Integrated Marketing organization senior leader responsible for establishing firm strategy and delivering quality marketing and technology services across a diverse client base.Organizational strategy responsibilities include: - Drive employee engagement and delivery across the organization; setting the tone of the outlook of the firm, in short and long term.- Maintaining consistent view of the industry landscape, assessing trends and making key decisions regarding opportunities to enhance the Stratagon services portfolio- Engage with firm advisors and key relationships to ensure growth in not only client-base, but also expertise-based reputation across the integrated marketing and technology services landscape- Development of key relationships leading to growth of the client portfolioClient Solutions portfolio includes:- Design, development and execution of a nationwide mobile marketing tour for Fortune 100 client. Campaign lifecycle included asset procurement, logistics, attendee acquisition, hospitality, marketing and analytics.- Implementation and rollout for multiple instances of Salesforce.com, and the processes and workflows associated, with multiple SMB and large-cap clients- Delivered goal-based objectives for inbound marketing execution in B2B and B2C clients.- Managed tradeshow experiences, including booth furnishing acquisitions, activity and promotional creation and execution, and brand ambassadorship for multiple clients

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Senior leader within the Enterprise Global Services Organization, primarily responsible for key strategic initiatives as well as holistic governance in the Wells Fargo offshoring and outsourcing organization. Global Platform Expansion efforts - Senior leader responsible for the physical growth of the Global Services platform including :• Geographic Expansion of Global In-House Center (captive) portfolio - led the program responsible for end-to-end establishment of a Wells Fargo Delivery Center in the Philippines. Expansion was the most significant and ambitious step since WF's initial expansion offshore. Guided partnerships with the lines of business (LOBs) to operationalize processing within facility, as well as establishing ground-up all shared services, culminating in a successful site opening Oct 2011. • Geographic Expansion of Vendor/ODC portfolio- led the program responsible for subsequent growth of the vendor and offshore development center portfolio. Program output included site and vendor expansion in Chile, Argentina, Costa Rica, and further growth in India. Program responsibility included leadership of all functional areas including technology/infrastructure, legal, risk management, vendor contracting, project management and governance. Governance Management – senior-most leader accountable for the holistic governance program ensuring compliance to policies and standards throughout the global organization, including both the internal team and key strategic vendor relationships. This included:• Owning the establishment and management of project-centric methodologies, including procedures and protocols, for the transition of process delivery to a global footprint. • Responsibility for adherence to enterprise policies and corporate standards across Enterprise Global Services, as well as development of long range strategic plans for providing governance over EGS. • Evaluating opportunities, including those involving third-party relationships

Key member of corporate strategy & governance group for Outsourcing & Offshoring (O/O), providing • Oversight of Transition & Service Delivery functions and support of the Lines of Business• Management of the development, rollout and governance of corporate-wide methodology for Outsourcing/Offshoring process migration, including engagement,monitoring and decisioning of transitions in execution across the program/enterprise.• Creation and management of the Enterprise Service Delivery Model for enterprise offshore vendors. • Leadership and direction for the Outsourcing Enterprise Leads, a group of key functional support partners with responsibilities in the O/O space. • Management for O/O program staff, including project management and finance resources, responsible for support of special initiatives, governance and reporting within the O/O program. • Key integration leadership, including liaising with Wells Fargo leadership in assessing the condition and characteristics of all aspects of the platform and developing a view of the newly integrated platform

• Provided day to day operations leadership to a team of senior project managers responsible for overseeing the successful transitioning of selected operational functions to preferred outsourcing vendor • Served as the primary liaison with offshore vendors in regards to transition management. • Responsible for delivery of team accountabilities within deadlines and quality guidelines. • Developed & monitored vendor transition performance metrics & ensured compliance with company requirements. • Provided input into performance appraisals and managed staff development & performance• Managed resource allocation & quality measures to ensure overall performance of the team. • Reviewed & recommended new work procedures to streamline processes. • Planned, scheduled & coordinates activities with related departments. • Ensured ongoing communication to employees and superiors.

Outsourcing Transition Manager 2006-2007• Managed the transitioning of selected operational & knowledge processes to preferred outsourcing vendor • Consulted with process owners to develop performance metrics & quality standards for managing outsourced delivery• Consulted with business partners to drive delivery of solutions & programs, with continuous eye to risk mitigation and change management• Offshoring PMO startup – led initial transitions, establishing an O/O presence within the Wealth Management LOB; 3 distinct processes across AR/AP/licensing functions, accounting for ~35 FTE• Transitions – oversaw 11 transitions in 12 months, accounting for ~70% growth in FTE

• Initiated & maintained reporting relationships with project stakeholders to coordinate efforts across multiple business units & ensure continuous efficient management of projects• Built & maintained strategic alliances, both within & outside of the organization, to effectively influence & direct others to achieve business solutions• Assessed impacts of project scope & implications throughout project timeline; including development of strategies, readiness assessment, development of training and communications• Identified & eliminated obstacles to solution plans, business goals or implementation; provide change management consulting• Developed & implemented contingency plans for necessary risk mitigation• Built business cases for review by Wealth Management Steering Committees including Investment Review Board

• Managed projects introducing new software packages to internal sales staff & external customer base• Delivered technical education to varying degrees of expertise• Promoted sales & solution assurance reviews for various customers • Designed & implemented IT solutions, working closely with customers• Targeted contract objectives for Fortune 100 client, managing project resources according to delivery need • Delivered 85% utilization on 75% target billable to clients• Coordinated activities as a liaison between network software development team & field technical support staff• Delivered “Beta”-program software skills transfer /training for field support staff • Administered all lab hardware & software, managed any problems encountered in development situations