Championed global risk and compliance strategy empowering alignment with universal standards while facilitating a data-driven approach and enabling robust communication methodologies. Utilized subject matter expertise (SME) to craft risk taxonomy, licensed entity law/regulation inventories, regulatory change management framework, and a risk assessment process. Architected data-driven risk and compliance assessment technique enabling GRC tool views of high granularity that drove cross-enterprise management of the legal entity and business risk. Founded operational compliance program delivering comprehensive framework view within one year; stood up team to oversee methodology framework and maintenance of PayPal’s global legal inventory, risk taxonomy, and statements. Presided over PayPal’s global legal obligations inventory, forming portfolio of 22,000 obligations spanning 18 markets; harnessing data-driven approach, bolstered identification time and mitigation for process control impacts. Fostered organizational understanding of compliance requirements online with decreased dependence on compliance officers and legal staff; vastly improved compliance assessment by establishing data requirements and initial design. Fortified risk communication strategy partnering with global attorneys, government relations, risk/compliance officers, and executive leadership to cultivate global comprehension of factors affecting PayPal risks, processes, controls, etc.

Governed foundational $72M IT contract with Department of Defense (DoD) while founding PMO and aligning organizational and operational structures. Newly-formed organization attained unprecedented stakeholder cooperation while prioritizing work/resources, standardizing processes, and finalizing tasks within budget and time constraints. Slashed project delivery timeline by 30% and system defects by 80% in only six months via establishment of PMO and related policies/procedures based on PMBOK and software development lifecycle (SDLC).  Saved customer >$12M annually by authoring progressive, multi-year integrated program roadmap release plan that iterated project delivery on a quarterly basis.  Orchestrated $1.2M in annual maintenance savings with DoD contracts by spearheading effort to remodel/consolidate apps with functional redundancies. Standardized quality assurance (QA) and testing methodologies correlating with 80% cleaner implementations in first year by leveraging more contemporary testing process. Streamlined IT operations organization functionally leading to substantial internal/customer communication efficacy; drove team unification and outlined cohesive means to improve project quality/delivery.

Handpicked to mentor cross-functional team of 30 centered on design and integration of medical/dental benefits for the DoD. Embarked enterprise on $30M IT modernization initiative that migrated mid-tier framework to new Java/CUF-based architecture; inclusively designed two-year program plan with 42 concurrent workstreams and all dependencies.

Optimized project delivery efficiency through leadership of IT compliance department focused on managing demand/expectations, generating collaboration, and fostering cost-efficiency/performance improvements.  Improved customer and engineering communications correlating with reduction of mitigation from 89-day average to 14 days; developed capable system issues resolution process bridging gap between customer expectations and engineering. Boosted delivery time of compliance application changes from 77% to 90% through design of centralized program management plan of regulations with technology impacts.

Oversaw diverse portfolio of core projects by executing/maintaining program management processes and disciplines. Success required expertise in program schedule/quality management, communications oversight, HR leadership, cost control, risk mitigation, product change administration, and release supervision. Piloted $15M technology effort to ensure alignment with Credit Card Act regulation that released on-time with 100% compliance and no major defects. Anchored task force that identified and resolved high-risk security audit findings, mitigating all impacts within eight weeks; audit passed all issues and was recognized by executives for outstanding results.  Slashed fraud losses and operational costs by 52% by steering telecon system implementation automating outbound calling for flagged fraud cases.