▫ Currently responsible for strategy and business process development for a suite of recovery products▫ Manage the Agency Attorney and Probate Bankruptcy product families inclusive of 8 product teams- Manage a Data Science team responsible for creating and executing strategies targeted at improving recovery volumes and expense optimization- Manage a two Process Improvement teams responsible for optimizing recovery processes for compliant and efficient processing▫ Developing the In-House Attorney product with a nationwide rollout strategy.▫ Actively drive resolution for compliance and legal issues across the collections and recovery business area

▫ Managed the delivery of a $40 - $50M technology and business process portfolio▫ Led a team of Product Owners and Business and Data Analysts delivering products across Multifamily▫ Multifamily SME assigned to the Freddie Mac Corporate Finance Transformation▫ Multifamily lead for Corporate Robotics Pilot and Implementation▫ Led the development of the Multifamily Digital Transformation Strategy and Implementation Plan▫ Created team structure for first two Multifamily modern delivery (Agile) pilots for digital delivery▫ Developed strategy for customer and partner co-innovation labs with key Multifamily Customers▫ Implemented a customer experience function to engage with external customers on technology strategy▫ Created a User-Centric technology development focus as part of a digital transformation▫ Implemented Underwriting, Asset Management, Operations, Marketing, and Capital Markets technologies and processes▫ Implemented CRM, Cloud, B2B and mobile application technologies

▫ Responsible for Global Operations and Global Financial Targets including Revenue and EBITA. ▫ Created and implemented a global business strategy that included customer acquisition and retention, financial growth targets, operational efficiency, and new product line introductions.▫ Developed, managed, and grew global partnerships for increased distribution and support channels.▫ Owned product roadmap, development, delivery, and customer engagement.▫ Oversaw double digit business growth in both EBITA and Revenue in 2014 and 2015.

Interim manager of global technology organization consisting of over 250 FTE and 200+ vendor staff across Europe, US, and Asia. Annual budget over $100M in operational and capital expenses.▫ Managed all global IT operations including Global Command Center Operations, Information/Cyber Security Operations, Data Center Operations, Help Desk, Identity and Access Management and Project Delivery.▫ Restructured IT Supply organization to drive lower costs, increased stability, and increased delivery. Achieved an estimated $10M cost reduction in year over year costs and 34% stability increase in 2012 vs. 2011.▫ Successfully managed through multiple DNS attacks minimizing impacts to business operations.▫ Managed vendor contracts for software, hardware, SAAS, Cloud and professional services. ▫ Implemented a data center strategy that included 4hr RPO/RTO globally with a Hot/Hot business resiliency fail over model.▫ Co-sponsored technology innovation products including mobile, BYOD, unified communications and collaboration, cloud.▫ Developed and implemented global business support strategy for IT, including Asia, Europe, and the Americas.

Managed a 25-person team of IT and business professionals in multiple geographies. Owned an annual P&L for practice.

Developed the go-live implementation strategy for a $60M program.Delivered first-ever complex program success within the organization.Wrote implementation playbook for future large program implementations, which was incorporated into Markel’s delivery process and leveraged for a later data warehouse consolidation program.

Created the Executive Program Office to manage a $100M telecommunications and payments network acquisition and integration program. Evaluated project team delivery effectiveness leveraging a variety of project methodologies including waterfall and agile. Advised client VP of strategy on risk areas, mitigation strategies and program progress.

Executive Consultant to program executive and delivery VP on $100M “Save the Business” transformation program. Developed and executed SDLC strategy using Rational Unified Process, agile and waterfall methodologies. Managed IT conversion command center through migration activities. Successfully implemented in March 2008 with support activities through December 2008.

Senior PMO consultant on a $500M credit card systems re-platforming program. Mentored project managers on effective project management practices and methodologies. Assessed overall project and program risk areas. Successfully implemented in March 2007.

Played critical role in proposal development and risk analysis for defense collaboration program.• Authored firm’s Market Introduction and Handbook, which detailed the firm’s presence, strategy and goals in $1.5B Defense Information Systems Agency (DISA) marketplace.• Led successful proposal development effort for $1.5M collaboration support contract.

Led teams through system implementations, software development, and conversion projects for a variety of federal government clients, including USDA and Thrift Investment Board, including P&L management (up to $15M) and staff optimization. Built and managed key client executive relationships. Led proposal efforts ranging in size from $1M to $15M. Trained key staff in corporate accounting process and accounting ethics.