Corporate Risk SRO Program Support and Analysis Team• Executes on operational risk oversight activities, including centralized issue management oversight, risk acceptance oversight, analysis, and reporting supporting business groups and enterprise functions • Sources, develops, and executes on standard reporting and analytics related to the risk oversight program • Conducts point-in-time and period-over-period analysis to identify areas of risk, identifying recurring themes and insights • Performs ongoing and ad hoc risk analysis• Creates and maintains guidelines, procedures, and documentation such as Job Aids and process flows for the team• Facilitates data retrieval and reporting enhancement requests with enterprise reporting and operational risk partnersRecognized Accomplishments: Created program supporting routines based on enterprise Policy, Procedure, and applicable Risk Methodologies Developed monthly reporting related to Issue Management, Operational Risk Events and Operational Risk Profile including the creation of supporting documentation Established routines with onshore and offshore business partners executing Issue Management oversight to provide ongoing guidance Automated manually generated Risk Reporting, saving up to 6 hours monthly of manual execution for a single report Transitioned the creation of 6 monthly reports to offshore resources, transitioning established Job Aids and Process Flow ownership along with the creation responsibility

SPG Issue Management Oversight (IMO) teamMember of the team that developed the strategic target operating model for issue governanceSocialized target operating model with extended risk management team as it was developedCreated and maintained guidelines, procedures, and documentation for the extended teamMonitored changes in issues for review with appropriate risk stakeholdersIdentified key risks and performance indicators for enterprise issues

DIMO / Data Issue Governance Group (DIGG) Enablement & Support ManagerMember of the leadership team that developed the strategic target operating model for data issue governanceMonitored changes in data issues for review with appropriate stakeholdersIdentified key risks and performance indicators for data issuesManaged and executed on the data issue prioritization processExecuted reviews of non-data issues to identify potential data issues to ensure full population capturedCreated and maintained guidelines, procedures, and documentation for the extended teamEstablished external engagements and the subsequent routines with other teams in Data, Risk, Audit and beyond

Wholesale Remediation Program (WRP) program managerAssumed leadership responsibilities for the PMO, inheriting a team of FTE and contract resources focused on assessment and remediation of Regulatory Reporting related issuesEstablished net new program-level routines with business and support partners for regular communications around project effortsImproved on the Issue Management process, streamlining and making more efficient the sharing of issues data into enterprise issue management routinesCreated the necessary documentation to support PMO processes, including issue management from entry to bundling and project executionWorked with Group Controllers and their teams to collect existing project tracking materials for all their initiatives

Staffed at Wells Fargo• Participated in project assessment and execution in the Wholesale LOB as a member of the Wholesale Remediation Program• Led project execution efforts to address regulatory reporting deficiencies, automating data collection from Systems of Record, sourcing additional data elements for reporting needs and addressing capital reporting requirements• Assessed and closed out all program level issues related to the regulatory reporting efforts• Developed program level status reporting for regulatory related projects • Participated in all appropriate program level routines including weekly status reporting routines• Provided project support for the remediation of regulatory reporting concerns/

• Lead production support services teams, providing technology support for Risk, Compliance Risk, Global Banking and Markets Compliance, Global Wealth and Investment Management Compliance and Risk, Consumer Risk and Compliance, Home Loans Compliance, Corporate Security, Audit, Legal and Global AML• Top graded and grew a global team located across the US and internationally in Chennai, London, Singapore and Guadalajara through regular talent evaluation, performance management, strong budget management and deep understanding of business needs• Administrative duties included executive communications on production incidents, monthly production reports to Technology Executives, ongoing budget forecasting and planning, vendor relationship management, root cause analysis and tracking / monitoring / reporting on changes to the production environments

• Built out the PMO governance function and developed the routines to provide visibility and awareness of the Home Loans Fulfillment Transformation, including end-to-end project management of both the people / process components and technology • Managed complex relationships between various Technology and Home Loans teams, including the vendor IBM• Stood in for Executive leadership when they were unable to attend calls or were out of the office for extended periods

• Lead a team of project managers building and executing the Implementation Phase support plans for the Northwest and California consumer transformation, including the holistic communication plans, command and control functions and detailed schedule of execution tasks• Worked with project leadership early in the project lifecycle to define project timelines and deliverables as well as hosted project-wide executive updates on progress against plan and readiness for deployment• Hosted nightly Executive Status Updates during deployment events to provide status updates to the most senior levels executives at Bank of America• Consulted with all project teams across the different portfolios to ensure implementation readiness, adequate contingency planning and risk mitigation was in place and that centralized escalation and communication routines were met and followed

Along with a teammate, I was responsible for defining the Implementation Approach for the ML Transition Systems Day 1. That included all aspects of the Client and Associate impacts as well as the Technology drivers for those changes.I was responsible for creation and review with TLT of the June Deployment and NFS Asset Conversion 4 blockers each week.Planned and executed on the weekly SD1 Implementation workgroup, covering topics around Control Room Planning, Readiness Reviews, updates on the Detail Schedule creation and cross team issuesI was responsible for planning and execution off the 3 different Readiness Reviews associated with SD1 (June Integrated, NFS Asset Conversion #1 and NFS Asset Conversion #2).Along with a teammate, planned and executed on multiple Testing and Implementation Review meetings, bringing together the larger transition team to review materials associated with the SD1 testing or implementation efforts.

I was accountable for all aspects of the conversion for the Canada Card site in Ottawa Canada from the legacy General Ledger, Accounts Payable / Fixed Asset and Supply Chain Management systems to the target SAP platform.At the same time, I managed two other associates that supported other geographic rollouts (Toronto and Mexico City) included in Release B of the SAP deployment to those areas.I created and managed to a travel budget of $100,000 (revised) through the use of various management and travel planning tools. It was managed to a less than 1% travel budget variance for the year 2009.Based on my project and transition experiences, I was asked to create the program level Implementation Plan in partnership with our Deliotte and SAP project partners. We delivered a complete plan that covered all aspects of people, process and technology.

I was responsible for overall Release Management of the monthly eCommerce Project Deployment events averaging 150,000 to 300,000 hours of technical work product.I organized the Quality Assurance team around our core functions of Release Management, CIT Testing, Environment Stability and Production ReadinessI worked to develop capable leaders in each core function by empowering their decision making and holding them accountable for results. The succession plan I and each of my leads created filled my role when I voluntarily moved to a new opportunity.I sourced resources for the team through BAC HR channels and my own network of contacts both internal and external.I created and managed the team budget for above and below the line expense.Client Implementation Team - Fleet Boston Conversion and MBNA Transition - Change ManagerI was responsible for the Onsite Support, Conversion Guides, Control Rooms and Operational Readiness functions for the Fleet Boston TransitionManaged an overall budget of $3.6 MM for Fleet BostonResponsible for Client Control Rooms, Technical and Operational Readiness processes and Implementation Festivals for the MBNA TransitionFiled both Client (Operational) and Technical leadership roles in our Control Room models

I was responsible for client's project needs assessment and matching to our associate's project assignment and career development to the client's role for a team of associates specializing in managing the testing and implementation phase of projects using proven, repeatable, scalable processes.

Using a defined project methodology, managed the Implementation phase of independent bank projects. Responsible for overall completion of Implementation related deliverables as well as two project teams of two associates each and their daily workflow and deliverables. Implementation Technical Team Lead:Using a defined project methodology successfully implemented a fully integrated, multi-iniative bank project. Responsible for implementation design and execution, control room staffing and management, and project status communication to all levels of management.