I am completing education in Scaled Agile (SAFe 5) practices and will acquire various certifications with the final to be completed by June 2022:SAFe for Teams (SP)SAFe Scrum Master (SSM)SAFe Advanced Scrum Master (SASM)SAFe Product Owner/Product Manager (POPM)Lean Portfolio Management (LPM)Agile Product Management (APM)

Drive the agenda for key onboarding process improvement initiatives for Global Commercial Services. Design and document end to end processes. Align with onboarding process governance methodologies and approach.  Led team of 11 based in the United States and India made of 5 employees and 6 contractors, addressing moral and team structure  Provided Product Management capacity of CA Project Management tool (Clarity) used by onboarding teams Deliver daily, weekly and monthly Operational Scorecards for organization across roles, Global, Regional, Local Implementation Managers, Technical Managers and Business Solution Managers. > than 200 metrics comprised of data from >10 sources such as Salesforce, Cornerstone, Clarity, SharePoint and other internal manual data tracking Onboarding Process ownership for corporate products for both B2C and B2C ensuring delivery teams and stakeholders are aligned on process flows enabling client onboarding Compliance and PRSA ownership for organization, coordination with Compliance and Risk on event management and action plans

Lead executive office for Vice President that leads a global team of more than 500+ global colleagues. Support global leadership team of ~7 executives and ~30 directors to track delivery against critical initiatives.  Observed and influenced how strategic decisions were made at senior levels in the company, prepared presentations across the enterprise, provided recommendations for improvement, managed a ~45-million-dollar budget across design, technology and operations expenses. Manage colleague engagement & communications activities, including engagement drives, town hall content & planning, career development activities and organize team building exercises to keep colleague engagement level high Support performance management processes and understand the pulse of the organization to make suggestions for improvements as needed. Provide feedback and solutions to Director Assistant on upline deliverable process improvements.  Lead multiple strategic projects at the same time to drive business forward and harness external perspective with internal business knowledge (e.g., NY site real estate lead, synchronization with Director Assistants across organization, strategic initiative engagements with consultants, etc.) Drive financial and business performance processes, including scorecard and KPI initiatives, to ensure team meets business objectives, including Opex tracking and annual financial planning activities.

Lead executive office for Vice President that leads a global team of more than 400+ global colleagues. Work closely with global leadership team of 8 executives and 30 directors for execution of strategy, business plans to deliver best in class technology and services.  Plan/Manage logistics and content for management of a global organization: including goal setting with VP team, town halls, senior leader business reviews, leadership team meetings, working sessions, and regional/global trips, investment plan, strategy updates and organization online presence on the Square (Jive platform), etc Actively seeks formal and informal feedback from employees to ensure maximum employee engagement and improve leadership effectiveness Create good working relationships with the Manager/Director/Vice President Assistants across the organization to maximize information sharing, problem solving and idea generation for key business issues Lead employee HR processes for activities including employee engagement, talent assessments, the Performance Management P process, and liaison with central and market HR Manages special projects across the wide array of needs in the organization (e.g. PHX site real estate lead, consulting engagements)

Drive transformation of 3rd party provided Midrange and Storage Service Catalog offerings through ServiceNow  Provide work direction and operational leadership to a team of 6 consisting of employee and variable contract resources Led the Midrange service catalog program executed 16 releases bringing rate updates to 27 services, launching 4 new services ﴾eSES platform into the ServiceNow﴿ and 8 new products launches. Ensured cost reflected contract terms, standard portals and UX, reporting, new versions of technology without leveraging Request for Service at higher cost.  Led the migration of 44 Midrange service catalog services from a legacy platform (new Scale) to ServiceNow. Successfully negotiated with stakeholders and 3rd parties to ensure migration was paid for through base operating expense avoiding 2.7MM over 18 months. Increased scope of team of catalog services from 17 to 44 ensured all services were under one team with same development funding. Worked with Leadership team (1 VP, 12 Directors) to be succinct in our org related updates, accomplishments, training, conferences. Ensuring we understood our performance relative to the upline scorecard, senior leader updates on spot topic. Co-chaired the Employee Engagement team for our organization, providing leadership and organization to a federated team of representatives globally dispersed.

