Principal and leader for robotics, operational efficiency, and intelligent automation in financial services. Responsible for more than $8 million in projects annually. Lead complex initiatives, automation advances, and practice development strategies. Manage practice operations, including planning, utilization, and implementation.-- Improved client’s efficiency by developing and implementing an Intelligent Automation (IA) operating model and Center of Excellence (COE) procedures.-- Served as a subject matter expert and thought leader for automation capabilities and machine learning, including writing white papers such as Avoiding the Automation Trap and presenting at industry conferences.-- Retained employees by hiring, training, and co-managing more than 25 staff, including offering professional development options, coaching, leading with positive intent, and knowledge sharing. -- Advised bank clients during the COVID-19 pandemic crisis regarding ways to increase resilience with automation by uncovering issues, leading automation implementations, expanding processes to support increased demands, and providing solutions to expand capacity.

Guided robotic process automation for financial services in North America. Led business development and client engagement delivery supporting client operations and process transformations.-- Optimized financial service efficiency by managing robotic process automation (RPA) engagements, including strategy, assessments, and development of RPA Centers of Excellence.-- Advanced client growth leading a multi-year transformation program for a large insurance company, including assessing and implementing business, shared services, centralization, and operational changes. The model was leveraged in five business lines, generating more than $200 million in realized cost savings.-- Served as an assessment and process subject matter expert and delivery partner for a regional bank client by prioritizing end-to-end processes based on value, leading transformations, and implementing initiatives.-- Developed a process reengineering framework and managed an automation program implementation supporting top-5 consumer bank clients, initiated efficiency improvements, and lowered risks.

Served a three-year assignment as the Southeast Asia service line leader for P&IP. Responsible for four major areas: practice development, business operations, business development, and engagement delivery oversight. Set up a team and expanded territory awareness.-- Led P&IP practice development and business operations. * Established the P&IP service line for the Asia Pacific region, expanding awareness and capabilities, growing the team size to 62 professionals supporting Asia Pacific business. * Consistently exceeded P&IP team revenue targets by 2X to 3X annually. * Cultivated relationships with key client account leaders to increase understanding of value proposition offerings, go-to-market strategies, and business solution options.-- Supported client and partner engagements. * Financial Services, Singapore and Taiwan: Increased efficiency by more than 20%, serving as an engagement partner for an operational cost-reduction project. Leveraged process analysis, structural upgrades, and organizational improvements to increase efficiency. * Financial Services, Singapore: Partnered with a Singapore-based bank designing and setting up an operational Center of Excellence for an off-shore location. The project entailed decomposing operational processes and designing a “factory” to manage multiple products in the same workflow. * Transmission and Distribution Utility, Western Australia: Led a two-year operational excellence program focused on improving productivity, reducing costs, and embedding process improvement capability. Reduced capital expenses by 5%, operational expenses by 3%, and improved service productivity by 20% while embedding an internal capability around Lean Six Sigma.

Accepted a two-year London assignment to accelerate company growth in Europe. Engagement leader for two key retail client accounts. Educated leaders about consulting services and specialties.-- Steered more than £100 million savings through implementing a global operational excellence initiative for one of the world’s largest retailers, based on Lean Six Sigma. Scope included corporate functions, distribution, and store operations.-- Led CEO-level leadership workshops introducing initiative fundamentals and gaining buy-in.-- Proactively managed 10 senior consultants providing project identification, Lean Six Sigma capability building, project coaching, and delivery activities.-- Directed an end-to-end replenishment process diagnostic for an operating country, resulting in a portfolio of recommendations for reducing lead times, increasing shelf availability, and lowering cost to serve.-- Ran client operational excellence initiatives in distribution and warehouse functions. Headed end-to-end distribution process diagnostics and oversaw the team. Collaborated with leaders building problem-solving and operational excellence capabilities, resulting in double-digit percentage improvements.

Oversaw and managed operational excellence, Lean, and Six Sigma initiatives. Directed operationalconsulting projects for large organizations. Guided a team of six senior consultants and an extended client team.-- Retail industry: Designed and led a companywide Lean Six Sigma deployment for the largest electronics retailer in the United States. Worked with senior leadership to define the case for change; customized the deployment and content; led a diagnostic identifying the high-value opportunities; and drove the program. -- Financial services industry: Created and managed an operational excellence initiative for a major U.S. financial services company, focused on operational improvements in loan operations and other back-office functions.-- Defense industry: Led a portfolio and process analysis initiative for a division of the U.S. Navy identifying ways to decrease lead time for weapons research and acquisition process. Recommendations included process changes and portfolio management metrics. Reported findings to a U.S. Navy Deputy Assistant Secretary.

Led operational improvement projects and programs across different bank areas, including front-office and back-office operations. Responsible for process improvement projects and Kaizen events leveraging Lean Manufacturing and Lean Six Sigma tools and concepts.-- Optimized a corporate value chain for the retrieval process of photocopied checks, resulting in $1.9 million in savings, $3.5 million in cost avoidance through productivity increases, and 70% reduction in service failures.-- Accelerated a 50% productivity improvement by leading a Kaizen event for the fraudulent claim processing department, resulting in a 30% reduction in cycle time.-- Increased revenue by $6 million leading a Kaizen event in a lockbox operation, resulting in a 35% reduction in cycle time and guaranteed processing in under four hours.-- Reduced cycle time by 30% for a series of corporate finance processes such as month-end close and others.-- Promoted organization through collaboration with Michael George, author of Lean Six Sigma for Service, by sharing leadership experience regarding company Six Sigma, Lean, and Kaizen projects.

Managed projects and leveraged Six Sigma methodology and other tools to improve operational performance in back-office and call center operations.-- Contributed to $732K savings by leading an internal call center improvement project, resulting in a 12% productivity improvement and reduced call volume.-- Boosted $2 million in revenue based on quality advances by leading an improvement project in Lockbox Operations, resulting in a $650K cost avoidance from increased capacity.-- Developed and taught an operations management nine-week curriculum, including concepts, tools, and techniques, resulting in the education of more than 50 operational bank managers.