Experience

Mitsubishi HC Capital America, Inc.

• United States
• Financial Services
• 100 - 200 Employee

• Vice President, Risk Management & Decision Technology

  • Oct 2020 - Present

  Responsible for increasing the safety and soundness of the Company via enhancement of an integrated enterprise-wide Risk Management & Decision Technology framework. Primary focus dedicated to ensuring risk analytics are actionable and appropriate, the governance construct is transparent and nimble, and the business strategy properly aligns to and accounts for the Company’s risk profile. Responsible for increasing the safety and soundness of the Company via enhancement of an integrated enterprise-wide Risk Management & Decision Technology framework. Primary focus dedicated to ensuring risk analytics are actionable and appropriate, the governance construct is transparent and nimble, and the business strategy properly aligns to and accounts for the Company’s risk profile.



Hitachi Capital America, Corp.

• United States
• 1 - 100 Employee

• Director, Risk Management

  • Jan 2017 - Oct 2020

  Responsible for increasing the safety and soundness of the Company via enhancement of an integrated enterprise-wide Risk Management framework. Primary focus dedicated to ensuring risk analytics are actionable and appropriate, the governance construct is transparent and nimble, and the business strategy properly aligns to and accounts for the Company’s risk profile. Responsible for increasing the safety and soundness of the Company via enhancement of an integrated enterprise-wide Risk Management framework. Primary focus dedicated to ensuring risk analytics are actionable and appropriate, the governance construct is transparent and nimble, and the business strategy properly aligns to and accounts for the Company’s risk profile.



Citizens Financial Group, Inc.

• Banking
• 700 & Above Employee

• Vice President - Enterprise Risk Management

  • Jun 2015 - Oct 2016

  Enhanced business management prudency through increasing Risk’s decision making role. Created transparent/ dynamic Enterprise Risk Identification and Assessment (“ERIA”). Improved senior management and board risk portfolio reviews. Created logic for aggregating risk at the enterprise. Logic based off commonalities/ attributes of risks. Heightened organizational adoption of ERM. Instituted ERM processes to be business as usual, e.g. 2nd/ 3rd line of defense review/ challenge via established governance mechanisms. Increased organizational usage of ERIA output. Designed ERIA collection to meet downstream requirements. ERIA used to inform Strategic Planning/ Capital Management. Progressed utility of risk appetite. Developed process for linkage of ERIA and risk appetite, ensuring management/ monitoring and overall coverage of material risks. Matured organizational risk comprehension. Established/ integrated a uniformly adopted risk taxonomy, ensuring consistency of terminology use/ application. Met all regulatory guidelines. Worked with Office of the Comptroller of the Currency/ Federal Deposit Insurance Corporation and ensured utilization of industry best practices. Show less



GE Capital

• United States
• Financial Services
• 700 & Above Employee

• Enterprise Risk Management Leader

  • Sep 2012 - Jun 2015

  Improved firm’s understanding of portfolio risks. Increased scope and breadth of ERIA by planning, mobilizing and directing GECC’s first comprehensive ERIA program. Reduced variance in ERIA execution. Developed detailed ERIA methodology, including a repeatable process for identification and assessment of existing/ emerging risks.Increased quantitative elements of ERIA, risk severity matrix (impact/ likelihood) and determination of materiality. Enhanced consistency of ERIA output to match other assessments. Developed process for upstream assessments (risk control self-assessment) to inform ERIA. Improved organizational understanding of ERM maturity. Increased transparency of programmatic strengths/ gaps by developing ERM capability maturity model. Upgraded process used for aligning material risks to strategic plan. Developed process for evaluating risk against strategic imperatives. As necessary, led risk remediation. Updated/ enhanced ERM Policy/ Risk Appetite Statement (“RAS”) to meet leading industry standards. Ensured comprehensive documentation met framework expectations. Show less

• Valuations Analytics Manager

  • Mar 2009 - Sep 2012

  Improved operational efficiency, decreased manual efforts. Led development of quantitative tools used to record/ measure/ forecast the monetization of $8B of residual risk. Introduced forward-looking approach to asset management/ equipment valuation. Created prospective dashboards, improved forecasting capability. Developed analysis linking macroeconomic indicators to micro, equipment-specific factors. Assessed correlation effect and supported causal impact. Enhanced compliance and consistency of approach, ensured that similar equipment valued in a uniform manner regardless of originating front-end platform.Heightened governance construct and utilization, led negotiation for and enhancement of eVal migrating from a simple request-based repository to an auditable/ repeatable/ logical evaluation management system.Upgraded documentation standards, certified residual policy content met industry requirements. Reviewed/ approved all policies (member of approval hierarchy group). Improved firm-wide stress testing accuracy/ applicability, developed, with Capital Management, process yielding capital impact of scenario-based changes in equipment values. Show less

• Portfolio Manager/ Valuations Manager/ Valuations Analyst

  • Oct 2003 - Mar 2009

  Safeguarded equipment finance transactional economics. Maintained objectivity of residual value setting. Led effort to ensure commercial/ finance teams reviewed projected transactional returns in totality (firm-term and back-end) prior to approval.Maximized gains. Set residuals, managed on-lease portfolio, and instituted/ developed relationships with remarketing agents to maximize equipment cash flow. Improved documentation, wrote and received approval, on initial attempt, for first Office Imaging and Personal Computer residual policies.Improved economics. Managed $1B of residual to a 35% improvement in realization. Streamlined operations. Increased automation resulting in 30% decrease in residual request time. Show less