• Provides tactical support in implementing/operationalizing new/emerging guidance impacting model risk e.g. Artificial Intelligence and Generative AI etc.• Enforces standard policies and procedures related to tiering of findings, model usage, and tracking and process controls associated with the modeling process. Develops, maintains and monitor model Key Risk Indicators, assesses aggregate model risk and periodically reports risk to Model Risk Committee and ensures emerging risk are addressed.• Leads and maintains model risk management infrastructure, including model inventory, model performance KRIs, model risk events etc. Leads the efforts in standardization, automation, workflow management. Contributes to enhancing current process for model and usage validation. Manages Committee operations and committee reporting.• Interacts with the external regulators and internal auditors to demonstrate the operational soundness and effectiveness of the model governance policy. Interfaces with business partners in Finance, Treasury, IT, Credit Risk, Marketing for Card, Consumer Lending, Network, and Banking Businesses.• Establishes and maintains model development, validation, implementation, performance monitoring, usage, retirement standards, guidelines, and procedures. Manages training on Policies, Procedures, Standards, Guidelines and Systems.• Manages development/enhancement of model inventory management infrastructure while acting as an initiative owner. Leads development of reporting and maintains quality assurance framework.• Leads and maintains status updates and facilitates resolution/escalations of issues in a timely fashion. Creates periodic analytical and updates presentations and reports for senior management, executive management, risk committees and for regulatory exams.• Maintains model validation, usage, and other risk assessment documentation. Performs Project management related to model development pipeline.

- Senior Manager and Product Manager for the Discover Tech Academy (DTA) federated learning model, focusing on solving for large-scale product delivery excellence, with the goal of reaching over 600+ agile teams to set standards and best practices around agile, product and technical capabilities- Manages team of Agile Program Managers, Instructional designers, and Technical Writers creating multimedia learning materials around agile, product and technical techniques: articles, videos, hands-on labs, learning launches, and learning metrics- Influencer Program - Completed workshop at the 2022 Society of Hispanic Engineers and Professionals (SHPE) conference and virtual conferences (2023), leading 150+ young engineers in developing personal and professional roadmaps and product plans; Sprout Social LinkedIn Influencer; DE&I advocate and external speaker. Completed workshop at Anitab.org’s Grace Hopper Celebration around “Reimagining Career and Work-life Balance” (Sept 2023)- As Google #IamRemarkable facilitator, led over 10 workshops for over 100 individuals across DFS to increase confidence in self-promotion and celebrating wins- Achievements: won 2022 President’s Award for large scale learning launches, reaching over 110+ teams to set standards for agile, product and Jira tracking across our Data and Analytics teams (increasing data quality and usage of Jira by 20%). Created 15 playbooks that established measurable impact for all product teams across the organization, utilized in partnership with our dojo coaches to reach the entirety of the organization through continued nurture and learning events. Published article, “Driving clean delivery: Reducing technical debt for a smooth ride,” Feb, 2023

- Work Stream Leader for Workforce Planning and Governance, creating tools and capabilities that support BT Leaders in the everyday management of their workforce- Partner with cross-functional peers in Talent Acquisitions, Vendor Management, Finance, etc., to create a workforce planning, strategy and governance program within BT, focused on maintaining balanced budgets, improved data quality and cost center alignment end-to-end. Partnering with HR Tech on shift to automated Adaptive system- Manages progress to KPIs, workforce planning with BT Leaders for financial monthly reporting, cross-functional problem solving for Employee/Non-Employee Runway Model- Achievements: Created Workforce Planning program and governance controls for FTE requests in WorkDay that has already generated $2.4MM in savings and $14MM in avoided expense

- Worked on Lean Discover Management System team, partnering with stakeholders to build new operating model and standup Agile teams- Engaged with Advanced Analytics teams, supporting their improvement plans through activities such as data collection, analysis, process mapping and rapid improvement/kaizen events- Achievements: Won 2019 President’s Award for designing and implementing Production Support Operational Excellence Forum, decreasing mean time to repair by 50% and ticket volume from 250+/day to <60/day

