Sue Payne, Cisa, Crisc Email & Phone Number

Chicago, Il, Us

Chicago, Il, Us

Build the Governance, Risk Management, and Compliance program to meet regulatory, business and security objectives. Through collaboration with various business and support functions, drive maturity of the GRMC program to ensure Alliant’s security posture is strong and ready to meet regulatory and internal expectations. • Ensure structures and processes are in place for managing, creating and maintenance of governance policies and documents for Information Technology and Security Teams• Develop risk management processes including Identify, analyze, and facilitate decision-making and actioning on identified risks and threats• Ensure alignment with Enterprise Risk Management processes and organizational risk appetite• Identify organizational mandatory and voluntary requirements, define IT/S controls • Facilitate implementation of requirements by performing regular control assurance activities.

Prepare compliance program for separation from parent company, ensuring process and tools in place to continue adherence to regulatory and internal compliance. Develop compliance program for expanded Wabtec company.• Implement a new GRMC Tool to be used across all areas of the enhanced company. • Expand compliance assurance program to extend beyond SOX and include all regulatory and internal compliance requirements across applications and products.• Develop IT Governance Process, including policy & procedure, Lifecycle Management, approval process, and templates. • Develop consolidated SOX and Privacy IT Compliance programs across the merged companies.

Norwalk, Ct, Us

Direct and oversee entire Risk and Compliance program for GE Capital Treasury IT. • Drove general IT compliance, including SOX, by ensuring Control owners understand policy requirements and implementing control processes to drive compliance. • Execute IT Application Risk Assessments, identify opportunities for enterprise wide efficiencies and drive issue closure.• Lead internal and external IT audits. Validated responses and streamline information gathering process. Work with process and control owners to remediate any audit findings.• Raise awareness of top IT risks to CIO & staff to help drive prioritization. Determine risk posture by consolidated all risks, applying risk rating and reporting out to management. • Drive integrated Treasury Risk framework by aligning Treasury IT to HQ IT Risk framework and collaborating with Finance, Operational Risk, Compliance, and other internal Treasury functions.• Manage and execute processes to identify risk and drive ownership/remediation. Coordinate risk treatment plans & risk closure. Work with Application and Process Owners to identify treatment plan alternatives, ensure risk mitigation is continuing to make progress, and validate risk closure.• Reconcile data and validate response accuracy to update risk and controls during Risk & Controls Self-Assessment (RCSA) process.• Lead ISO efforts for Treasury IT. Clarify GE requirements, coordinate and validate responses, perform testing validation, consult and escalate as needed to resolve issues.

Troy, Michigan, Us

Developed, lead, and delivered significant operational improvement in the technology space by evaluating opportunities for improvement and directing departmental and cross-functional teams through improvement projects. • Lead cultural change necessary for effective process improvement and implementing essential tools of appropriate process improvement strategy. • Consulted and identified business value of emerging technologies, products, and solutions as it related to current state, future state, road maps, and strategy development.• Realized greater return on technology investment and increased operating income per employee by maximizing productivity • Reduced operating costs by improving processes to improve technology use, providing training and consulting, and facilitating the configuration/customization of software for group purposes.

Troy, Michigan, Us

Senior role in the SP&A Practice ensuring execution and delivery of engagements and new business. Developed service offerings for a new Business Consulting practice around Risk Management, IT Controls & Process Assessments, IT Service Management Processes, and Bring Your Own Device. • Drove pre-sales opportunities by understanding business problem, determining an approach and potential solutions, budget calculation, Statement of Work creation, and Customer presentation. Performed post sales delivery on the proposals excepted by Customers.• Consulted with CIO of large healthcare company to drive an IT Organization Transformation to better align IT with its business customers. Led design of employee development program which included establishing a Mentoring Program, Career Tracks, and Job Rotations for their IT Division.• Lead a Business Process Re-Engineering project for an AM Law Top 200 Law Firm, which implements a Vendor Package software solution. Develop project framework, determine requirements and plan, and manage Vendor and Client resources to ensure a successful implementation that delivers the COO’s desired business objectives.• Lead development of an IT Governance Plan for SharePoint practice of a Global Fortune 50 consumer products company providing insights to Best Practices and Industry Standards.• Managed PC Refresh project for large healthcare enterprise with 10,000 PCs across various locations. Project came in under budget and the $3.2M was reallocated to fund initiatives to reduce risks identified during project. Lead 25 project personnel and manage deployment and day after support Vendor.

