Experience

LendingClub

• United States
• Financial Services
• 700 & Above Employee

• Senior Vice President & General Manager: Operations

  • Jan 2017 - Present

  Salt Lake City, UT, LendingClub, San Francisco I am a strategic executive leader in LendingClub’s operations cultural and business process transformation. This transformation was brought about by a need for a new strategy to manage our exceptional growth, including branching out to new geographic regions beyond our home in San Francisco. We also clearly needed to re-engage our teams with one another and our customers according to our brand promise—to fulfill our growth potential without losing our unique startup / fintech culture. I… Show more I am a strategic executive leader in LendingClub’s operations cultural and business process transformation. This transformation was brought about by a need for a new strategy to manage our exceptional growth, including branching out to new geographic regions beyond our home in San Francisco. We also clearly needed to re-engage our teams with one another and our customers according to our brand promise—to fulfill our growth potential without losing our unique startup / fintech culture. I initially led a gap analysis by which I formulated an understanding not only of where we wanted to be as a company but how we wanted to be as a company. We needed to know what our culture was going to feel like, how we were going to expand our geographic footprint to manage growth, and what team members were going to say to our members (customers) about their own commitment to the brand. This ethos of servicing—“Lending Care”—became the foundation for all the strategy and operations that would ultimately lead us to bring first-party vendors into our family. These providers (Las Vegas, Houston, Jamaica) will give us the capacity we need to grow at the powerful rates for which we are currently planning. Perhaps more importantly, our transformation subsequently led us to open our Lehi (Salt Lake City), UT location for customer care, for which we are planning to hire up to 800 by 2021. ► We are hiring. Please connect with me to initiate exploration of senior roles at LendingClub’s new Lehi, UT, location. View open positions here: https://lendingclub.wd1.myworkdayjobs.com/External Show less



American Express

• United States
• Financial Services
• 700 & Above Employee

• General Manager and Vice President: Executive for Virtual Servicing and Brick-and-Mortar Servicing

  • Nov 2012 - Jan 2017

  American Express Salt Lake City, UT As the general manager of the Salt Lake City, UT, site I initiated and led a national virtual workforce, which increased our Net Promoter Scores and employee engagement. The strategy enabled us to identify talent across the country in an entirely new way, all to support the American Express brand promise to its customers. In practical terms, we built different but related processes to train and sustain both the brick-and-mortar team and the burgeoning virtual workforce. With the new… Show more As the general manager of the Salt Lake City, UT, site I initiated and led a national virtual workforce, which increased our Net Promoter Scores and employee engagement. The strategy enabled us to identify talent across the country in an entirely new way, all to support the American Express brand promise to its customers. In practical terms, we built different but related processes to train and sustain both the brick-and-mortar team and the burgeoning virtual workforce. With the new model, we increased our retention 35% plus maximized our net promoter scores on questions reflecting employee engagement and satisfaction. The parallel strategies included the following: Recruitment for Virtual and Brick-and-Mortar Models ► I led recruitment, guiding the rightshoring strategy that positioned several thousand positions abroad (India, Philippines) while maximizing local and national talent. ► By adding 700+ 100% virtual positions, we grew our ability to provide our customers with top customer service without tying our employees to a particular location. This strategy enabled us to select and train the best among thousands of applicants for our servicing team. Training and Development ►We developed a training program of 14 weeks for our virtual employees that mirrored our onsite training (saving 20% on costs). ► I also coached and mentored the management team overseeing both categories of employees. ► We trained 700+ in an asynchronous and synchronous blended model that was implemented globally.

• Vice President Corporate and Merchant Services: B2B Executive | Strategic Global Leadership

  • 2009 - 2013

  American Express, Sydney, Australia I had the privilege of reengineering a team of World Service directors overseeing B2B customer service in Australia, New Zealand, Hong Kong, India, Japan, Thailand, Taiwan, and Indonesia. As a strategic leader for the region, I was charged with figuring out how to drive loyalty and gain merchant share through the servicing of the spend centric American Express brand . In fact, we grew acceptance along net promoter metrics up by more than 200% and consumer engagement up by more than 300%. … Show more I had the privilege of reengineering a team of World Service directors overseeing B2B customer service in Australia, New Zealand, Hong Kong, India, Japan, Thailand, Taiwan, and Indonesia. As a strategic leader for the region, I was charged with figuring out how to drive loyalty and gain merchant share through the servicing of the spend centric American Express brand . In fact, we grew acceptance along net promoter metrics up by more than 200% and consumer engagement up by more than 300%. ►I needed to get to know our merchants and to figure out what their roadblocks to acceptance of American Express products, so within my first 90 days, I traveled to every market to personally learn their triggers and needs. In response, I coached our team to reframe and reemphasize the American Express value proposition at the local level—and to deepen their relationships with customers even more. ►In effort to more fully support our B2B customers across all nine markets, we provided best-in-class servicing digital engagement in 5 languages, which also cut demand 40% improving opertaing cost by over 25%.



American Express

• United States
• Financial Services
• 700 & Above Employee

• Global Vice President Service Delivery and Strategy

  • 2004 - 2008

  American Express, Phoenix, AZ, and Salt Lake City, UT By 2005 or so, the American Express Traveler’s Cheque market was dwindling; we needed to replace it with something more modern and accessible yet maintain the brand promise and service offering on which the American Express brand was built. Thus, as part of a tight team of 12, I contributed to the development of the service model for the newly developed American Express Gift Card product (in multiple versions, for multiple markets). █ Service Design for Innovative Gift Card Product… Show more By 2005 or so, the American Express Traveler’s Cheque market was dwindling; we needed to replace it with something more modern and accessible yet maintain the brand promise and service offering on which the American Express brand was built. Thus, as part of a tight team of 12, I contributed to the development of the service model for the newly developed American Express Gift Card product (in multiple versions, for multiple markets). █ Service Design for Innovative Gift Card Product. █ ►It was truly a wild voyage into untested waters--we needed to design a service model for a relatively anonymous market, for which we were paradoxically required to know our customer (KYC). ►At the same time, the peak holiday period was looming. We built, enhanced, and rehearsed every possible drill, to guarantee that the gift card product would be stocked, received, and serviced (with 300-800 seasonal card service employees!) every way it should be, even as demand for the gift cards grew throughout the first season and subsequently. Ultimately, the gift card product was rolled out in other versions, including Bluebird (Walmart) and SERVE (multiple markets), serving different customer bases.

• Director of Service Network & Reengineering | Director of Credit and Collections | Director of B2B

  • 1997 - 2004

  American Express, Phoenix, AZ. In my earliest American Express role, I was promoted multiple times across operations, risk management, and engineering. One of my major wins was increasing our margin $70+MM throughout with cost-saving, revenue-generating strategies.



TCI

• Telecommunications
• 700 & Above Employee

• Sales and Operations Manager TCI

  • 1993 - 1997

  TCI Englewood, Colo For programming, launched NFL Sunday Ticket, now owned by DirecTV, which allows anyone, anywhere to see any NFL game.