Synopsis of Responsibilities and Accomplishments:
In this role, I am primarily responsible for identifying and implementing artificial intelligence solutions. I also oversee the integration of Web3/cryptocurrency into ecommerce solutions. I also leverage my prompt engineering skills to help teams immediately realize the benefits of these growing technologies. Leading and mentoring global teams of client resources, consultants, and vendor/partners is another aspect of my role. Additionally, I oversee cloud and hybrid solutions, including Microsoft Dynamics, Office 365, and Azure. I provide advisory services to boards of directors, investors, and C-level executives, helping them realign portfolios with strategic goals.
Citi (Program Manager, SVP), 1/23/2021 - Present
I led and mentored Program Leads while collaborating with the Transformation PMO to drive critical regulatory deliverables. My role involved managing and monitoring the performance of multiple programs to ensure alignment with our target state and minimize risk. Together with the PMO, I contributed to the development and management of reporting and governance, offering consistent support from project inception to closure. Prioritizing projects based on business needs, I identified opportunities for improvement and streamlined reporting practices. Notably, I oversaw the development of an application that sourced data from various channels, providing dynamic real-time views with metrics and insights. This application facilitated stakeholder engagement, issue resolution, and the enhancement of program processes and standards, all in line with our broader strategic vision.
Wells Fargo (Program Manager), 1/23/2021 - 12/31/2022
As a co-manager of three workstreams within an enterprise PMO organization, I oversee efforts to address matters requiring attention (MRAs) arising from regulatory compliance actions. In this capacity, I liaise with frontline, second-line, legal, and other departments, providing guidance and support to ensure a successful response effort. I am responsible for managing Education and Awareness, Testing, Validation and Review, and Risk Assessment activities, while working directly with quality assurance resources from Oliver Wyman and Wells Fargo Legal to advance Design Closure Memos and Sustainability Closure Memos for regulatory review.
Prudential (Program Manager): 8/2019 - 3/2021
Managing several key initiatives within the Architecture and Technology Transformation programs. Working with several dedicated, but global geographically dispersed teams. These initiatives address several specific regulatory compliance opportunities, including CARES Act, California Consumer Privacy Act, SOC 2 (formerly Service Organization Control 2) with an additional initiative, also working with internal and external data, addresses a new set of services providing single sign-on for seamless user experience across several customer facing interfaces.
- Data Management Framework
- Regulatory Compliance Framework
- SEC Regulation Best Interest (SEC Reg. BI)
- California Consumer Privacy Act
- CARES ACT
- Coronavirus-related Distribution (CRD) Repayments
- SOC 2 Data Disposition
- Outsourced Employee Stock Purchase Plan
- Customer Office Data Exchange
- Enhance Asset Rebalancing
- Custom EDT for Vectrus
MUFG Union Bank (Senior Project Manager): 12/2018 - 6/2019
Manage multiple projects (totaling over $8.6M) as a part of the data and reporting environment as a part of the organization-wide Transformation initiative. The initiative transforms the data and reporting environment from a complex, manual, and inconsistently controlled to a streamlined architecture supported by strong governance and controls. Project were directly responded to regulatory oversight following deficiencies identified in Regulatory reviews of MUFG Risk and Regulatory environment. Projects include:
- Business Information Model / Domain Governance & Metadata Tool Enhancements
- Data Management and Reporting Policies, Frameworks, and Standards
- Metadata Content Enhancements
- Times of Stress
- Basel Committee on Banking Supervision Independent Validation (BCBS IV)
Insured Vendors (Senior Project Manager) New York: 12/2017 - 12/2018
Lead dispersed team of resources to develop a SaaS platform for the insurance industry. Worked with stakeholders to develop cost analysis, pricing model and iterative delivery approach. Helped to implement Dynamics CRM solution to track opportunities for the platform. Developed budget, identified resources (people, vendors and equipment). Developed and managed the overall governance model. Developed and managed executive reporting, including meeting cadences.
Argus Information & Advisory Services (Program Manager): 2/2016 - 12/2017
Created a Program/Project Management Office (PMO) governance models to manage complex client programs and initiatives including regulatory compliance, global rollouts and strategic planning/implementation of go-forward technologies. Lead/mentor global matrix teams of consultants, client resources and vendor/partners; document and measure existing client processes; recommend outcomes and improvements; design and implement processes to enable client to improve performance levels. Present findings and recommendations to boards of directors, investors, and C-level executives. Develop new and repeat client business.
Working with a major department executive, I developed a program to teach line managers specific Project Management skills. The program was developed in a way so as to not impede the current level of productivity with in-flight projects while implementing practices that will increase productivity over time. This entailed identifying the individual strengths and weaknesses of each individual team member in addition to the organization. The second step in this phase was to identify and develop tools to support the effort that would provide executive management with a clear picture across the department. We were able to implement processes around milestone reporting, resource management, risk and issues management, as well as developing a process to develop insights on client resources, enabling the team to interact with various clients more effectively.
