Provide Project Management leadership to the RCT Team for its development of best practices for System Queues/work estimates and resource model forecasts, and in its support of the Enterprise Risk Management, BSA/AML, and Enterprise Compliance Lines-of-Business.• Provided planning leadership for the timely remediation of 2016 “OFAC Model Validation” items.• Successively lead an Enterprise Compliance proof-of-concept reporting initiative to enhance Compliance testing for insurance placement on Commercial and Residential loans. • Co-drove delivery of key operational improvements, i.e., system queues/work estimates and resource model forecasts.

Provide Project Management leadership for the implementation of the Bank’s “Enterprise Risk Management” (ERM) Governance Risk & Compliance (GRC) Platform (“Archer”).• Directed development of the Archer Program’s Charter, Scope-of-Work, and Governance Guidelines as required and subsequently approved by key Program stakeholders and the PMO. • Proposed / obtained executive leadership approval for the Archer Program budget.• Provided a monthly budget re-forecast including a management report weighing the risk of the remaining budget against the remaining Roadmap inventory. • Successfully deployed 5 Roadmap initiatives, 2 Platform upgrades, and numerous Business-as-usual releases.• Developed / maintained Program logs of Risks, Issues and Action Items while driving for timely resolution. • To insure optimal project team communication, directed a weekly work session, which was facilitated by a formal agenda and published minutes. • Developed draft charters and meeting agendas / minutes for the Archer Advisory Council and Archer Users Forum.

Provide Project Management leadership to the Deposits Line-of-Business (LOB) to address policy and procedure changes required to align itself with the launch of a bank-wide, enhanced KYC Program. • Lead Deposits LOB partners to complete a series of individual project plans targeted to address 28 items cited in a commissioned BSA/AML Risk Assessment. Obtained approval to close all 28 items (26 by October 30, 2014.)• Proactively worked with LOB partners to draft Policy & Procedures Manual updates to insure timely alignment of all account-opening-related documentation with the enhanced KYC Program.• Provided UAT support for the initial KYC Program launch and 7 subsequent enhancement releases.

Provide leadership in the planning, development, and implementation of RBG-specific operational risk frameworks, measurement methodologies, policies, standards, and procedures, which are aligned with the Bank's Operational Risk Department. • Built-out a professional operational risk team architected to partner with internal and external business partners to develop and manage: business-line and enterprise-level Risk Control Self Assessments (RCSAs); loss incident, root cause analyses and remediation; detailed new-activity risk assessments for the Bank’s executive governance committee approval, and proactive fraud / loss prevention strategies and metrics to mitigate operational losses. • Directed development of RBG’s new-activity risk assessment methodology and delivered executive governance committee-approved risk assessments for key Bank initiatives including cross-border money sending services, business online banking, third-party payment processing, mobile banking enrolment and authentication, and mobile banking remote deposit capture.• Directed development and delivery of RBG’s portion of enterprise-level RCSAs addressing Outgoing Wire Transfers, BSA / AML, Business Continuity Planning, and Vendor Management.• Proposed the development of RBG’s Operational Risk Oversight Committee (OROC) along with its operating charter to insure regular communication of operational risk issues, loss performance, remediation efforts with RBG’s Group Head. The OROC was initially convened in February 2013. • Recommended / developed / designed the overall content, layout, and key performance metrics for a new, monthly management dashboard for RBG’s Senior Executive Vice President. • Developed / obtained Corporate Operational Risk Management’s approval for a proof-of-concept and directed RBG’s construction of key process hierarchies to form the foundation for operational risk compliance with BASEL II.

Direct the development of the MIS and management reporting infrastructure for the division to monitor fraud and non-fraud loss trends and related key performance indicators.• Built-out a professional, analytical team to develop timely and accurate loss-related MIS, including the Monthly Business Review’s portfolio and risk operations decks, which tracked fraud tool performance and work queue efficiency metrics. • Managed development of loss MIS (forecasts and root-cause analyses) to host a weekly, deposit loss forum aimed at identifying opportunities for preventing recurring large dollar losses.• Managed development of associate decision quality reporting for key fraud filter alerts. Reports were designed to provide an instructive associate feedback and intended to increase loss mitigation and decrease account attrition.• Worked with business partners to develop ad hoc and production reports to facilitate management decision making and monitor associate compliance with policies and procedures.

Served as the risk director for the consumer and business banking deposit portfolios. Provided direction for the required infrastructure necessary to manage the deposit portfolio’s risk decisioning models. Provided credit-policy-related direction to consumer and business banking colleagues.• Developed for executive management a list of 6 key required system enhancements to provide the MIS infrastructure required to manage automated decisioning for the deposit portfolio, including compliance-related MIS, root-cause loss reporting, an OD Aging Pipeline, and customer experience MIS.• Initiated / directed completion of a Global Credit Policy gap analysis for deposit portfolio MIS. Obtained management support to prioritize resources to resolve related compliance issues. • Prepared a risk assessment for the Bank’s “Health Savings Account” (HSA) product. • Partnered with Fraud Risk Management to propose / strategize a pilot program to identify / analyze root cause loss data. • Developed an analysis of aging, overdrawn accounts to support a strategy for timing outbound collection efforts.

Developed national risk strategies, policies and methodologies for deposit accounts, which focused on the management of risk-score models and other “decisioning” tools designed to manage risk and optimize the customer experience.• Directed the development / implementation (September 2004) of 7 behavior-scoring models to replace aging models used to automate control of deposit portfolio transaction risk for 6.9 million accounts. Net benefits estimated at $18 million. • Directed the development / implementation (October 2002) of 10 behavior-scoring models to automate control of deposit portfolio transaction risk for 15 million accounts. In aggregate, reduced 2003 credit and non-credit losses by $7.2 Million.• Initiated / directed a “Six Sigma” Green Belt project to reduce non-credit, deposit policy losses. Actual loss reduction value estimated at $1.7 Million. Project was “certified” in January 2003.• Developed a Bank of America / NationsBank, merger business case (subsequently approved) which supported the national usage of Bank of America’s risk score models. Key benefits included Bank of America’s avoidance of incremental operating / credit losses totaling $22.5 Million and opportunities for NationsBank to reduce its annual operating / credit losses by $11+ Million. • Partnered with systems management to develop a business case, defining the “Y2K” solution for risk-score models. The new system was installed in August 1998. Benefits included: enhanced system architecture to expedite and enhance MIS reporting, additional data elements to facilitate customer segmentation, and included a reduction of internal service charges totaling more than $1.2 Million over a 5 year period.• Chaired the Bank’s National Retail Review Board and established a charter to develop national best practices working to optimize the relationship between the customer experience and Bank risk.

• Directed a project to research, develop, and implement a series of behavior scoring models to control deposit portfolio risk. Six models, impacting 5 million+ accounts, installed in April 1992. Expected annual benefits were $1 - $5 million.• Constructed a business case demonstrating the risk-avoidance value of incorporating credit bureau data into the deposit account origination process.