Facilitation and management of the Risk Management Governance routines especially focused on senior risk committees (Enterprise Risk Management Committee and Board-level Risk Committee). Full range of responsibilities for senior risk committees, from strategic to administrative, include: ensuring adherence to charter requirements and required reporting cadences; create / compile executive-level presentations and reporting packages for committees and routines; facilitate forums to ensure timeliness, preparedness of presenters, appropriate attendance, minutes / documentation, ensuring materials are correctly provided to key stakeholders (executives, regulatory bodies, corporate secretary) and any related document management routines or sites are managed appropriately. Other responsibilities include: providing committee governance oversight to 42 management level committees, including charter renewal and working with key stakeholders to ensure committees are operating in accordance with their charters and adhere to Enterprise-level requirements as detailed within the Enterprise Risk Management Policy and Enterprise Committee Governance Standard; serving as subject matter expert on governance matters for key stakeholders in Risk Management, Business Lines and functions; and developing and conducting training as required for all responsibilities outlined above.

Supported Information Protection & Risk Management and Engineering & Technology as their PMO Manager; facilitated, coordinated and supported Project Governance inclusive of local governance, enterprise and CIO-level routines for CIO team (e.g. ITIR, CIO Deep Dive & Portfolio Planning); met with new Project Managers and orientated them to Ally's Project Management Processes; coached and mentored Project Managers on the proper process and tool application on projects (APEX, Clarity, Tearoom, PFMA, Reporting); conducted project compliance assessments as appropriate; facilitated the Annual IT Portfolio Planning process and developed materials used in the Executive Business Review meetings; worked with PMO managers aligned with each of the IT Business Units to develop the final presentation used in the quarterly Executive Investment Review (IT IR) meetings; and supported internal and external audits of projects within the Business Units.

Ally Financial - Human Resources (HR) Operations (March 2013 - December 2014):•Responsibilities include working with the 2014 Compensation team to ensure employees are in the correct variable pay plans; executing the company monthly headcount reporting; working with Work Force Administration (WFA) team to conduct 20 – 30 employee data audits in the ADP system; executing and distributing daily and weekly HR reporting to non-HR teams; and assisting the Talent Acquisition team to collect and submit sign-on bonuses and referral payment files to payroll.Compensation Cycle Project: Project Manager for two consecutive Annual Compensation Planning Cycles at Ally Financial Inc. (August 2011 – March 2013): •Responsibilities involved leading the $500k Compensation project through business requirements, implementation of enhancements and execution of payouts; developed and tracked cross-functional team tasks which included the Compensation Tool and HRIS BPO suppliers; created project sizing and resource cost estimates using Ally’s methodology; ensured project met corporate compliance and IT policies/standards; and developed all Tollgate documents presented in the Executive Leadership PMO meetings. •Simultaneously managed two other projects during the Compensation Project that involved the automation of the employee interface to the Car Buying Program suppliers and automation of the Benefits Eligibility data interface to the Benefits supplier.

Human Resource Outsource (HRO) Project, Bank of America transitioning HR services from Fidelity to Hewitt Associates (April 2010 - present): •Responsibilities include management and coordination of AIR (Applications, Interfaces and Reports) inventory. Involves working with Bank of America HR Technical Delivery Managers (TDM) and Hewitt to track and report progress of over 2900 interfaces, applications and reports from requirements through the implementation phase. Merrill-Lynch Transition, Compensation Workstream (Feb 2009 – Mar 2010): •Responsibilities included technical management and coordination of all aspects for conversion of legacy Merrill-Lynch Compensation to Bank of America Compensation Systems; worked with compliance to grant cross-company system access for the Compensation project teams; coordinated technical web-based URL testing for Global HR workstreams; managed over 2000 technical transition cut-over tasks; provided daily transition management reporting; and coordinated with technology managers testing of legacy applications on Bank of America and Merrill-Lynch desktop images (Tbanding).Countrywide Financial Transition, Compensation Workstream (Feb 2008 – Mar 2009):•Responsibilities included technical management and coordination of all aspects for conversion of legacy Countrywide Compensation to Bank of America Compensation Systems; technology resource planning and budgeting; and technical management of web-based URL testing for all Global HR workstreams.

•Coordinated Peoplesoft payroll integration testing. Successful integration of approximately 5300 employees into its acquiring company•Managed a cross-functional integrated team of 30 people during year-end cycle. Resulted in successful development and distribution of over 143,000 W2s.•Managed client joint venture acquisition of 7500 active employees. The company acquired had overall sales of $16 billion. Integrated employees into HR, benefits and payroll under the acquiring company’s policy structure.•Managed all seven phases of a complex project decommissioning the Position Mgmt functionality from client's Peoplesoft. Minimized steps of position transactions and streamlined the process of filling jobs.•Program Mgr for annual Comp project for three years. Successfully launched very challenging Annual Comp Tool (merit and bonus) functionality with the project team. Resulted in very successful Comp cycles. Variable payout grand summary of $377, 754,910 to 21,332 employees.

•Functioned as project manager within Personnel. Worked with various lines of business within Personnel ensuring processes from acquired banks were integrated into the Bank of America environment. •Led other projects within Personnel, such as Health & Welfare benefits annual enrollment that consisted of more than 150,000 associates, facilitated project readiness, escalation and resolution of issues, and maintained communication with project sponsors.

•Functioned as team lead for a group which developed and implemented processes to acquire and transfer critical equipment data from the manufacturing vendors to the Logistics distribution vendor for a national provider of PCS wireless services. Defined processes, interface requirements and vendor service level agreements, established a standard file layout format, developed methods and procedures, maintained project workplan, coordinated testing and training, and developed an evolution report. Promoted to Manager.•Developed project management approaches (e.g., scope and issue management) at a major utility company. Helped plan a software package integration project, and used Navigator Systems Series methodology to develop a standard project charter template and workplan. Coordinated and ensured that all project charters adhered to standards, created project management procedure guides, and facilitated system interface requirements.