Sue Hamill Email and Phone Number

• Supports executive-level communications including development of Board, Committee, and Regulator materials development• Drives TRO process alignment and related document management system• Aligns administrative support including financials (budget/forecast, CapEx), headcount management, RMC & ORM Framework routines for TRO, and ad-hoc project management• Provides support and oversight for RMC ORM Framework routines for TRO risk activities aligned with enterprise cadence, including Issue Management, RSCA activities, and Enterprise Risk Management activities• Serving as mentor for 4 colleagues across the Bank• Support risk assessment/RM&C activity related to ongoing M&A activities, end-to-end• Frequent engagement with regulators related to the TRO team build-out and monthly update meetings

Lead enterprise-impacting data governance efforts leveraging a risk-based approach to analysis and remediation. Develop and deliver executive communications regarding ongoing data quality activity. Synthesize business needs and analytics to develop path forward for broad-impacting initiatives. Worked across Enterprise Data Governance, Data Protection & Privacy, and Records Implementation Management teams. - Data Privacy and Governance lead for M&A integration efforts related to data integration, migration, and destruction planning- Managed regulatory materials development related to closure of outstanding items- Led multiple enterprise-wide programs driving improved data quality, reduced data footprint, and data tagging efforts- Managed team of project and program managers supporting Data Protection & Privacy initiatives ranging from process improvements to large scale technology implementations- Led CapEx/AFE analysis and participation for EDG and EDPP

In addition to maintaining and growing program management role within the Accelerated Movement Program (role below), provided leadership in the following initiatives:- Created and managed collaboration models for EWS and TCH engagement by U.S. Bank employees, including synthesizing prep materials for Vice-Chair participation in Senior Management forums- Drove cross-bank response to unexpected developments in 3rd party relationships, including customer-experience assessment, Plan B development, and strategic mitigation plan development and execution- Developed bank-wide best practices guides for project/program management, spanning change management, metrics development, stakeholder engagement, and optimized execution- Led strategy-building sessions and Agile workshops for teams within the Accelerated Money Movement Program

Inaugural member of internal consulting team focused on managing critical, enterprise-wide, high impact initiatives; role expanded in 2018 (see above)- Managed enterprise-wide program focused on accelerated money movement across the bank; critical duties include executing logistics of a multimillion dollar program and driving cross-organizational transparency through collaboration, strategic communication, and strong change management skills- Consulted with and built trusted relationships with senior executives and key stakeholders in order to surface improvement opportunities, influence strategic outcomes, solve problems, and foster quality results - Drove development, customization, and delivery of multiple trainings and pilots (including process improvement, onboarding, Best Practices Guide for project execution) for multiple audiences across the bank

Managed and operationalized multi-million dollar managed-services engagement (Capgemini) to support SAP implementation and ongoing operations. Identified more than $3M in bottom-line savings within CHS IT; opportunities identified/exeucted include tax-rebate programs, heightened invoice review and scrutiny, renegotiating support contracts for co-termination, and more aggressive pricing terms. Developed standard policies and procedures for IT vendor engagements and ongoing relationships. Drove creation and alignment of sustainable, scale-able processes across Infrastructure and SAP Project teams.

PROCESS CONTROL: Established and led a Center of Excellence, managing a co-located team responsible for process improvement, development, and documentation support for service and sales employees. KNOWLEDGE MANAGEMENT: Drove strategy, vision, and implementation of enterprise-wide Knowledge Management system (Oracle) that increased productivity, reduced service-center costs, and improved customer experience.

Supporting VP of Contact Center & Service Experience team, I was responsible for Analytics, Communications, Logistics, and Finance/Budget P&L ($10M) oversight across Contact Center and Service Experience Team.

Oversaw Process Control, Communications, and Vendor Management functions for high-volume, multi-functional talent management organization. Established and led Operations SWAT Team for Corporate Recruitment; responsibilities included vendor management and audit, process standardization and documentation, and technology implementations and improvements business lead.

Led large-scale technology system implementation with upwards of 50 team & sub-team members. Repurposed Oracle/Siebel On-Demand CRM tool from a sales application to a networking/recruiting application. Launched on time/under budget – promoted to Director.

• Responsible synthesizing data into quarterly HR Executive Briefing Book & monthly Dashboard; managed design, production, and publication.

Sourced executive-level candidates for medical director, epidemiologist, and nurse practitioner positions

• Developed and managed a centralized marketing initiative for face-to-face corporate/investor meetings. Expanded function to London/European offices.

• Researched, drafted, and edited published reports for Global Research Special Situation teams; specialty focus on Investment Banking client companies, including IPO and M&A deals.