As the head of Global Data Governance & Strategy, I lead a large team of international direct & indirect reports as well as matrixed resources, in development and implementation of key data management and governance practices and processes for the global organization. Key challenges include aggregation and compilation of data from many sources with varying levels of quality and compliance to create a single golden record of data that drives business processes and decisions.I provide oversight and direction for identification, aggregation, and certification of key data sources across multiple data domains for the organization to improve data literacy, availability and quality for the organization and its critical components.I create and foster key relationships with business and technical leaders across the Circle K organization, from c-suite to front-line workers toward creating a better understanding of data needs and processes for the organization and to provide alignment of data management & governance needs against other key company initiatives.As a key leader in the Data & Analytics organization, I advise on data needs for Data Warehouse development, support key D&A initiatives, and lead prioritization efforts across the D&A organization to provide more visibility and transparency to work for the larger organization.

As a consultant to the leadership team for the Credit, Retail and Merchant Services Technology (CRMST) team, provide leadership and direction for key initiatives and needs for the larger organization, working with key partners across the organization, from Credit Risk Management to Enterprise Technology teams, to deliver value for the organization.As the key liaison with the Credit & Fraud Risk Management team, created a view into technology opportunities for the team, and currently working with that group to curate those prospects and create a road map for implementing change to support the long-term needs of the organization.As owner of initiatives from the CRMST team, work with cross-functional business and technology teams to deliver key updates to existing processes and development of new applications to produce functionality that creates seamless customer experiences.As a vertical leader for CRMST, provide leadership support to solve issues and impediments to projects and initiatives by working with those teams to create solutions that resolve those issues and decrease the level of risk for the organization.

My initial role with Card Services at Nordstrom was to create structure, accuracy & improved use of data within the organization, where there was none previously. Data work had been distributed across the organization & there was little relationship with the data warehouse team in technology. I have centralized key data processes in the organization, improved speed of data delivery, precision of data use, & accuracy of data execution, while creating better relationships with data, tech & business teams across the organization.As business owner and leader of the data warehouse team, I drove the team to improve the function & capabilities of the existing data warehouse & the associated team, resulting in a decrease in average load time by 90% with an increase in throughput & accuracy, while reducing headcount by 25%. This was accomplished by enabling the team to problem solve & seek solutions without prior artificial boundaries, resulting in elimination of unnecessary work & effective re-engineering of processes.I have consolidated data work that was previously performed across the organization around execution. This includes creating populations for use in communications & marketing, identification of impacted customers from issues & incidents, and processing changes on customer accounts. Consolidation & standardization of these activities, along with implementation of robust audit & validation procedures, significantly reduced the number of incidents caused by incorrect data execution under prior practices.I have led data analysis and model development on key initiatives requiring a deep understanding of the data being used and how card processing works for key credit card processing features such as statement creation. This deep subject knowledge and understanding has also been used in development of key SOX controls ensuring that credit card systems are operating as expected and providing senior leaders critical knowledge about key operational features.

My role was largely as the leader of the Segmentation team within Marketing Operations (MOPS) for credit cards, primarily in support of Cobrand & Private Label partnership credit cards. My team supported hundreds of campaigns, communications & other customer-focused initiatives over 3 years. I often acted in a consulting role as well, providing guidance on various initiatives on credit card portfolios.As part of the larger ongoing efforts to improve processes, I led in designing & implementing agile methodologies to transform the way that work is done for cobrand communications to existing customers.I played larger roles within the MOPS organization over my tenure as the overall leader for the Chicago MOPS team, resulting in overall improved engagement & collaboration. I also served as the People Champion across the MOPS organization, leading to improved collaboration of people & engagement across sites, as well as an improved performance review process.I served as a leader overall for Capital One at the Atrium site in Chicago, representing MOPS, but taking on a larger role as well. Engagement & collaboration improved significantly, leading to better communications & networking. I also acted as a lead for Associate Development activities across the Chicagoland area, helping to bring learning opportunities to associates, while virtually eliminating dropped classes due to low enrollments & greatly reducing the no-show rate for courses.After the Capital One acquisition & the decision to close the site where 90% of the team was located, I embarked on a year-long rebuilding of the team due to significant attrition both before & after the acquisition & closure announcement, hiring over 30 contractors, analysts & managers over the course of the next year. Leading the team in developing standard onboarding & training activities was crucial & led to a high-performing team even while supporting many regulatory & partner-critical initiatives.

