As head of governance & oversight with the Strategy & Transformation team in the Americas:
• Directed transformation portfolio ($400M+) integrating technology, people and process initiatives; introduced transparent prioritization and value-tracking models that accelerated delivery and strengthened accountability.
• Created and facilitated a C-suite transformation council enabling senior executives to co-own strategic decisions, reinforce sponsorship behaviors and embed change leadership discipline across functions.
• Built an enhanced change management capability - integrating governance, communication and adoption frameworks to institutionalize stakeholder engagement practices.
• Led and coached a multi-disciplinary team of 16, cultivating project management and stakeholder-influence skills that raised delivery maturity and confidence across the network.
• Partnered with HR leadership to redesign the executive operating model, clarifying roles and improving collaboration among C-suite leaders - resulting in faster decision cycles.
• Redesigned the governance structure for the Executive Committee (EMC) and sub-committees, improving decision-making. Facilitated the EMC in the first year post implementation of changes to ensure sustainability.
• Authored and mobilized a 5-year transformation roadmap for the Americas Division, aligning people, process and technology priorities with long-term strategic outcomes.

• Led cross-functional team to resolve a significant KYC periodic review backlog in the Global Transaction Bank as part of a regulatory remediation program for a European authority, protecting the franchise from regulatory and reputational risk.
• Created portfolio reporting and insights on key programs across Combined US Operations remediating gaps and regulatory findings which were presented to the U.S. Regulatory Oversight Committee and DB USA Board.
• Served as client lead during a CFTC-imposed monitorship, coordinating stakeholders to complete information requests and develop an approved remediation plan.

• Directed a $150M+ multi-year transformation portfolio, consolidating Technology into a Group function and delivering $100M+ realized benefits through automation, offshoring and operating model redesign.
• Partnered with business leaders to build investment cases and subsequently lead the successful offshoring transition of 550 roles and 130+ applications while maintaining broker-dealer service delivery standards.
• Coordinated the IT broker-dealer infrastructure rollout supporting UBS's expansion into Brazil, ensuring operational readiness, resiliency and compliance for trading and client operations.
• Managed a global merger integration program for Equities business during UBS's ABN AMRO acquisition, orchestrating 700 FTEs across 12 legal entities; developed the master schedule and prepared regular updates on progress, risks and issues for leadership oversight. Established war room and communication plans to maintain service continuity.

• Managed 30 FTE application development team and delivered a custom portfolio modeling and order generation engine supporting 200+ portfolios for a global financial services firm and leading provider of investment management.
• Consolidated brokerage platforms post-merger across 31 branches, 8 order rooms and 2 operations hubs.
• Implemented a packaged risk system to remediate a Federal Reserve finding for a foreign bank's derivative portfolio.
• Developed global business process outsourcing (BPO) business case and plan for a finance and accounting function, which subsequently generated $5M+ in annualized savings.