Helped to develop an internal automation strategy and implementation plan to increase efficiency and overall team productivity for the development and management of data warehouses. Reviewed project progress, dependencies and risks. Presented status updates to senior management.
In addition, I was asked to realign a portfolio of data warehouse and data lake projects for an important Silicon Valley FinTech client. This included resource assessments, project and program alignment strategies, repositioning of resources, implementation of client engagement practices and interviewing candidates.
Becton Dickinson (Enterprise Program Manager): 2/2015 - 2/2016
For the Enterprise Project Management Office within Becton Dickinson (BD) I was focused on managing portfolios for the post-merger integration activities for the Law Group and Revenue Management. Managed internationally dispersed teams consisting of internal resources, consultants and various vendors. For Revenue Management, the team realized expected or forecasted synergy goals, merge offices and aggregate operations into determined share services centers of excellence. Daily management of budgets (handling time and costs), risks and issues across all projects. Lead the team to implement a global legal contracting solution, Icertis. During this project, we were able to acquire needs analyses for each business unit and create custom solutions. We also developed and implemented enterprise-wide training on the platform and managed the platform upgrade.
Merck/TelerX (Program Manager): 10/2014 - 12/2015
A major pharmaceutical company was looking to divest one of its divisions and needed to work with a prospective buyer to determine the divestiture work necessary to complete the sale. The company was seeking to effectively plan and execute separation of the carve-out while minimizing disruption to the remaining entity and maintaining business continuity. This included a thorough change management strategy in order to develop a precise transition strategy. I was engaged to lead the Separation Program Office. My team was responsible for developing the overall separation strategy, tools, templates, governance, meeting cadence, budgets and alignment with the Separation Management Office (executive shareholders). The project was completed on time and within budget, but the deal did not close.
Parsons Brinckerhoff (Program Manager): 9/2011 - 10/2014
Led a team that created a global application architecture, including systems and application development technologies employed, to replace an antiquated, incumbent system that enables the global Corporate Development team to maintain and match internal resumes to new business prospects as well as maintain and provide access to Projects/Agreements, Qualifications & Capability Statements and a Proposal Library & Opportunities. This initiative was the linchpin of then enterprise change management initiative as it entailed a massive transformation of how the organization engages prospective clients and new business.
INTECH Investment Management (a division of Janus Capital Group, Program Manager): 2/2011 - 8/2011
As a trusted advisor to the Chief Technology Officer (CTO), I worked with him to transition the company to a more fluid information flow. This involved interviewing each of the executives and other key staff and gather data on company processes and information flow. Once the transition strategy was developed, we gathered and honed requirements for the implementation of an Enterprise Content Management (ECM) solution. Met with key members of each department in the firm to confirm operational due diligence. Worked with the CTO to develop a technology strategy to address the current and future needs of the organization, including business process optimization and evolution.
During the second phase of the engagement, I led the team in implementing a new SharePoint 2013 platform, including end-user training as well as Administrator training. The platform serves as the cornerstone of the firm's intranet. Applications for internal and external report generation, marketing information and more continue to be developed on the platform
Tullow Oil (Senior Project Manager): 3/2010 - 2/2011
Assessed in-country resources and provided guidance and mentoring to local management. Through in-person interviews assessed the skills and capabilities of South African resources. Presented findings to London-based executive management in order to develop resource improvement strategies and career guidance advice to local talent. Provided a template to executive management to create repeatable processes across additional regions.
Kamakura: Genworth Financial (Senior Project Manager): 3/2010 - 8/2010
Working directly with executive leadership at Genworth and their vendor, I was responsible for helping to lead a team to implement the first phase of best in breed market risk and credit risk analytics software. The implementation yielded the first level of an integrated credit risk, market risk, asset & liability management and performance management platform that can accurately provide Value at Risk (VAR) calculations. The implementation required IT resources to work closely with business executives to ensure the accuracy of the software in comparison to the legacy system (Moody's KMV), utilizing a data stream from Blackrock and other sources.
Kamakura: Unum (Senior Project Manager): 3/2010 - 8/2010
Led a globally dispersed team to implement a Kamakura Risk Manager trial platform that allows UNUM to effectively measure the inherent risk of default, downgrade, or other credit events for any one or all of its or its Affiliates' investment counterparties/issuers over any horizon (approximately 3000 CUSIPs). The platform provides credit modeling at the individual transaction level, aggregating up to combined counterparty risk. The Platform allows Unum risk managers to compare potential losses with pre-defined values and limits all of the assets, liabilities and derivatives associated with UNUM's Long Term Care Policies and permit the simulation of a large number of risk factors to drive both valuation and credit-adjusted losses for standard and ad hoc scenarios.
