(FORMERLY HPE, INC.)

GMB

• INTERNATIONAL INVESTMENT BANK Vice President/Senior Program/Project Manager
• Recruited to manage the transition and transformation efforts of Deutsche Bank's operational and infrastructure outsourcing initiative to Hewlett Packard. Initiated and articulated the creation and implementation of Operational Readiness Assurance standards, processes and procedures. Additionally, I directed the activities of an audit remediation effort of 8 internal findings. Completed the successful remediation of 8 internal audit findings for Deutsche Bank for:
• Windows Server Governance
• Active Directory Governance
• GDS331 Compliance Governance
• Application On-Boarding Governance
• Server Back-up Reporting Governance
• Server Activation/Decommission Governance
• ATOS/dbSymphony Process Improvement
• NTLMv1 Remediation (29,000+ Windows Servers)

Led the process analysis and reengineering of Bank of America's Trial/Permanent Mortgage Go-Mailer Tracking and Reporting process, enabling better throughput and insight to issues with HARP reporting requirements and the issues hindering the mailing of trial/permanent loan modification documents. Documented existing process flows and recommended changes to better track loan modification documents through the system providing more accurate feedback to Sr. Management. Initiated a remediation effort and systemic modification to remediate all mailing documents with leading-zero zip codes. Directed BoA's PMO Group to initiate a project ensuring all mailing addresses loaded to internal systems are correct ensuring documents created have a valid format, eliminating mailing exceptions.

a retail sales store in Jacksonville, Florida with my wife selling new and used children's clothes, toys, gear, bedding, furniture and bottles, etc. The store is over 6,000sf and sells sizes from newborn to size 8 for boys and girls. We grossed over $300K our first full year of operations and have grew steadily by at least 10% yearly. Recently closed the retail operations as the rent increases by new management made profiting prohibitive.

of 108,000 and $3.9B in net income) Selected by senior management to direct the Statement Transformation and File-Based Processing programs. Both programs provide a savings of $.016 per statement resulting in a $2.5MM-$2.9MM annually. Statement Transformation, which was 6 months behind schedule prior to my direction, was a corporate initiative to eliminate pre-printed forms through the color laser printing of logos and the reduction of insertion stock using lasered 'onsert' coupons. The File-Based Processing program was designed to reduce the error correction issues usually encountered during the insertion process using a 3rd party tool. To get the programs back on-track I performed the following:

• Re-organized the internal team structure for statement transformation to ensure better synergy and teamwork.
• Initiated a series of extremely focused requirements and status review sessions designed to align the differing team's objectives and bring the program back on schedule. As a result of these efforts, the program was delivered 3 months sooner than targeted, exceeding the expectation of the business and the client.
• Statement transformation reduced inventory 23% and increased throughput 12% while maintaining the same physical footprint for statement production and insertion site output.
• Recommended a phased approach to the file-based processing program resulting in decreased development and testing timelines of 2 months per phase, reducing program costs 18% annually.
• Directed 6 technical project managers, 4 business project managers, 2 business analysts and more than 85 associates for both programs.