Built an internal organization to develop processes and procedures allowing for the tracking and approval of data used by the Global team of technologists, data scientists, researchers, analysts, and employees. Deepenedthe customer experience by enabling the Sales, Research, and Quant teams to responsibly commercialize data. Collaborate with firmwide CDO partners to work with OCC, Federal, and global regulators to meet compliance requirements. Responsible for a team of 75 and an operating budget of up to $10M.• Led the creation of a Global Data Use council partnering with legal, compliance, privacy, and businessteams vetting over 3,000 data use cases, approved ~1,200, and trained over 50K people annually. Thestreamlined approach was utilized by the other bank operating divisions.• Created a Data Governance team, policies, standards, and processes that have surpassed multipleregulatory, compliance, and internal audits. The new technologies have enhanced customer experience,increased trading margins and customer revenue, and reduced fraud rates.• Collaborated with data science and technology, designing a catalog integration solution to store thirdparty data, saving millions of dollars annually. The solution eliminated duplicate data purchases andstreamlined data usage, purchasing, and onboarding.• Partnered with cross-functional teams in negotiating vendor contracts saving 10’s millions of dollars infinancial penalties and litigation costs.

Oversaw and led the Global Operations and Vault team in New York, Calgary, Singapore, London,Bournemouth, Switzerland, and Mumbai. Responsible for the management and transportation of physicalcommodities (Metals, Oil, Gasoline, Natural Gas, Electricity) to customers from the sources of the commodityand physical storage. The organization operated and settled financial and highly structured physicaltransactions for an organization with a net income of $5B.• Turned around a merger integration project with the technology team to complete the Sempra mergeron time, saving $30M in damages and an additional 35% at ~$25M annually with process improvementsand personnel realignment and reductions.• Project lead for implementing the new JPM Developed Risk Management technology and custom-builtmetal vault management software generating 20% CAGR. Utilized six sigma trained staff to identify andremediate issues.• Restructured the Global Commodities Operation, saving over $20M annually, and eliminated mosterrors saving an additional $8M-10M annually. Relocated some operations to Mumbai and Bournemouth.• Spearheaded the divestiture of the physical commodities division sale for $3.5 Billion and negotiatedthe Transition Services Agreement.

Operations leader responsible for a $250M budget and 500 people, driving the growth of a Global EnergyDeveloper and Marketer trading and supplying Natural Gas, Electricity, Coal, and other products to customers.Responsible for Logistics, Operations, Real-Time Trading, Power Plant Dispatch, Technology, Analytics,Accounts Payable, and Receivables. Part of a 5-person management team accountable for the company after the buyout of Goldman Sachs.• Led global market commodities expansion into Asia, Canada, and the UK, increasing team membersfrom 13 to 1,500, company CAGR of 35%, becoming the largest power and gas marketer n

Responsible for establishing and operating the joint venture with Baltimore Gas and Electric that generated ~$600M and became Constellation Energy Commodities Group.