Led team to provide oversight and management of high risk and strategic 3rd party technology agreements Led the Vendor Performance Management (VPM) team (9-12 employees and variable contract resources) to measure, analyze, and manage the performance of the six core global infrastructure suppliers; IBM (Midrange, Mainframe, Service Desk, Security, Disaster Recovery) HP (EUC, Cloud Based Services, LAN, WAN), AT&T (GWAN), Verizon (GWAN), EMC (Storage) & Stratus (High Availability Platform) to ensure that their performance meets the expectations defined in the contract. Management of actual performance, identification of contractual performance gaps and agreement of actions to achieve desired performance levels.  Managed ~645 SLAs, 7 scorecards across critical suppliers and collect on average $2m per year in SLA credits against $96m at risk Completed approximately 80-120 contractual changes each year (changed, modified measurements or adjusted financial risk) Provided consultation on best practice regarding vendor performance standards to other organizations performance language in contracts, measurement designs, frameworks and management activities  Maintained audit readiness through PRSA controls, Internal Audit Group data requests and external Examiner and Regulator support

• Serve as a subject matter expert (SME) within operational area• Partner with Technology organizations, GCO, Global Procurement, Compliance, Security and vendor representatives as needed• Act as primary liaison between vendors and other entities within Technology as needed• Promote vendor management strategy to entities within Technology• Establish partnerships with key stakeholders, both within and external to AXP• Monitor vendor performance against evaluation criteria defined within contracts and/or provide reporting on same to constituents (business users, vendors management peers and AET leaders)• Participate in the negotiation of new contracts and/or changes to existing contracts to benefit AET– Create Service Levels based on customer need, industry standard or individual assessment– Manage vendor performance through the use of SLA’s and contract obligations– Assess, verify and validate performance metrics– Maintain audit ready posture related to vendor performance data, processes used and calculation– Provide input into financial management decisions related to services performing under SLA targets• Assist in escalation of vendor issues to leaders on behalf of AET• Analyze and interpret contractual language to facilitate issue resolution• Responsible for providing initial drafts for standard contractual IT vendor terms and conditions in accordance with American Express global standards

Coordination and management of projects under the Host and Infrastructure team within the Chief Technology Office. Scope of work primarily fell under the management of Infrastructure Technical Standards and initiatives being executed under the Mainframe TCC. Surge efforts are commonly requested in the creation of Enterprise Strategies (example: CMDB), or in the facilitation of Summits to present or gain alignment on a particular area of strategic focus across multiple Technology teams (CTO, TI, IBM).• Build and execute communication plan for Internal/External partners– Establishment of Mainframe TCC and ESM Community Forums– Member of CTO cross team representing Vice President’s organization• Define performance metrics for Host and Infrastructure team• Organize Host any Infrastructure projects, team tasks enabling defined, documented and repeatable results• Support Architects in execution of initiatives• Measure financial and team performance– Creation of forecast aligned with Business Office– Approval and management of FTE and Contractor timekeeping– Monthly review of Plan and Labor, resulting in EPIC adjustments as needed• Foster communication with other Architecture teams• Coordinate team focused training (Architecture Practice, ITIL)

Primary contact between the DPE (Delivery Project Executive) and delivery support organization. Support the DPE and/or PE (Project Executive) as the service delivery advocate. Work with the customer (project office) to understand issues and responds to requests for services (RFS’s) to help grow the business. Ensure quality of service and manage cost of delivery by looking at better ways to provide service in a cost-efficient manner. Work with multiple accounts on an as needed basis depending on their size and complexity. Monitor and manage Service Level performance on assigned account(s) and reports attainment and potential exposures in a timely manner.• Provide DPE/PE single point of contact and be the advocate between Service Delivery and the DPE/PE/Customer• Ensure positive customer satisfaction and customer relationship is maintained• Manage delivering to contract performance standards and client measurements• Drive/Manage service quality and improvement of service delivery processes• Participate in the (O)/U cost/recovery management with the DPE/PE• Continually identify ways to reduce cost delivering the services and improve service• Participate in Technical proposal preparation and submit to DPE/PE for review and approval• Participate in account plan/strategy• Understand customer requirements and business opportunity/requirements identification, guidance, support and closure• Provide account leadership/direction and technical support• Participate in response to RFS’s on behalf of the delivery organization• Drive/participate and coordinate audit readiness• Drive/participate and coordinate crisis management