• Develop and executed the implementation of structured improvement processes to ensure strategic, operational and tactical improvements are realized throughout the organization by following rigorous and thoughtful process management discipline through SLQ2CQ methodologies. (SLQ2CQ is a hybrid process of Six Sigma / Kaizen / Agile practices). Allowing the business to double originations volumes, increase their NPS score and shorten cycle time.• Provide oversight to promote development and implementation of a consistent Risk Management Framework that supports the achievement of the businesses overall objectives, ensuring Enterprise Risk Policies are adhered too, and risk is appropriately monitored and controlled. Including Audit management documentation, RCSA / process Assessments, Issues & Event Management, Compliance Controls & Testing, and Risk identification / mitigation / acceptance.• Lead the implementation and development of the Risk Infrastructure system PRIME into multiple business entities, including the integration into the granular process management activities to reduce overall risk, automation of controls & reporting, and clarity of where residual risk still needed remediation.• Re-imagine Recruiting. Redefined the recruiting process that was simpler for the recruiter, candidate & hiring manager without sacrificing quality. Reduced the Open to Start from 156 days to 26 days, and the Open to Hire from 136 to 14 days. Turned the recruiting approach from passive (candidates apply) to dynamic approach (identifying where top talent is working and reach out to them). Won the top award for the division for the impact it had & was adopted throughout Capital One.• Community Council Lead 2014 – 2016: Created a culture that embraced community first through leadership commitment and then down to the associates. In two years participation was up from 15 % to over 90% and total hours volunteered was up 968% from prior year. We helped over 1000 families!

• Designed and implemented the operational risk framework into the current Vendor Management framework across Home Loans to ensure compliance with the OCC guidelines and internally policies. This was achieved through establishing vendor management principles, policies, standards, & assessment. The assessments identify gaps in the current control infrastructure (inherent & residual risk) that were then mitigated through implementation of robust controls & performance reporting both internally & with the vendors.• Managed a team of 15 associates who oversaw 161+ vendor relationships (operations, tech, marketing, professional services, etc.) that resulted in 60% of the Business’s Operational Costs.• Established a more robust negotiations approach of contracts to ensure the best cost & performance standards for the firm / customers was achieved. The new approached saved over $15MM+ in operational costs over 2 quarters, & held vendors to strict operational performance and regulatory standards. • Lead the BCM program & team in the development, implementation and management of key BCM program areas including business risk and impact analysis, development of recovery solutions, business recovery plans and testing. Ensured the business recovery capabilities satisfy the business, customer and regulatory requirements. • Maintained the alternative Workplace / Workforce recovery strategies, documentation, and capabilities which ensured alignment to the business, vendor, and enterprise needs. The process effectively articulated risk consideration, trends, gaps, and potential compliance, operations, financial, and time dependant impacts as they related to Operational & Reputational Risks.• Organized the annual Charity Golfing event where we raised funds for Girls inc. that covered their annual operating costs of $250K. I also facilitated the partnership with Dr. Pepper / Kaboom which was able to qualify them for the implementation of new safe playground equipment.

• Developing and managing the operational risk framework across Commercial Bank (Treasury Management, Middle Markets, Corporate Real Estate, Specialty Finance, Capital Markets, Commercial Operations) . This includes, developing a standard infrastructure for proper timely identification, measurement, and monitoring of Operational Risk. • Establishing the infrastructure (e.g. Policy, Standards, Procedures, Methods) for: RCSA Performance; Policy & Procedures; Reputation Risk Governance; Loss Data Procedures. Ensuring consistency in application across the Commercial Bank.

• Key Support Areas: Wire (International & Domestic), Card Payments (Retail & Commercial), ACH (Retail & Commercial), Lockbox (Including Health Care Lockbox), Currency & Collateral Vault, ARP, Account Analysis, Derivatives, Sweeps & Investments, Foreign Currency, Deposit Escrow.• Key contributor in leading, developing & deploying of the new Commercial Operations (Treasury & Payment) Operational Risk Framework. Included: RCSA, Identifying KRI's; centralized Issue & Event management process; Risk Reporting Dashboard; New Initiatives Risk identification; Audit Readiness, Business Continuity Planning.• Facilitated & led the first RCSA process within Capital One. Included developing a tool to complete a bottom’s up risk analysis approach that lead to key identification of risk gaps. Remediation plans were executed & risks remediated to an acceptable threshold. Monitoring plans were put in place for key indictors to ensure sustainability. • Led a team of Risk Associates responsible for establishing & deploying risk programs to proactively identify, assess, mitigate, monitor, & control operational risks. Team completed 43 functional (process level) risk assessments that identified over 350+ potential risk gaps.• Facilitated partnership with the Compliance teams to ensure regulatory requirements were documented, embedded in the process and systems, & effective as applicable.• Led, coordinated & trained both the risk associates & the business associates to promote risk management awareness & compliance culture. • Developed & facilitated the process for Audit Readiness which evaluated the Risk Management practices that are embedded into the functional areas. Ensured E2E Audit interaction model was executed timely over multiple business functional areas & that remediation was established & completed within timeframe. • Ensured effectiveness of Business Continuity Plans & Disaster Recovery Plans through plan design, testing, & implementation. (31 Plans)

