Review Business lines risks and test existing controls design and operating effectiveness. Review daily reports for overdrafts in client accounts and contact account servicers for cause and expected resolution.

Work in SDLC division to prepare and support multi-billion dollar business line conversion from legacy mainframe to end-state mainframe. Assist in identification, documentation and resolution of system and service gaps between mainframes. Liaise between program manager, business line, operations and technology departments to provide transaction testing support and ensure accurate account set-ups.Led two-month project with technology and business to develop tool to validate 10 different aspects of account set-up process that ensures accurate transition of client accounts.

Worked in SDLC division on multi-year project preparing and converting 180K client accounts from legacy mainframe to end-state mainframe. Identified, documented and resolved system and service gaps. Liaised between program manager, business lines and technology in preparing business and functional specification requirement documents. • Led two project initiatives within three-month turnaround for business line developing processing tool on end-state platform that matched legacy tool’s efficiency. Developed and conducted testing for new processing tool prior to release while providing on-site support on go-live date. • Identified root cause of testing failures (technology was not delivering search functionality agreed as critical project deliverable), resulting in Project Lead implementing necessary changes that ensured technology produced deliverable for use by business line end-users. • Directed meetings and wrote Operational Readiness document for business line’s use of replacement processing tool. Provided on-site support for business during tool's first go-live week.• Mapped data elements necessary for generating reports for accounts transitioning between platforms. Met with project lead and technology representatives to translate system terminology and usage to ascertain if and where legacy data would be available on end-state. • Created and maintained library of several hundred system and training materials on SharePoint site for utilization as reference for internal clients.• Developed one-hour Brainshark recording presentation to train users unfamiliar with basic navigation and functions of end-state platform. Taught/Facilitated 31 training sessions/webinars in four weeks to 1200 people covering 19 topics preparing end-users to perform research in support of client accounts and answer client inquiries.

Represented division and service group priorities/processes in project meetings with peers from cross-functional groups on company-wide initiatives. Provided division/group employees with classroom training on account servicing, and specialized one-hour to two-hour training on 20 to 30 topics in one-on-one and WebEx settings. Participated in weekly conference calls discussing service group procedure consolidation.• Represented division/group in meetings with multiple cross-functional groups discussing how to minimize client impact and BNY Mellon operational risk due to subcustodian change in global market. Discussions established consensus regarding communications, responsibilities, and controls of each area when clients sold three securities to ensure timely trade settlement.• Saved two hours of daily manual input for division through initiating and coordinating report enhancement that prepopulated specific source and reason combination for 220 accounts.• Ensured accurate processing of foreign exchange standing instruction requests in client accounts. Developed team reference guide of markets requiring special consideration and wrote team procedure for processing and validating requests.• Categorized and linked 83 risk assessments with hundreds of related controls impacting ISS division; coordinated with two others consolidating and simplifying list to 17 risks.

Supported division teams by reporting client account cash balances, resolving servicing questions and issues. Acted as back-up in absence of teams’ supervisor.• Researched and reported long and overdrawn balances daily in 100 to 120 accounts managed by one client, identifying two trends and root causes. Partnered with client, unit and division management, decreasing daily reporting volume by 67% within two months. • Increased response time to client email inquiries across multiple division teams as result of identifying various internal areas sending misdirected emails. Coordinated with the internal areas and multiple cross-functional areas ensuring mainframe and internal files reflected appropriate division teams for receiving the email inquiries.

Developed and taught basic and advanced topics to division employees; ensured timely completion of assigned division procedures in standardized format. Created and delivered trade processing training for U.S. and global markets.• Developed and delivered month-long full-day global transaction processing training series for client accounts in classroom setting preparing 18 new associates for newly established team. Created and administered final test to associates; provided test and classroom feedback assessment to associates and team manager.• Served as subject matter expert trainer during year-long multi-phase project. Established and conducted training curricula for transaction processing training in 86 markets to 19 BNY Mellon India associates. Completed multiple trips to Pune, India for training/support; hosted India associates during their visits in Pittsburgh.• Wrote 28 separate division step-by-step procedures referenced by 80 division associates performing daily tasks and assessing division adherence. Ensured timely revisions and annual review completion.

• Supervised six associates to ensure daily deadlines were met to minimize potential risk/loss for Mellon and client accounts serviced. When errors occurred, reviewed with associates and unit manager details of what happened and why, and determined if controls were missed or needed added and if additional training was needed. Encouraged associates to meet with peers from other departmental groups to increase rapport and knowledge of their processes.