UBS Investment Bank (Senior Project Manager): 3/2009 - 3/2010
Evaluated enterprise initiatives in terms of Program and Project Management processes, governance, budgeting, tracking, prioritization and resource utilization.
Established budgetary metrics that enabled client to on-board, fund and prioritize projects based on projected return on investment (ROI) and alignment with business strategy
Implemented PMO with project dashboard, to improve management oversight, decision effectiveness and resource allocation, which reduced project costs through more accurate and efficient use of equipment, software and resources
Improved project status reporting and tracking by implementing Microsoft SharePoint tracking system, which reduced annual deployment costs by $1.5 million and enabled management to mitigate operational risk that would have negative impact on project completion, outcome, and cost
Fiserv (Program Manager): 1/2008 - 3/2009
Led due diligence business/technology transformation team to develop outsourcing Strategy proposal for $4.5 billion financial services client organization; focused on business/technology synergy and consolidation, cost reduction, competency acquisition and business line expansion, for Internet Banking and Electronic Payment businesses, which represented about 25% of gross revenue. Worked with teams to evaluate the possible implementation of an ERP solution in order to manage and migrate disparate product platforms to a unified infrastructure.
Performed due diligence to evaluate potential of synergy/consolidation of technologies, services and products of 127 businesses; reviewed all offerings and customized variations, mapped all commonalities to determine ROI
Provided data to validate client decision that ROI would not justify project, based upon complexity, duration and cost; with outcome limited to integrated accounting and reporting.
EB Brands (Senior Project Manager): 2/2007 - 12/2007
As a part of a change management initiative, I led a team to document existing product life cycle, redevelop business processes and implement streamlined and more automated product development model, to enable company to improve internal efficiency and product time to market, used Microsoft SharePoint and Project Server.
Implemented enterprise-wide product life cycle with project/program management practices, governance standards, processes, metrics and change/risk management controls. Enabled stakeholders to define opportunities, prioritize projects, use best practices, ensure timely delivery and comply with quality standards
Improved enterprise project efficiency by 66%, which elevated organization value; optimized organization performance by dedicating all work to those tasks connected to project/product plans approved under new product life cycle model
Enabled post-merger integration of newly acquired Valeo Corporation, in collaboration with CEO and executive management
Citigroup Smith Barney (Program Manager): 7/2006 - 1/2007
Created PMO governance model, which included documenting information architecture, developing data aggregation and flow strategy, tool building, staff training and mentoring, toll gating and metrics reporting. Led team which completed architecture and development of billing and chargeback application with bidirectional communication with ERP system (PeopleSoft), to provide Total Cost of Ownership (TCO) data, for all initiatives.
Enabled executive management to improve decision effectiveness, by having previously unknown data access, business operation and technology costs; and achieved multi-million-dollar cost savings by replacing high cost with no/lower cost solutions. Collaborated with COO to develop Strategic Change process.
Morgan Stanley (Senior Project Manager): 11/2004 -7/2006
Led globally dispersed matrix team of 300+ to address enterprise-wide Basel II compliance issues on five continents. Developed management reports, identified unique metrics, provided policy guidance and spearheaded development of PMO governance model. Collaborated and built sponsorship with client executives and stakeholders at all levels, in Fixed Income, Market Risk, Credit Risk and Regulatory Compliance.
Documented and refined existing processes and created new ones, in collaboration with enterprise team, to complete 327 projects within Basel II program, governing money movement, transaction processes/life cycle/reporting and cash reserve minimums
BMC Software (Program Manager): 2/2004 - 11/2004
Led globally dispersed and matrixed team of 225, including internal staff and external resources provided by Deloitte, Jefferson Wells, Protivity and Ernst & Young. Collaborated with executive management to address global Sarbanes-Oxley issues and transform the compliance organization to provide continuous compliance to changes to financial compliance introduced by the United States government. Worked with the team and recommended policies and procedures and developed PMO governance for all regulatory affairs.
Established management reporting infrastructure and adapted technology solution from previous engagement to shorten project delivery time. Solution enabled BMC executives to monitor every process step, all stakeholders and pass/fail status of both internal and external exams
XL Financial Products & Services (Senior Project Manager): 9/2003 - 2/2004
Led globally dispersed and matrixed team of employees and external consultants from Ernst & Young and PriceWaterhouseCoopers, to establish and test processes to achieve Sarbanes-Oxley compliance. Created policy and procedures concerning roles/responsibilities; collaborated with PMO executives to ensure enterprise commonality. Worked with CIO to create Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP); and recommended appropriate planning software and implementation procedures. Led dispersed matrix team of business and IT stakeholders to develop facility evacuation plans and ensure Sarbanes-Oxley compliance. This initiative was a part of an enterprise-wide change management strategy addressing ongoing regulatory compliance.