Experience

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  Comerica Bank

  • United States
  • Banking
  • 700 & Above Employee

  • Vice President, National Manager of Banking Center Channel Services

    • Sep 2016 - Present

    Leads technology strategy for Banking Center Channel and manages a team of project managers to deliver Banking Center technology solutions.• Develops long term roadmaps for Banking Center technology capabilities.• Makes strategic decisions about technology directions, standards, and governance.• Acts as business application owner for critical sales and service technologies in the banking centers.• Ensures technology projects have addressed inherent and residual risks.• Oversees a portfolio of projects related that will deliver new or enhanced capabilities to support sales and service in the Banking Center Channel.• Ensures that the policies and procedures are aligned with technology standards, business strategies, and other relevant considerations.• Establishes and enforces standards to ensure effective operation of technology and adherence to security, regulatory and sound design principles.• Develops strategies to enhance the detection, evaluation, and mitigation of risk using technology.

  • Vice President, National ATM Banking Manager

    • Mar 2016 - Aug 2016

    Responsible for managing Comerica's ATMs nationally including profitability, profit and loss, and setting the overall strategic direction. Manages over 600 ATMs covering five states (MI, CA, TX, FL, AZ).- Implement strategic and tactical direction for Comerica ATMs nationally- Advocates for strategic channel needs and hardware configurations- Develop annual plans and budgets, including interim forecasts, nationally, managing ATM P/L responsibility and monitoring profitability- Manage regional and national network switch relationships, including regulating compliance needs- Manage, negotiate and approve vendor contracts. Negotiate corporate wide vendor project purchase and service contracts- Manage internal support area relationships

  • Vice President, Process Improvement, Retail Operations

    • Jun 2014 - Mar 2016

    Influenced the strategic direction of Comerica’s Retail Bank through in depth analysis, industry research, and critical thinking. - Led a portfolio of process improvements to reduce operational risk across our network of over 450 Banking Centers - Analyzed data from diverse sources to create a compelling picture of the state of Comerica’s Banking Center network, influencing key strategic decisions about new technology deployment- Developed and launched a Sharepoint solution for managing project prioritization and documentation across multiple departments- Redesigned the collateral release process for consumer loans, centralizing the process and automating documentation

  • Vice President, National Business Integration, Customer Contact Center

    • Jul 2011 - Jun 2014

    Led a team of Operations Analysts supporting a national contact center with 200 phone representatives. Accountable for leading diverse teams through process improvements and redesign in response to changing market conditions and to align with corporate imperatives- Identified an opportunity to expand the scope of an existing service contract with an IT vendor to include support for additional business-critical applications. Successfully negotiated the Service Level Agreement to expand of scope at no additional cost- Represented the Customer Contact Center on the evaluation and scoring of third party vendor proposals for several multimillion dollar technology replacement projects- Led the consolidation of a 20-person call center into the department. Coordinated across divisional lines to mitigate attrition risk and make the transition seamless to the customer- Developed and launched a project management process that spread best practices throughout the department and standardized the approach to resource planning and timeline management - Led the call center technology integration for the acquisition of a large regional bank. Designed the processes and training that supported excellent customer service through the adoption of new applications

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  Capital One Financial Corporation

  • United States
  • Financial Services
  • 700 & Above Employee

  • Operations Process Manager

    • Mar 2010 - Jul 2011

    Led the planning process that scheduled and delivered over 150 initiatives per year across 13 resource groups. Accountable for maximizing throughput and resources while meeting tight contractual and regulatory deadlines- Pushed the company to expand our operational forecast from six weeks to six months. Used that enhanced view to foresee high demand and influenced senior leaders to increase staffing in three critical areas- Drove the expansion of intake and prioritization functions to include IT projects, effectively doubling their scope. Reduced waste by enforcing a common prioritization of all requests and set up a forum for exploring simple solutions to complex requests - Proposed and secured agreement on restructuring accountabilities within the larger team so that associates spent more time doing work that they were passionate about- Successfully coached associates to complete their Business Process Management Certification

  • Principal Operations Analyst

    • Jan 2009 - Feb 2010

    Promoted to gather customer requirements and design a new operations data infrastructure. Influenced investment decisions made by senior leadership to align resource usage to strategic goals- Influenced strategic decisions about resource allocation by developing and leveraging innovative data visualization - Designed and built a brand new data infrastructure that enabled real-time reporting on key success metrics for multiple customers- Created an integrated hierarchy of performance metrics covering cost, speed, and quality for eight processes and sub processes

  • Senior/Operations Analyst

    • Jul 2005 - Dec 2008

    Promoted within 2 years to senior role. Provided analytical and process improvement support to five operational groups. Responsible for metric development, data analysis and leading improvement teams- Led a cross-functional team to design and implement a new IT process that reduced average wait time from 180 days to 60 days - Quickly promoted to Senior Analyst based on expanding scope of responsibilities and consistently delivering high quality analyses- Developed eight key measures of customer satisfaction for the Acquisition IT process. Led weekly meetings to review performance, analyze gaps, and prioritize counter-measures- Forecasted periods of capacity constraint and elevated risk for the decisioning team by designing and implementing a capacity model - Mobilized a team of University of Michigan alumni to raise Capital One's recruiting yield from that school. Increased total number of hires by 57% and increased offer acceptance rate from 58% to 92%

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  Lockheed Martin

  • Software Development Intern

    • 2003 - 2004

    Created Data Migration plans for the F-35 Joint Strike Fighter program's Autonomic Logistics Information System (ALIS)