- Lean Project Manager (Special Operations) responsible for facilitating highly impactful, cross-functional process improvement activities, utilizing DMAIC/DMADV methodology- Functioned under the Lean Discover Management System organization to promote lean methodology and coaching across the enterprise- Supported DMS Talent Journey to ensure smooth processing and documentation of team members onboarding/transitioning between implementation waves- Host of Continuous Improvement meetings and Talent Development for the team- Achievement: Re-designed predictive modeling intake and design process to ensure cross-functional alignment for development/deployment (~$3.2MM faster revenue generation); also created Benefit to Cost matrix to determine baseline of modeling costs and compare against projected benefits

- Responsible for Process Improvement for the Customer Service team for US subsidiary- Led cross-functional meetings and process improvements via Kaizen activities and data analysis to address concerns impacting multiple departments- Coordinated with Japan MiSUMi Operating Model team to improve processes within my center and other locations globally- Achievement: Created new Resource Allocation reporting to better align team scheduling and skills to customer demand, increasing productivity by 25%

- Worked on the Process Optimization team under the Enterprise Enablement business unit to conduct process improvement across the Wealth, Asset and Corporate & Institutional Management business units- Facilitated teams through developing new Organization/Operating Models to drive capacity gains, reduced risk and increased revenue- Led Process Improvement Forums for cross-business education of Lean Six Sigma methodology and hosted Process Optimization Workshops across global Six Sigma locations to share best practices and lessons learned- Achievement: Rolled out new organization design to Income department (~50 reps in US and India) to streamline processes prior to new system integration

- Responsible for growth of B2C Revenue for our International Call Centers - Work with Member Services Organization to improve processes/behaviors as related to increasing paid call revenue (Lean Six Sigma focus)- Create training documentation for influencing behaviors, at the upper management, team coach, and front-line advisor levels- Work closely with MSO managers to drive systemic, process and personnel improvements- Complete Value-Stream Mapping events (domestic/international)

- Received Lean Six Sigma Green Belt Certification- Facilitated Lean Six Sigma events (HLVS, Kaizen, Work Sessions, etc) to promote Continuous Process Improvement and Strategic Initiatives. - Worked with Executive Sponsors to develop pipeline of process improvement opportunities. - Developed HLVS and Kaizen events. Events include: Supply Chain Error Elimination, Call Center Communication with Customers, and 7000 Technician Time Study DMAIC. Gathered data and completed deep-dive analysis of issues (Minitab). Collected VOC/VOE feedback to group with analysis. Identified team members needed to complete event. Created agenda to foster improved process ideas. Worked hands-on with front line associates to learn current process and facilitated process improvement and pilot ideas- Completed cost analytic projects to determine ways to save money

- Completed Horizon Planning sessions for Demand/Supply alignment with In-Home technicians. Facilitated meetings to develop strategy for the next 3-13 months- Managed two front-line managers, who supervised up to 15 front-line associates each, in a call center environment. Responsible for three districts in NJ/NY/PA with upwards of 600 technicians- Financial focus on Technician Cost Per Call and any P&L lines associated with rolling a technician truck- Main focus on training advisors, managers and field teams on new processes to improve- Achievement: Improved Cost Per Call (CPC) by $3/call during busy

- Managed three In-Home districts to ensure that the technicians had the most cost-effective and efficient routes as possible. - Facilitated meetings to ensure that the day-to-day operations hit daily goals to ensure month-end success. - Facilitated new hire technician training to introduce routing organization (4-hour training, 2-days per week)- Managed up to 45 front-line associates, including 5 team leads, in a call center environment.- Achievement: Reduced Reschedules in Puerto Rico by 20% from 2011-2012

- Staff Sergeant in charge of creating training guides for incoming airmen- Trained new airmen using these guides to ensure communications security compliance