Functional Skills
Risk Management
Operational Risk Management
Business Analysis
Business Operations
Change Management / Org Design
Regulatory Compliance
Business Continuity
Quality Assurance
Business Planning
Risk Governance
Crisis Management
Project Management
Leadership Development
Certifications
Six Sigma Green Belt
Sector Experience
Financial Services
Bulge Bracket Investment Banks
Fortune 500
Experience
Citi
Management Consulting
MD, Chief Operating Officer and Transformation Execution Leader
1/2021 - 12/2024
Accountable for leadership and oversight of global consumer credit risk programs addressing firm-wide regulatory remediation and transformation effort to build a better bank. Managed integrated risk governance framework, data quality strategy, strategic initiatives, and administrative processes across Personal Banking and Wealth Risk Management.
• Deployed data quality strategy and core technology to reduce risk reporting cycle time and enable on-demand stress testing in line with regulatory commitments. Deployed enhanced consumer credit risk appetite, policy, and oversight to align with enterprise frameworks.
• Led Transformation execution through finely tuned change management framework and program management discipline to drive risk remediation and improved controls. Established and managed Transformation Program Office, including planning, governance, quality assurance, and reporting for complex regulatory issues.
• Strengthened strategic and financial risk governance framework and processes, regulatory communications / interactions, third party management, financial management, resiliency / continuity of business, capacity planning, talent development and training.
• Deployed data quality strategy and core technology to reduce risk reporting cycle time and enable on-demand stress testing in line with regulatory commitments. Deployed enhanced consumer credit risk appetite, policy, and oversight to align with enterprise frameworks.
• Led Transformation execution through finely tuned change management framework and program management discipline to drive risk remediation and improved controls. Established and managed Transformation Program Office, including planning, governance, quality assurance, and reporting for complex regulatory issues.
• Strengthened strategic and financial risk governance framework and processes, regulatory communications / interactions, third party management, financial management, resiliency / continuity of business, capacity planning, talent development and training.
Ally Financial
Management Consulting
Head of Risk Management and Business Controls
6/2019 - 12/2020
Risk management and business controls leader for Ally Bank business lines (Digital, Deposit Operations, Mortgage, Invest, Lending, Community Reinvestment, Customer Experience, and Corporate Finance).
• Spearheaded deployment of new Enterprise Risk Management Framework across Consumer and Commercial Bank to complete regulatory remediation effort. Utilized methodical change management structure and drove readiness and adoption to ensure sustainable adherence to second line requirements for managing the risk lifecycle.
• Enhanced business line risk identification, analysis, monitoring, reporting, and escalation in alignment with Enterprise Risk Appetite Framework. Established and managed business line risk governance processes and routines.
• Developed business line policies / procedures to comply with enterprise framework and first line roles/responsibilities.
• Spearheaded deployment of new Enterprise Risk Management Framework across Consumer and Commercial Bank to complete regulatory remediation effort. Utilized methodical change management structure and drove readiness and adoption to ensure sustainable adherence to second line requirements for managing the risk lifecycle.
• Enhanced business line risk identification, analysis, monitoring, reporting, and escalation in alignment with Enterprise Risk Appetite Framework. Established and managed business line risk governance processes and routines.
• Developed business line policies / procedures to comply with enterprise framework and first line roles/responsibilities.
Ally Financial
Management Consulting
Enterprise Risk Management Transformation Executive
3/2018 - 6/2019
Selected by CRO to lead regulatory remediation effort requiring overhaul of the firm's Enterprise Risk Management Framework. Work effort encompassed all material risk stripes policies, processes and governance to align to regulatory standards.
• Reconstructed Enterprise Risk Appetite Framework and instituted requirements for business strategy alignment. Established metrics, monitoring, aggregation / reporting, escalation and governance up to board of directors.
• Defined roles/responsibilities for first and second lines of defense across risk management lifecycle. Aligned organization structure to support separation of duties. Established and oversaw governance documentation requirements.
• Reconstructed Enterprise Risk Appetite Framework and instituted requirements for business strategy alignment. Established metrics, monitoring, aggregation / reporting, escalation and governance up to board of directors.
• Defined roles/responsibilities for first and second lines of defense across risk management lifecycle. Aligned organization structure to support separation of duties. Established and oversaw governance documentation requirements.
Ally Financial
Management Consulting
Chief Operational and Third Party Risk Management Officer
11/2016 - 3/2018
Leader of Operational Risk Management and Third Party Risk Management.
• Rebuilt Operational Risk Framework, policies, and core processes to align to industry standards and regulatory expectations. Enhanced risk control assessment, issue management, risk reporting, effective challenge, escalation, and governance up to board of directors. Established ORM controls testing standards. Established IT Independent Risk Management function.
• Reengineered end to end Third Party Risk Management policy and program to adhere to regulatory requirements and drive comprehensive risk and performance management. Upgraded reporting, escalation, and governance up to board of directors.
• Improved due diligence cycle time and cost 57%.
