Digital product development through scaled agile and lean practicesScaling business flexibility for digital product delivery across the organization. Improve the flow of value through lean practices - value stream mapping, lead/cycle time reduction. Reduce dependencies with the intention to build autonomy at the product and value stream level.

Responsible for the management of the GWM Americas Digital Factory. Joint business/tech ownership enabling digital product development - client web, iOS, Android. Scaled agile principles to reduce lead time for product definition, design (UX/UI) and build.Key accomplishments: • Scaled the digital product development from a $9mm spend in 2019 $20mm in 2020. Grew the number of scrum teams from four to ten, tripling resources from 30 to over 100. • Managed external vendor spend ($10mm annually) for product concept/prototyping, UX/UI deliverables• Implemented cross-border virtual scrum teams between US and Poland Poland• Standardized the onboarding processes for new initiatives for consistency (role clarification, business-led sponsorship, training, funding and resourcing.• Automated performance metrics (scrum team velocity, etc.) improve oversight and enable continuous improvement (Jira/Tableau).

Program management of WMA's multi-year unified managed account (UMA) platform implementation. Phase one (2017) launched for external third party portfolio managers - 140K accounts and $80 billion in assets under management (AUM). Phase two launched in 2018 for UBS portfolio managers – 331K accounts, $160 billion in AUM and $1.5 billion in annual revenue. Technical spend averaged $7mm annually. Key responsibilities: Timeline and milestone management across all stakeholders, status updates, risk and issue mitigation, spend versus budget tracking, Quality Assurance and User Acceptance Testing (UAT) efforts and results, conversion activities and post conversion monitoring. Lead interface between WMA IT and Advisory Services for scope management Managed third party software vendor - SLA’s, joint milestone management, requirements and delivery sign-off process

Key responsibilities and accomplishments:• First mover catalyst with the implementation of agile principles - developed framework that enabled culture change to traditional workplace hierarchies, roles and work structures. Accomplishments included:o Pilot implementation of scrum agileo Improved predictability (duration, cost), quality o Organic buy-in across the organization due to incremental successes - increased transparency for stakeholders, accountability of participantso Increased collaboration with business stakeholderso Taking the grass roots initiative to a more formal agile methodology via coaching and training across the division, built the framework for an agile center of excellence• Project managed multiple wealth management development projects simultaneously in both the retail and managed account space – portfolio/risk analytics, financial planning, asset allocation and proposal generation tools

As a consultant to Goldman Sachs, responsible for the design and implementation of a next generation, web-based distributed platform allowing for continuous firm-wide integrated risk assessments. Specific responsibilities include the management of a business analyst group that:Coordinates with internal and external software development groups to provide process flow decomposition, prototypes and functional specifications. Extensively leverages collaborative technologies to facilitate rapid specification development and consensus between global stakeholdersJointly manage product development throughout the entire SDLCIntegrated platform features include:Annual Plan and Project Management – Web 2.0 vendor application for global transparent measurement of departmental capacity, resource utilization and project status Risk Assessment – library of contextual risks and associated controls used to assess control environments across all business and product lines. Provides risk-ranking capabilities so scarce resources are allocated appropriately.Documentation Workflow – feature rich project documentation tool that provides approval workflow and documentation storage for risk assessments and overall control environment opinionIssues Management - workflow and reporting component for managing issues to closure.

As part of an Executive Management-sponsored team, implemented a Marsh Service Excellence strategy. With a Siebel Service (7.7) rollout as the backbone, goal was a 75% reduction in processing costs for certain back office transactions. As a manager of a Process Redesign Team, specific responsibilities included:• Analysis and modeling of existing Marsh branch office processes, redesigning processes and drive standardization to meet mandated efficiency targets.• Leverage business process modeling software to calculate to cost of As Is and To Be operational processes.• Manage the introduction of process improvements in a Pilot Service Center. Major Accomplishments:• Developed functional requirements and managed product development via an agile methodology for the first web-based Service Center Portal, now utilized for standard data model across Marsh for processing back-office transactions.

Helped define, design and launch a retail wealth management banking/brokerage subsidiary for the firm in Latin America. • Supporting strategic initiatives by managing a team of senior business analysts. The team developed requirements/specifications and managed releases for all products and services, in all channels• Extensive use of collaborative tools to manage iterative requirements sessions between the US (web design, Brazil (product knowledge) and India (application development)).• Managed the internet channel client experience – design and usability sessions, feedback, and associated vendors. Major Accomplishments:• Implemented a Joint Application Development (JAD) methodology that reduced the number of testing and development cycles, allowing for product/service launch.• Managed a cross-cultural organization to successfully scope investment partner integration efforts (Banco do Brazil purchased 49% stake 9/01, $180mm valuation).

Managed all deliverables for the Merrill Lynch OnLine product, an Internet channel supporting over 600,000 active retail clients with an average of $487,000 in assets (as of August 2000). Specific group responsibilities included:• Managed a staff responsible for developing functional requirements and managing the entire SDLC. Feature definition based on client/broker collaborative opportunities, competitive reviews, new product evaluation and client experience analysis.• Oversaw the integration efforts of the client Internet channel and the broker workstation (Financial Consultant retail sales force).• Developed functional requirements to segment the Internet channel for ultra-high net worth clients (assets in excess of $10 million).• Worked extensively with ML branch offices to support their sales and product presentations, as well as Legal, Compliance, Marketing and Training.

Managed a professional staff in the Financial Audit Department. Specific responsibilities:• Evaluation of internal controls in the banking, asset/portfolio management, corporate trust and treasury business lines, as well the money market, fixed income and equity trading desks.• Heavy focus on bank and subsidiary compliance with OCC and FRB Regulations, particularly with respect to the credit extensions.