Part of Operational Resiliency Team focused on building a world-class Operational Resiliency Program within Freddie Mac to prevent, adapt, respond to, recover and learn from operational disruptions to minimize risks.Drive efforts related to Business Impact Analysis, Business Continuity Plans, and Business Continuity exercising activities to protect Freddie Mac's assets and minimize potential impacts to business operations. Work closely with the business areas to provide guidance and support to further enhance Freddie's preparedness posture.

Responsible for the development and delivery of Enterprise Risk Management (ERM), Business Continuity Management (BCM), Crisis Management, and Emergency/Incident Response solutions for Fortune 500 companies globally to ensure that the right organizational plans, processes, and procedures are in place to prepare for, mitigate, and manage risk.• Execute Enterprise Risk Management framework components and supporting processes for various organizations and industries; these included completing risk assessments with key stakeholders, risk infrastructure reviews, and program maturity assessments.• Analyze clients risk information from both internal and external sources to understand risk exposures and trends.• Develop corporate-wide Business Continuity Management (BCM) programs that address business recovery and incident response management needs for all functional business areas by utilizing industry best practices and adhering to BCM policy and ISO 22301 standards.• Complete business impact analysis to identify risks and critical processes across the organization.• Assist in the development of Crisis Management Plans and programs with an emphasis on crisis communications and driving strategic alignment among senior leadership. • Design, develop, conduct, and evaluate mock-disaster exercises to test the adequacy of existing plans and strategies, and assist in updating procedures and plans.• Manage ongoing client engagements to ensure projects are completed on time.

• Support educational mission in mentoring students, creating and grading assignments/exams, and developing relevant classroom exercises.• Courses include: Employee Benefits, Strategic Risk Management, Principles of Risk Management and Insurance

• Consultant to University of Wisconsin Risk Management department that developed workers’ compensation dashboards improving understanding of risk profile and allowing improved allocation of risk response resources. Project was part of an MBA Applied Learning course.

• Developed executive communication materials for leadership digitizing key information to support agents. • Partnered with data architects developing capabilities that improved sales of key insurance products. • In collaboration with Legal & Risk Management implemented enterprise language and processes for underwriting compliance.

• Improved treatment outcomes by 57% by building and enhancing relationships with key stakeholders, and streamlining information sharing processes across government agencies• Provided judicial staff insights and legal research used in hearing and sentencing process regarding benefits of treatment versus incarceration. • Led a team of eight case managers responsible for the enrollment of 1,317 of uninsured individuals into a healthcare plan under the Affordable Care Act.

• Improved staff attorney decisions and efficiency in felony trial preparations and proceedings through understanding of system processes and bureaucracies. • Gathered and analyzed data on sexual violence prosecutions to generate more effective processes.

• Investigated financial abuse, gross neglect, resident rights violations, healthcare claims, and billings • Facilitated negotiations between clients, health care facilities, and insurers to reach settlements. • Coordinated community outreach events on a wide range of topics long-term care consumers.• Represented residents’ interests by meeting with government agencies and legislators for increased consumer protections.

• Conceived of and created project to overhaul the existing care model; delivering 9% reduction in pressure ulcers; 4% reduction in use of psychotropic medications; 3% decrease in use of restraints; and increasing revenue through improved occupancy rate from 80% to 99%.• Developed and implemented an extensive strategic plan, including bi-weekly trainings for 117 staff members across departments, and a set of progress reports created through surveys, interviews, observations, and medical record reviews.