Turned around the loan servicing team at Fidelity Bank (acquired by Ameris Bank in July 2019) that was unable to deliver consistent compliant servicing of an asset that was worth $100M+ to the organization, servicing over $10B in loansIncreased capacity of operation to compliantly handle > 1,000 loans/FTE in a small-scale operation servicing a mix of FannieMae, FreddieMac, and GinnieMae loans, with specialty portfolio loans including Construction-Permanent Financing and Community programs.Received positive feedback from Board and executive leadership for ability to transform the operationExecuted on multiple “bulk” sales/transfer of MSR’s during tenureEngaged multiple vendors to reduce reputational and compliance riskOverall responsibility from boarding loans through default and liquidationRemediated prior year internal and external agency findings and established controls to prevent recurrenceSatisfactory audit results from all primary investorsImproved HUD TRSII rating in year 1 and continued positive trending in year 2Valued member of senior leadership team at bank and actively participated in 2 of 7 strategic initiatives at the bank – Operational Excellence, and Talent Development

Responsible for all aspects of loan servicing for a nascent loan servicing group primarily focused on servicing an organically grown portfolio specializing in GinnieMae product with specialty loans in the sub-640 FICO score band.Responsible for directly overseeing four direct reports and a servicing team of 180 FTE’s. Overall accountability for all servicing functions.Enhanced leadership team, identified gaps in servicing processes and enhanced P&P and QA programs. Achieved HUD TRSII Tier 1 rating for 2016 and on track to retain for 2017.Oversaw all servicing functions while the servicing portfolio grew by over 28%. Managed multiple projects, including revamping entire loss mitigation process and implementing 3rd party technology to enhance compliance and efficiency.

Responsible for all mortgage default servicing for PNC Mortgage to include Collections, Loss Mitigation, Foreclosure, Document Attestation, Default Litigation, Bankruptcy, Property Preservation, Claims, Invoice Management, Financial Controls, and Loss Analysis.Five direct reports to manage default group of over 1,300 FTE’s located at multiple sites.Member of Executive Steering Committee that regularly presented updates to the Compliance Committee of the Board that had oversight for all consent order activities as reported to the OCC and the FRB. Led team through Consent Order Supervisory Letter Action Plan to prove up sustainability to Consent Order.Worked with enterprise team to understand required changes to servicing operation to comply with CFPB rules and executed to be ready on time. Internal metric measurement reflected over 99% compliance for default. CFPB review completed with no findings.Transformed the default team to be a cohesive team that worked to execute on strategy for improving GSE scorecard results. Achieved FNMA 3 STAR rating in 2013 and maintained same in 2014 with improved overall score. Achieved HUD TRSII Tier 1 rating in 2013 and maintained for 2014 and 2015.Reduced headcount by 27% (1,300 FTE to 950 FTE) and improved cost to service by 18%.Consistent improvement in Gallup employee engagement survey achieving Grand Mean score of 4.45 (out of 5) from direct reports for annual survey conducted in October 2014.

Member of Executive team working together on establishing short term and long-term strategy for ServiceLink. Directly responsible for providing strategic insight into new product development, expansion and integration of services across the default platform, and strategic review of various default technology companies for potential acquisition.

Responsible for overall P&L management for LADS and growth to over 450 FTE’s located in multiple sites.Developed and implemented operational plans, develop strategies to adjust to changing market conditions to increase market share.Directed the activities of Business Channel Managers to implement corporate channel strategies, maximize revenue streams, and develop new business through those channels.Hired, developed, and mentored a highly professional management team and directed their activities. Implemented and advocated talent management initiatives including succession planning, performance management, mentoring, and training. Provided leadership for the company, conveyed to staff a commitment to achieve established corporate and local objectives and communicate status of those goals.Initially hired to manage Valuation department, then managed multiple Outsourced Foreclosure and Bankruptcy client relationships. Promoted to a strategic role and involved with due diligence on potential acquisitions. Worked to integrate 3 Arch Financial Services, a LADS acquisition during 2004-2005. Helped develop marketing materials for the combined entity.Selected to be in the first cohort of 20 leaders across all divisions of LandAmerica Financial Group to be in a specially designed Leadership Training designed for future senior executive leaders at the parent company.