· Managed a Closing team (2017-2021) and Processing team (2017-2024). The Closing team was responsible for sending closing disclosures, final closing documents, sending the wires and reviewing the signed closing documents from the title company. The Processing team was in charge of ordering and obtaining 3rd party services and collecting documents from customers needed to meet the underwriting conditions per loan program guidelines.· Our team completed the processing of mortgage loans and helped achieve record origination volume for FNBO in 2020 & 2021, closing 10,000 loans each year.· Ensured our process flows and procedures adhered to the following regulations: HMDA, FCRA, Reg B, RESPA/TILA, BSA/AML, and ATR/QM. We utilized data via Power BI to limit risk and decrease error ratios. One example of this was improving our HMDA error rate from 24% in 2023 to 5% in 2024.· Operations project member of an end-to-end review of the origination process in 2017. We eliminated the number of steps in the mortgage process by 60% and the average mortgage timeframe from 39 days to 20 days.· Collaborated with the Credit, Sales, IT, Risk, Secondary Marketing, and Servicing teams on daily work and project implementations to ensure no impact to the mortgage value stream.· Improved existing SLAs using continuous improvement practices (Kanban & Kaizen methods) to create efficiencies and improve processing timeframes. Using these practices, we were able to slash initial processing timeframes by 68% on average in 2023.· Project Lead for implementing appraisal deposits into the mortgage process. By collecting the deposits via ACH or debit, appraisal expenses on non-closed loans were reduced by $250,000 annually· Operations Project Lead for Secure Document Exchange, an electronic document delivery service intended to make the customer experience more convenient. Trained Operations, Credit, and Sales team members on the system and the benefits of using electronic document delivery.

· Managed the Initial Disclosures and Processing Assistants team who handled sending out the RESPA packages and ensured initial documentation from the customer was obtained per loan program guidelines.· Due to higher-than-expected origination volume, our team doubled from 9 individuals to 18 within my first 6 months in the role. We set monthly records for RESPA packages sent and files sent to initial processing in spring of 2016.· Updated procedures on a quarterly basis and coached applicable team members on process changes prior to implementation dates. Worked with the mortgage risk department to ensure that various lending regulations were met.· Analyzed staffing requirements to meet the varying seasonal and yearly mortgage production needs. We encouraged employee development by lending out employees to different business units during slower times to allow for added skill development.· Coordinated employee hiring, compensation, yearly reviews, monthly one-on-ones, and disciplinary actions. Led team sizes upto 23 individuals without a team lead.· Mediated escalations involving staff and business partners to ensure there was no customer or employee impact.· Established SLAs for our roles to ensure the remaining mortgage process had sufficient time and that compliance timelines were met (most notably RESPA, Reg B, and TRID appraisal delivery timelines).· Increased efficiency by finding a system enhancement to automate appraisal deliveries to the customers in 2017, which allowed for those responsibilities to be absorbed into another role with little added work.

· I was a member of a management trainee class of 12 individuals who were selected amongst 250 applicants.· Finished the accelerated program with key business units throughout the bank and gained an overview of bank products andservices. The rotations completed were with Operations, IT, HR, Buildings, and the Retail Banking divisions.· Went on market visits to Lincoln, Colorado, and Illinois to understand how FNBO impacts each community differently basedon location.· Attended professional development training classes and participated in community events, including Habitat for Humanity.

· Implemented store improvement practices learned from two 10-week management trainee programs.· Oversaw daily store operation activities including inventory management, closing and opening the store, counting drawers,completing bank deposits and cash handling.· Achieved store revenue goals upwards of over $30,000 per day.· Our store led all Omaha stores in sales (20+ locations) of cash register promotional products.· Worked with 10 product vendors handling receiving claims and managing inventory.· In charge of HR activities such as employee scheduling, engagement, and coaching of 15 employees.· Autonomously merchandised endcaps to increase sale product revenue and drive customer foot traffic.· Led a store wide loss prevention program to help keep inventory numbers more accurate and limit expenses by 15%.· Past Walgreens Experience: Management Intern (May 2013-August 2013), Shift Lead (August 2013-May 2014), andAssistant Store Manager Trainee (May 2014-November 2014)

• Oversaw lawn service operations on 70 corporate and residential locations.• Provided training to new employees.• Lead landscaping crew (3+ seasons).• Kept of inventory of company materials.• Provided outstanding customer service.

• Provided expertise and general claims support by reviewing, researching, investigating, negotiating, processing and adjusting claims.• Processed multiple high dollar hospital and medical claims.• Ability to multi-task and understand multiple databases and numerous levels of benefits within each database. • Consistently met and exceeded established productivity levels, schedule adherence and quality standards.

Team leader for Chelsea’s ChampionsHelped raise $5,000 for the Walk to Cure Diabetes