Led alignment with Regulatory Expectations for Large Financial Institutions over Strategic Planning, Strategic Investments, M&A, Third Party Partnerships and Innovation and New Ventures. Specifically, enhanced the Strategic plan risk assessment-effective challenge process and review of the impact of key activities on risk appetite.Developed and implemented governance for Strategic Investment, inclusive of a management committee composed of key executives (CEO, CMO, CSO, and CRO), risk assessment routines, and effective challenge by the Second Line of Defense (LOD).Partnered with Legal and Compliance to ensure adherence to Reg W, Y, and VolckerPartnered with Regulatory Affairs to liaise with the regulator on a number of key topics (Partnerships with Fintechs, Crypto, ESG). Met with the Regulator to answer challenge and develop resolution plans.Partnered with the second and third LOD to operationalize centralized monitoring of strategic and reputational risks.Led the design and implementation of the Risk and Controls Self Assessment (RCSA) across the group to minimize risks and reduce the impact and severity of negative events. Designed and implemented reporting allowing the company to become more efficient, make better decisions based on data, drive innovation, and create a strong risk culture across the enterprise.Main Areas supported: Corporate Strategic Planning; Strategic Investments and M&A-built governance and tailored risk management programs; Partnerships; Innovation and New Ventures; and Investment Committee governance.

Risk, Issue Management, Governance, and Business Process Mapping and TransformationLead the realignment of risk frameworks and assessment methodologies across the bank’s risk teams (Fiduciary, Fraud, Payments, Digital); implemented KPI/KRI driven monitoringDrove model risk, data lineage (COSO), business process design/improvement, transformational projects and issue management in the Digital Payments team (Transfers Wires Deposits)

Oversaw 12 global teams, and partnered with cross-functional senior executive teams, to design and deliver complex, deadline-driven projects; improved operational efficiency and strengthened the control environment to achieve set goals (implement new products, processes, regulatory requirements, management reporting).Head of the SF Green Team and awarded the Climate Champion Award by the SF Business Council on Climate Change.

Promoted to US operations from the UK as a subject matter expert; led numerous projects including the largest US client such as Charles Schwab and Pimco.

Delivered presentations with managing partner, managed client relationships and engagement team on clients' locations, as well as engagement planning, scoping, staffing, budgeting and billing, as well as staff training and coaching.

Lead strategic operational efficiency and digital finance projects as well as GIPS and SAS70 reviews for hedge funds, global banks and other global financial institutions.

Partnered with Senior Leadership to rebuild departments; created and documented procedures; hired new team; improved processing of stale issues and overall productivity; reinstated the department’s credibility.

Led business development efforts; secured a number of large new accounts

Led project-based assignments and Mergers and Acquisitions. Recovered US$8 million across four states over nine monthsTrained 3 teams of 20 processors on the new accounting software; Improved department productivity (by 20%) and client satisfaction (by 15%)Successfully raised US$7,000 by organizing fundraising for the victims of Hurricane Floyd