Risk Management Group to both internal and external stakeholders. Accountable for creation and development of the Enterprise Risk Management Program for the government designated Systemically Important Financial Market Utility. • Developed the Board of Directors approved Risk Appetite Framework as outlined by FSB standards providing top-down awareness of risk acceptable by the Board• Developed the Board of Directors approved Risk Governance Framework to set standard for the company and provide guidelines to all activities• Chaired Operational Risk Management Group / Emerging Risk Group leading the discussions to ensure productivity continued and was useful to the organization• Created Emerging Risk Group discussing emerging risks to the organization to provide the Chief Executives with a forward-looking view of the firm’s risk• Created the Board of Directors approved Enterprise Risk Management and Operational Risk Management Policy providing guidance to the organization on processes used to identify, review, and report on risk• Created the Risk Universe and descriptions used to categorize risk and controls within the organization to ensure proper mapping• Designed Risk and Control Self-Assessments to ensure self-identification of risk and controls could be completed by the departments with minimal guidance creating further efficiencies• Designed Scenario analysis program to help put contingencies plans in place for black swan type events• Created the marketing campaign and staff performance objectives on risk management to continue building risk culture and ensure risk adverse behavior was rewarded

Responsible for the global development of the on-boarding and documentation team. Accountable for ensuring all clients had proper documentation on file as required by policy and legal requirements managing a small team in Chicago.• Hired and managed the Compliance and Client On-boarding Team for FX, OTC, F&O Documentation Group promoting a synergistic environment to ensure success• Reorganized, hired, and built teams in five different countries on four continents for various functions relating to the success of a positive customer experience during onboarding• Created and presented proposals to internal and external clients including Boards of external clients• Successfully managed the Bear Sterns merger, reviewed, and on-boarded over three thousand clients ahead of project deadline to ensure transitioned clients had proper documentation and tools in place for a positive experience at J.P. Morgan• Created the Give-Ups and On-Boarding Team policy and procedure for F&O by developing repeatable processes with clear guidelines for employees were empowered and to follow through task completion• Led the design and testing for all proprietary software development associated to the team to ensure employees had proper tools in place for efficient • Managed projects for risk reviews, internal/external audits, monitored changes in compliance for upper management, compliance training (including Dodd-Frank), and cost analysis ensuring all projects lined up to the team’s mandate and were useful for the purposes intended • Lead contact for resolving discrepancies between clients, Sales, Contracts Team, and Operations Team for F&O and FX guaranteeing a one stop customer experience for all needs• Recruited to access risk, performance fails, and create/monitor metrics on risk for the group to effectively manage activities against acceptable levels of risk • Filed reports and responds directly to the inquiries filed by exchanges, SEC, CFTC, and NFA

Responsible for the development of the MBS Settlements Group. Accountable for ensuring all transactions settled in a timely fashion as required. Managed a small team in Chicago later transitioning that team to Wilmington.• Reorganized, hired, and built teams in two different states keeping the settle system conversion project 10% under budget and on time through effective management and communication of teams• Reduced cost during Settlement System conversion from an MS-DOS program to ADP Impact by effectively managing the projects completed by staff reducing overtime hours needed for the conversion by 70% focusing on process • Successfully reduced the average age of cash breaks by over 55%, while overseeing higher volume levels of 6% through development of processes and reward systems that motivated employees