Lead a team of contractors, consultants, and FTEs to design digital user experiences that support the end to end client journey and achieve measurable business results.

Manage the GDS Experience Planning portfolio roadmap, balancing support for regional and global journeys. Apply user-centered design thinking supported by data-driven insights to understand current state and design future state journeys in partnership with cross-functional teams. Partner with product and business groups to track and close experience gaps, influencing team roadmaps to drive implementation. • Increased BAU adoption for global use cases by 40% year over year• Introduced OKRs oriented to commercial outcomes for multi-touch omni-channel client experiences, with $534M Opportunities identified in 2023 as of July 31st• Co-chair of CX Community of Practice, fostering a culture of knowledge sharing across the enterprise while establishing an applicability and applied value baseline for the community in 2023 in order to establish and measure against increase targets in 2024• Drive definition and facilitate execution of an integrated omni-channel client & prospect experience; fostering collaboration across global brand, thought leadership, product, and BU teams to advance strategic business objectives; acting as SME on digital initiatives to ensure alignment to the journey vision

Played an integral role from program inception, working with executive stakeholders and operating sponsors to translate business strategy into scalable front-to-back journeys supported by technology platforms, process, data, and tools while establishing governance to advance the maturity of TRP’s lead management practice globally.• Developed and drove global adoption of an Experience Planning and Activation framework within TRP’s Global Distribution group, providing executable journey plans aligned to business outcomes• Spearheaded a change management plan to drive awareness, desire, and adoption of the Experience Planning process, resulting in a 27% BAU adoption rate for global use cases across all global distribution BUs with 59% adopting in a test & learn capacity in the first year• Worked across 15 cross-functional teams, including architecture, product, and business stakeholder groups to deliver foundational front-to-back lead management capabilities, establishing integrated cross-team planning to facilitate seamless planning and delivery and elevate risks across teams effectively • Established the Lead Management Community of Practice, with 47% of community members indicating they were able to apply learnings from the CoP to their daily role and 85% finding the topics relevant to their role• Championed measurable outcomes, developing a multi-dimensional Lead Management maturity calculation to measure progress toward maturity goals, achieving an increase from 1.73 at program inception to 3.10 (out of 5) by end of 2022• Conducted a Transformational Assessment to gauge program progress and illuminate remaining gaps, resulting in a business case with three pacing options used to inform decisions at executive sponsor level for 2023 funding

Played a pivotal role in bridging the gap between technology and business objectives, leveraging technical expertise and collaborative skills to drive innovation and growth in USI's marketing automation endeavors, eventually leading to the formation of the Global Distribution Lead Management program.• Engaged in strategic consultations with Lead to Revenue marketing and analytics managers, collaborating closely to define use cases that drove program objectives, leveraging both existing and emerging technology solutions• Partner with architecture teams to determine the best technical approach to deliver prioritized capabilities, coordinating with multiple product and development teams to negotiate prioritization for the delivery of capabilities

Led a team of eight Product Owners and Business Analysts to support over 300 users across five BUs on TRP’s B2B Salesforce implementation, managing stakeholder relationships, coordinating portfolio prioritization, providing coaching, and collaborating with development teams to deliver planned work.• Established an agile quarterly release planning cadence, enabling focus on high-value strategic initiatives while providing capacity for BAU updates within the portfolio and resulting in improved visibility and expectation management for stakeholders• Defined a tiered Case management process and partnered with multiple cross-functional teams to implement, resulting in reduced speed to issue resolution for BU stakeholders and clear accountability for Case management based on the complexity of the request• Introduced an MBI/Feature summary template outlining request scope, strategic alignment, business value, time criticality, and dependencies to aid intake and prioritization conversations• Oversaw transition to Salesforce Lightning UI while continuing delivery of BAU enhancements, partnering with Salesforce Project Manager to ensure change management efforts were aligned to delivery timing

Led a matrixed team of product owners across marketing, enrollment, servicing, and UX to manage the Salesforce portfolio supporting over 250 users globally while also serving as product owner for the enrollment group. Established close working relationships and communication streams with executive leadership and other platform teams to identify pain points and align product development to business goals. Directed change management efforts to maximize use of the platform and improve operating efficiency.• Reduced average record merge turnaround time from 24 hours to under 5 minutes through a combination of process adjustments, system enhancements, and change management• Led delivery of internal alert tool which achieved a 20% increase in speed-to-outreach goals• Managed one direct report, coaching her into a higher-level position with focus on operational stability and issue resolution• Supported launch and stabilization of Salesforce for Walden Enrollment, guiding over 100 issues and enhancements through the agile development process

Partnered with sales leadership and account management teams to develop and execute effective account-based marketing initiatives for Transamerica’s bank and credit union affinity segments, incorporating new and emerging technologies, such as Salesforce CRM into the marketing, sales and communications process to aid in the success of these initiatives.• Successfully merged two business units in 2013, combining digital presence, facilitating customer communications, website and collateral redesign, and migration from Microsoft CRM to Salesforce implementation• Administered and managed enhancements for Salesforce instance of over 50 users• Drove a content-based B2B website strategy, achieving a 46% increase in organic search traffic in the first year• Developed and executed targeted marketing campaign plans, converting 3.5% of recipients to an appointment with sales

Developed and executed the marketing strategy for the credit union segment in partnership with executive leadership. Drove key elements of the strategy including website experience, client events, thought leadership, and ad spend.• Introduced digital and social media initiatives, contributing to annual revenue totals 225% above target in 2012• Managed company Salesforce instance for 4 years, performing administrative tasks, onboarding new employees, and consulting closely with executive leadership to identify and deliver enhancements• Established ROI metrics to inform ad placements and maximize spend• Worked with third party PR firm to execute marketing communication strategy

Assist customers with the mortgage loan process, review applications, and keep informed of industry standards, best practices, and regulations.

Guide customers through the mortgage loan application process by evaluating applications, being informed of loan programs and rates offered by a variety of lenders, matching borrowers with the appropriate loan for their needs, and facilitating the underwriting process.