Assumed responsibility for Strategy in 2013; implemented a process to drive accountability for execution throughout the organization and designed a tool to clearly communicate our Vision, Mission and Core Values driving employee engagement to new levels - everyone understands how they contribute to the overall success of the organization and where to focus their collective energies.Turned IT reputation around in the first year - improving the basics; System Availability to 99.5% (and by 2016 to 99.97%) from "dismal and not measured", First Call Resolution to 82% (2016 - 85%) from 43% and Successful Project Delivery to 98%. Delivered first mobile capabilities to rival the competition, improving the member experience and facilitating an 'ease' of doing business with the Credit Union. Given responsibility for Information Security, Business Continuity, and Facilities; and remediated significant legacy security risks such that 3rd party penetration testing could NOT permeate the perimeter, improved recoverablity such that critical Banking and Lending systems are recoverable in less than 6 hours. Customer Service survey revealed 85% satisfaction rate after 2 years.

Consulting in the mortgage industry, specifically mortgage default servicing, for Bank of America. Created an automated service release process, involving all stakeholders - allowing quick divestiture of mortgage servicing to various third parties. Reduced manual efforts by 80% resulting in significant operational efficiencies, and reduced risk.

Reporting to the CEO of this start-up enterprise, built the I.T. organization from scratch, selecting the talent and technologies to create a highly available and nimble, (private cloud-computing) infrastructure. Responsible for aligning the IT team with business strategic objectives for multiple businesses (started eleven companies and integrated two existing), in a rapidly expanding and fluid environment.To ensure a consistent focus on project ROI, formed an I.T. steering committee, with business executive membership to assure that the highest value projects were prioritized in alignment with business strategic objectives. This group of highly engaged business executives, which included the CFO and CEO, worked with I.T. to ensure accountability from all stakeholders.Introduced disciplined, non-bureaucratic processes for I.T. Governance, Project Management, Systems Development, Data Security, Business Continuity, Risk Management, Procurement and Vendor Management resulting in delivery of high quality, timely and effective business solutions.

Fremont Investment and Loan is an industrial bank with a major sub-prime residential lending/servicing division and commercial lending operation. This role fulfills the business liaison with IT,providing strategic direction for technology in support of business objectives. My IT team is responsible for enterprise applications and all applications supporting the Retail Bank and Corporate departments – HR, Finance, Audit, Compliance, Marketing, Broker Performance. The enterprise apps include Imaging and Data Warehouse. Support all web apps and responsible for application integration.

Responsible for IT division (staff of 180) supporting Balboa’s lender placed insurance services (clients are major banks & lending institutions - represents approx. 75% of Balboa’s revenue) - $40M budget. Accountable for IT delivery aligned with business priorities–client implementations, new appl dev and maint. on mainframe, client server and web platforms. Established core competencies and measurements for all job positions and developed a high performing team with a solid reputation for delivery. Upgraded onsite skillsets of BSA's,QA, Security,Help Desk. Increased outsourced development by 50% in one year. Implemented project management methodology improving project delivery (on time and on budget) by 75%. The PMO team managed > 50 projects per year with 82%meeting target dates, budgets and customer expectations – with exceptional recommendations from clients such as Citifinancial and GMAC. Developed metrics, SLA’s, to provide feedback mechanisms driving continuous improvements.

WFS (now Wells Fargo) was a sub-prime auto lender and bank in Southern California dealing directly with the auto-dealers. As Vice President of Business Systems Solutions I was responsible for the project management and business systems analysis teams supporting both WFS and WFB. Implemented a highly effective project management process and mentored the BSA's to high performing analysts. Several large, successful projects were implemented including redundant IVR's in Irvine and Dallas call centers, upgraded ATM's, new customer billing statements, and a People Soft Financial implementation.

Started as a computer operator at AVCO Canada in 1977(acquired by Associates First Capital and ultimately Citi Financial). Wrote JCL and ran operations for Canada and the United Kingdom operation. Transferred into systems development as a COBOL programmer. Promoted to systems analyst, business systems analyst and systems manager. Designed and developed applications for consumer finance (revolving charge, loan, mortgage, insurance systems and general ledger.) In 1985, our team designed the first automated branch loan origination and servicing system. Once deployed I moved into a new position managing a combined accounting and systems groups. When we launched a Trust company, I managed the implementation of the Canadian system and took on an internatinoal assignment to implement it in the United Kingdom. Transferred to the U.S. parent in 1996 as part of an international program to develop a common Loan Origination platform for five countries. Promoted to Assistant Vice President before the Associates acquisition and retained as part of the final team of 10 I.T. personnell assisting with the conversion process.