• Managed the E2E processes for Joint Ventures & Non-Equity Strategic Business Alliance Division. Including leading a team of global associates that manage over 1500+ external alliances partnerships impacting 21% of the mortgage retail funding business. • Managed the E2E Operational Risk & Credit Risk (identification, assessment, mitigation, Risk Governance and Monitoring) • Led a team of experienced Risk Associates responsible for establishing / deploying risk programs to proactively identify, assess and mitigate operational risks of all types &developed mitigation plans & business controls • Partnered with Audit Teams to ensure the appropriate risk-reward balances were within the business unit and proper business control monitoring was in place. • Ensured application of applying analytical & statistical rigor to relevant data (Including leveraging Voice of the Customer, Regulatory, Compliance, and other critical information) to determine all root causes and gap analysis of complex business issues• Led a team of Legal associates responsible for management of contractual agreements, leases, & negotiation of contracts to business partners at the local, regional, & national level in accordance with company policies & procedures as well as applicable laws (including RESPA). • Managed technology team responsible for creating framework for alliance management for internal partners along with management of daily production tickets for both internal technology and external customers for account management issues. • Engaged with business partners regarding functional process and process capability issues. Including leading a team of process consultants that execute process improvement projects with Six Sigma Methodology responsible for leading all initiative & strategic project work for SBA. SBA portfolio included over 50+ projects, initiative, or JDI’s (Just Do It) at a given time through BOA internal CM Methodology.

• Engaged with business partners to analyze, implement, & update processes by utilizing sound process improvement models & techniques. Maintained balance of Customer Experience, Risk, Compliance, associate and Shareholder impacts. Led large, complex strategies that had long-term impact on the company. Developed innovative solutions to address complex business issues. Managed design / redesign of processes or initiatives for Consumer & Small Business Banking across Banking Center, ATM, e-Comm., Card, & Tech. • Led the “Where Is My Money” Program, which is an End-to-End effort where the team improved customers’ funds availability from 62% effectiveness rate in 2007 to 95% in 2009 through key strategies. In 2009, WIMM reduced FCIs (failed customer interactions) from 6,212,969 to 2,968,956. That is over 3.2 million FCIs per month. (FCI= Failed Customer Interaction). Responsible for over 43+ million deposit accounts and over 60MM+ deposit transactions a month.• Please refer to resume for detail of strategies & initiatives completed, along with financial impacts. • Developed E2E FA Education for customer facing associates. Included unification of Internal Policy & Process documentation sites to ensure clarity.• Managed E2E Testing for internal & external components to ensure implementation met all the functional requirements.

 Managed a group of analysts that are responsible for performing complex analysis and modeling of operating losses and other risk exposures.  Developed & maintained the loss forecast for Deposits Banking Center NCL Losses. Included forecasting & financial reporting for a GCFP & Deposit Partners.  Developed a daily incomings model to assist with forecasting accuracy in relation to variance explanations, & accelerated the management visibility to manage incomings on a daily bases to be more responsive to stresses and develop appropriate filter strategies  Understood & quantified risks associated with new or proposed process or procedural changes, new products or programs, or changes in business conditions. Worked with internal clients & business Partners to understand, quantify and balance the relationship between revenue, cost and fraud losses (risk vs. reward), and established fraud communication forums with internal clients & business partners.

 Managed the relationship between fraud risk, revenue and operational efficiency through effective policy management, defect analysis, reporting, & analysis of fraud results.  Supported achievements of business goals by working on more complex activities or projects with others within the unit and with partners. Lead projects and coordinated resources. Worked with internal clients to understand, quantify and balance the relationship of risk vs. reward, and establish fraud reporting for both LRM & Deposit Partners on the performance of the initiatives.