Providing insight and advice to the CEO of this blockchain start up company, focusing on strategic planning, tactical governance practice, and operational risk containment.

Establish a strong process and risk infrastructure for the BIN Sponsorship global functions within the Prepaid Card Business; ensure early detection and remediation of adverse trends; build and maintain the framework for tracking portfolio performance as well as limits and guardrails for all products, (including MIS and governance review cadences that assure a strong compliance and control culture)

Director of Operational Risk Management Implementation• Manage the overall implementation and maturity evolution of the Management Control Framework Environment across the BanamexUSA enterprise (a wholly owned subsidiary of Citi) in order to assure the assessment of the effectiveness of the process controls and the development of the Key Metrics to manage, assess, and mitigate Operational Risk through a rigorous governance process• Managed the 3rd Party Supplier Management Program to establish control and monitor progress over the 70+ vendor relationships, with a total expenditure in excess of $180,000,000. o Classified and registered all suppliers to assure identification of our most critical suppliers o Validated payments and assured relationship management and performance reviews were put in place to assure that value was received as contracted o Validated contracts were in place to assure protection of the enterprise o Assured regular performance reviews were put in place to assess service level compliance• Managed the Enterprise Control of Identities and Entitlements initiative for BanamexUSA as part of the Internal Controls Division of this wholly owned subsidiary; addressing over-entitlement risks to information assets throughout the entitlement life cycle and implementing processes to improve core identity, provisioning, review, and deprovisioning. o Eliminated exposure due to access rights still available to previously terminated employees o Moved the remaining 40% of the application portfolio into the corporate solution for the granting, review, and decommissioning of entitlements o Performed reviews and entitlement revocation for Active Directory, which controlled access to 60% of the application portfolio o Established monthly review and reporting process, reporting entitlement review failures at the Management Committee level

In conjunction with the Levin Institute for Advanced Management Studies, provide Strategic and Business execution planning to startup companies in the New York Metropolitan area.- Built a Strategic Roadmap and Financial Operating Model for a startup business; used in a successful effort to raise investment- Developed a business review process to monitor progress and execution performance on strategic goals- Currently serve on the Board of Advisors for the President

Manage the application development and the production support for a series of Compliance related platforms that are used globally to assure that the firm adequately satisfies the increasingly complex regulatory obligations in the Employee Due Diligence / Conflict of Interest space.

Enterprise Architecture Delivery – CAO/COO (2003 to 2012)Citigroup Technology Infrastructure – Product Manager (2002 to 2003)Global Information Security Administration Head – Remote Access (1999 to 2002)Global Help Desk Director (1998 to 1999)Global Director of Desktop Quality (1997-1998)Operations Risk Management – Managed an enterprise wide program for Identity and Entitlement Management, executing programs and process to assure only proper access to information assets was permitted for a multinational commercial bank (over 300,000 employees and over 100,000 non-employees)

An independent consulting firm specializing in assessing organization and business information needs to maximize profits. Representative engagements included:- Defined the business philosophy and process requirements for a global cash management division- Oversaw the implementation of an Activity Based Costing (ABC) process for a global $1B operations and technology organization- Created a functional profitability model for a mid-market advertising agency- Developed a growth model for a Chicago-based non-profit organization, with 1,800 branches nationwide, model is used for projecting membership growth and associated P&L forecasts- Providing a New York-based community service organization with trend analysis and membership projections/targets based on market research results

A Philadelphia-based receivables financing firm, specializing in providing working capital to mid-market manufacturing and business service companies:- Restructured and downsized processing functions, saving $200,000 annually; reduced training time of new hires by 60% through the implementation of a department-wide training programChief Financial Officer - Reduced idle funds by $12,000,000 through the establishment of a commercial paper issuance and monitoring program- Recovered $400,000 in origination fees from clients that did not enter the funding program- Successfully negotiated a workout situation with a major client, recovering over $400,000- Finalized stalled lease negotiations for additional space, doubling our resource capacity at lower per square footage charges and saving $750,000 in the workstation configuration

Vice President, Marketing - Strategic Planning & AnalysisNortheast Division (1988-1991)- Created a strategic framework for the $3.5 billion Residential Mortgage business - Developed diagnostic models to analyze sales and competitive performance in the New York retail bank marketplaceVice President, Financial Planning & AnalysisPayment Products Division (Chicago, Illinois) (1985-1988)- Developed and implemented the first 5-year comprehensive plan for the global operations function, resulting in organizational and systems changes that reduced expense growth by $40,000,000 over the period- Established product unit costs in all locations worldwide, providing the first comprehensive tool to focus the 1,200 person organization on uniform goals to manage the $70,000,000 expense budget- Managed the 400-person processing facility in Tampa, Florida (on an interim basis), resulting in improved budget performance in excess of $1,500,000