• Rebuilt Operational Risk Framework, policies, and core processes to align to industry standards and regulatory expectations. Enhanced risk control assessment, issue management, risk reporting, effective challenge, escalation, and governance up to board of directors. Established ORM controls testing standards. Established IT Independent Risk Management function.
• Reengineered end to end Third Party Risk Management policy and program to adhere to regulatory requirements and drive comprehensive risk and performance management. Upgraded reporting, escalation, and governance up to board of directors.
• Improved due diligence cycle time and cost 57%.
Bank of America
Management Consulting
SVP, Compliance Transformation Executive
5/2015 - 11/2016
Led Compliance and Operational Risk integrated technology strategy and initiatives.
• Deployed core technology to enable improved Compliance and Operational Risk aggregation and reporting, within first 6 months in role.
• Developed / deployed enterprise-wide role-specific laws / regulations training strategy and programs, including consumer, wealth management, investment businesses, and support functions.
• Deployed core technology to enable improved Compliance and Operational Risk aggregation and reporting, within first 6 months in role.
• Developed / deployed enterprise-wide role-specific laws / regulations training strategy and programs, including consumer, wealth management, investment businesses, and support functions.
Bank of America
Operations
SVP, Business Controls Executive (First Line
3/2011 - 5/2015
Oversaw business control discipline for multiple business lines, including Customer Contact Centers, Customer Experience and Third Party Risk Management (managed teams of 200 people).
• Led remediation of multiple high-profile regulatory issues (OCC, CFPB) by developing / deploying core operational risk management and governance processes.
• Built and managed Quality Assurance and business controls across global call center suppliers, customer escalation operations, and customer complaint processes.
• Consistently over-achieved targets for issue identification (+60%) and reduced audit issues 66%.
• Led remediation of multiple high-profile regulatory issues (OCC, CFPB) by developing / deploying core operational risk management and governance processes.
• Built and managed Quality Assurance and business controls across global call center suppliers, customer escalation operations, and customer complaint processes.
• Consistently over-achieved targets for issue identification (+60%) and reduced audit issues 66%.
Bank of America
Operations
SVP, Global Resiliency and Crisis Response Executive
9/2007 - 3/2011
Championed consumer bank operations and technology business resiliency / continuity of business planning, testing, event response, and disaster recovery. Managed network of +300 Coordinators, Mobile Banking Center, and Mobile ATM deployment.
• Built crisis management capability and response for reputational, operational, market and liquidity risk events.
• Led consumer bank response during 2008 financial market crisis. Enabled $32B deposits during "Flight to Quality" through operational readiness for banking centers, contact centers, ATM, and fulfillment operations.
• Coordinated all communications, including customer, regulatory, executive, employee, and media.
• Built crisis management capability and response for reputational, operational, market and liquidity risk events.
• Led consumer bank response during 2008 financial market crisis. Enabled $32B deposits during "Flight to Quality" through operational readiness for banking centers, contact centers, ATM, and fulfillment operations.
• Coordinated all communications, including customer, regulatory, executive, employee, and media.
Bank of America
Marketing
SVP, International Marketing and Corporate Affairs Executive
7/2005 - 9/2007
Built Marketing and Corporate Affairs function for Europe and Asia from inception, with accountability for brand management, client/product marketing, internal and external communications, government relations, and social responsibility. Built function and team; established investment and managed budget.
• Established and managed international agency contracts for brand marketing, government relations and media.
• Developed and deployed brand growth strategy that included marketing research, sponsorship marketing, event marketing, government relations, media/PR and social responsibility.
• Developed a data driven international brand health baseline, scorecard and reporting process.
• Established and managed international agency contracts for brand marketing, government relations and media.
• Developed and deployed brand growth strategy that included marketing research, sponsorship marketing, event marketing, government relations, media/PR and social responsibility.
• Developed a data driven international brand health baseline, scorecard and reporting process.
Bank of America
Marketing
Office of CEO: SVP, Executive Communications
1/2004 - 7/2005
Communications and executive coach for CEO. Managed executive level communication services, event planning, and speechwriting teams.
• Developed CEO reputation strategy and coordinated execution across multiple constituents.
• Built executive communication services function and delivered integrated planning and execution for all c-level communication and reputation activities.
• Developed CEO reputation strategy and coordinated execution across multiple constituents.
• Built executive communication services function and delivered integrated planning and execution for all c-level communication and reputation activities.
Bank of America
Human Resources
SVP, Human Resources Executive
1/2003 - 1/2004
HR Executive for 2,500 FTE Marketing and Corporate Affairs organization with responsibility for all HR processes and programs. Executive coach for Chief Marketing Officer.
• Led organization transformation and redesign through merger/acquisition; reduced personnel by 20% (of combined organization) and improved diversity. Improved associate satisfaction levels by 2% despite significant organization change.
• Led organization transformation and redesign through merger/acquisition; reduced personnel by 20% (of combined organization) and improved diversity. Improved associate satisfaction levels by 2% despite significant organization change.