London, England, Gb

IT Manager - Risk ManagementCreated and lead execution of a comprehensive IT Risk Management Program to ensure organizational compliance with Information Technology General Controls (ITGCs) and Information Security Policies, evaluated risk and determined appropriate resolution. • Developed and implemented a Risk Governance Process to drive improved accountability throughout organization. Focused on increasing transparency and reporting to Senior Management/CIO to assure timeline commitments were met. • Drove accountability for adherence to processes and controls and led organization ITGC compliance improvement that reduced outside Auditor identified deficiencies by approximately 73% each for two consecutive years and increased reliable systems from 50% to 100%. • Led the Compliance segments of two data center moves to ensure appropriate controls were adhered to during the transition and in place for the future state.• Ensured that Vendors were SAS70/SSAE16 Certified, or had appropriate controls in place, to comply with CF’s ITGCS. Thus, no deficiencies were identified by outside Auditors.• Managed Information Security Program comprised of information security policy and standards. Drove execution of self-assessment tool to determine key control compliance and resolve gaps. Changed focus of team from publishing policy to implementing initiatives to secure our information and technology. • Managed Enterprise Project Management Office (EPMO) transformation in expectations and performance of strategic project portfolio. Assured adoption of project management and system development life cycle process improvements focused on delivering measurable business value and disciplined project execution.

Lead eVolution Contract Validation Management (CVM) project designed to automate a manual intensive point-of-sale process including credit application, approvals, contract completion and funding. • Project delivered $15.9M in headcount savings through process automation; and reduced funding float by 93% (from 15 days to 1 Day).• Managed internal ITM development team of 21 who performed production support for the released software and concurrently delivered, on time and on budget, three new CVM releases. Managed Vendor to ensure timely and quality product delivery.• Integrated with 20 Dealer Service Providers (DSPs) and 30 interfacing applications within DCFS, DCX and external Business Partners. • Managed AutoOrigination (AO) project to provide Dealers real-time validation of customers’ financing application to ensure accuracy and completeness. Project enabled annual dealership cost-avoidance of $1M by streamlining contract closing process and eliminating unnecessary rework. • Drove $1M Funding Optimization project which consolidated contracting and discounting functions to save $15M through headcount reductions from automation and process efficiencies.

Sales Portal / Consumer Websites Manager - Managed team that supported and provided enhancements to all Mercedes-Benz Financial and Truck Financial consumer websites. • Supported both current environments, including multiple enhancements for monthly releases, and strategic projects. • Coordinated infrastructure, application updates, and DCFS Security requirements for Chrysler Financial, Chrysler Financial Canada, Mercedes-Benz Financial, Mercedes-Benz Financial Canada, and DaimlerFinancial Truck consumer websites. Salesforce Effectiveness Strategic IT Project Manager - Redesigned DCFS’s sales force model to better meet dealer needs and grow profitability. Defined new brand-specific sales process, training/career paths, enhanced compensation models, and increased sales staff productivity. • Salesforce.com project had $64M annual savings, mostly due to productivity increases, with a $5M implementation cost. Completed two months early and under budget by $500K.• Received 2006 DCFS President’s Award - highest employee recognition within DaimlerChrysler Financial Services. DCS Bottom Line Strategic Project Manager - Implemented DCS Bottom Line project which enabled charging of interest on loss accounts, enhanced subprime system functionality including dealer fees, and provided MBF with subprime system functionality for their area. • Project provided annual incremental income to DCFS of $13M with a $1.4M budget. • Led integration for 18 affected systems. Developed strategy to implement changes across multiple impacted teams. Managed Vendor to assure delivery was timely and within expected quality.

Managed internal processing team and was responsible for processing all lines of business for DCIC. Worked with both internal and external customers and managed expectations.Managed forms area for DCIC, ensuring that forms used by all lines of business adhered to the regulatory requirements for all states. Streamlined processing functions. Developed process for evaluating new business opportunities for DCIC. Defined the Balanced Scorecard for DCIC, including Strategy and Initiatives for the Processing and Systems area.