My role with HSBC after being promoted to Director & prior to the Capital One acquisition was primarily in support of campaigns, communications & other customer-focused initiatives for both branded HSBC & Partnership credit cards (Cobrand & Private Label). Secondarily, I was also responsible for driving a workstream leading up to the conversion date to Capital One. As the lead for the workstream, I was responsible for working with multiple technical data teams to gather details on processes, understand the needs & remediate duplicative work, all in anticipation of the sale to Capital One.

My role as a Sr Manager was primarily in support of campaigns, communications & other customer-focused initiatives for Partnership credit cards (Cobrand & Private Label) at HSBC. This included data work related to remediation of customer impacts and a great deal of consulting with various areas of the business (marketing, risk, finance, operations, technology, etc.). I was promoted to Director after 2 years as a Sr Manager.When HSBC put the US credit card business for sale, I began playing a significant role in coordination of data extracts and validation of information being provided to prospective bidders as well as creating various financial reports to provide summaries of key metrics of interest to buyers. I worked directly with the Controller and staff to ensure accuracy of the information provided. After Capital One was selected as the buyer, I continued to spend significant time in support of the data needs for continued evaluation as well as leading and participating in multiple workstreams toward a successful move of the accounts to Capital One.After the passage of the Dodd Frank Wall Street Reform Act and the institution of the Unfair and Deceptive Acts and Practices law, a number of change in terms had to be performed across all credit card portfolios at HSBC during a short window of time. I was a lead on the project to identify practices that would reduce the overall time to construct and implement a change in terms. Through creative solutions, additional automation and streamlining of the process, I was able to drive the team to a reduction in time from 18 to 9 weeks, thereby allowing all of the changes to be completed on time as required. A significant amount of project coordination was also required, working with the project management teams to ensure the projects were all completed without issues and in a coordinated manner.

My role as a Manager was primarily in support of campaigns, communications & other customer-focused initiatives for 2 specific portfolios of Partnership credit cards (Cobrand & HSBC-Branded) at HSBC. This included data work related to remediation of customer impacts and a great deal of consulting with various areas of the business (marketing, risk, finance, operations, technology, etc.). I was promoted to Sr Manager after 1½ years as a manager in Customer Information Management.

Two roles comprised my time in in Marketing Analytics for HSBC.The first was a short stint in direct support of Partnerships and Prime HSBC-Branded portfolios, analyzing campaigns to identify trends and results, making recommendations for future testing and implementation of strategies and performing deep-dive analytics in supporting development of future strategies.The second role was focused on competitive market intelligence for all multi-purpose (HSBC-branded and cobrand) cards. I managed the relationships with 4 different vendors who were responsible for performing analysis and providing recommendations back to HSBC. I worked with internal leaders (Managers up to MVP) to ensure that any needs they had for research and analysis were being considered as part of the work for those vendors.Additionally, for one vendor that provided direct visibility to offers with estimated mailed volumes through use of their proprietary panel, I used their raw data to create a suite of reports that provided detailed views in to competitive offers and pricing for each of the various portfolios within HSBC. These reports were used by marketing leaders within the various portfolios in order to inform and drive changes in their offers to potential customers.

I managed development of reporting & analytics to assess performance of varied financial products (credit cards, personal loans, home equity loans, sales finance) to provide feedback & recommendations, resulting in millions of dollars in savings. The portfolios that I supported included $1.3 billion in credit cards and two diverse portfolios offering multiple products: $700 million Latin American & $2.0 billion Canadian portfolios. As part of my role, I also analyzed attributes used in originations and performance, such as credit score and disposable income, in order to identify problems and/or opportunities. One opportunity resulted in loosened credit policies on high quality customers, while tightening policies on low credit quality customers, allowing for normal growth and increasing cross-sell opportunities, with a loss reduction of 75 bps.I also managed analysis and model development in order to optimize the financial impact of loss allowance for portfolios with varied product offerings. Accuracy of these models was within 5% of actual in stable portfolios and within 12% of actual in newer and more volatile portfolios.

I performed data mining, trend analysis and factor analysis to support selection of data sources for an internally developed skip-tracing tool used in collection efforts. Analysis of data sources allowed the company to identify those that would provide the most additional lift to the skip-tracing database. Improvement of the database allowed the company to locate more of the customers that had moved from the addresses on file.I also created and maintained reporting and analysis on collections portfolio performance and expected recoveries, allowing Senior Management to more accurately plan revenue streams and to identify those divisions within the company that were over- and under-performing.

I performed statistical analysis of survey and demographic data for development of model features to be incorporated into custom models for the Retail Gas and Convenience Store Industry. Analysis included correlation and regression on discrete and continuous data in order to identify factors having the most significant impact on model performance.I also created custom Retail Gas and Convenience Store Industry models to identify prime locations for clients to maximize their profit within a given market.