Senior Project Manager – Strategy, Reengineering, & Optimization
Citigroup
Total years of experience :10 years, 5 Months
Tasked by Executive Steering Committee (ESC) and Senior Leadership Team (SLT) with broad Digital & Omnichannel strategic service and product delivery excellence across retail card portfolio of 30 partners with $5BN in payment transactions and 6 contact centers.
Delivered key digital retail product across 20 retail partners / portfolios and 15 million accounts, transforming the customer journey & operational efficiency by 25%, and resulting in forecasted NPV of $2 million USD.
Created, piloted, and implemented the organization’s (1) first Omnichannel Financial Impact Assessment framework and (2) Product Prioritization Assessment framework across 9 workstreams to drive product strategy & benefits realization.
Current execution and delivery of Program Branding (communications, product innovation, technology challenges, customer behavioral segmentation, and card promotion / retail pricing integration) and Citi (Prosci) Organization Change & Training (ADDIELMS)
BAU integration and partners, impacting 20, 000 staff.
Composition and delivery of Six Sigma deliverables (i.e., SIPOC, CTQ, Data Collection Plan) to ESC to support operating model restructuring and operational excellence (e.g., retail portfolio acquisition/integration/onboarding/offboarding, data acquisition, partner alignment, technical fixes).
Leadership of finance workstreams and staff. Served at Associate Director level (2 roles simultaneously) as de facto Chief of Staff to the CFO, with leadership of 9 workstreams and 9 staff. Accountable for delivery of highly visible multidisciplinary strategic and operational enhancements across the finance ecosystem.
Multi-functional structured program delivery. Tasked by CFO to create and hands-on deliver Book of Work for next generation capabilities (as Finance business leader), lead Public Relations & Media for the program, and develop & deliver City’s first Center of Excellence (COE) for Organization Design & Organization Change Enablement.
Improved cycle-time across the board and reduced OPEX by 12.5% year-over-year. Utilized internal management consulting approach with zero-based design, agile workshops, Six Sigma Artifacts (i.e., SIPOC, CTQ, Data Collection), segmentation analysis, and statistical inferences to deliver a number of strategic & operational enhancements.
Created and staffed new Office of Organizational Change Enablement and Training COE, with full procedural playbook combining OCMT.
Closeout of Ops Risk Records Management divestiture program across UK, Ireland, Singapore, and North America. Created asset divestiture playbook (i.e., scope determination, TSA obligations, asset discovery / conveyance / tracking, legal holds, Gantt / milestone, communications strategy, staffing model, risk thresholds, process checklist, taxonomy).
® Created and executed Organization Change (Prosci) & Training (ADDIE) financial / investment & data compliance training program for 750 staff in: Financial Industry Regulatory Authority (FINRA) 4510 & 4520 series - Books & Records / Posting Entries / Reconciliation / Financial Records & Reporting, Securities & Exchange Commission (SEC) 17a-3 & 17a-4 / Records Management, and Municipal Securities Regulatory Board (MSRB) to resolve MRA (Matter Requiring Attention) from regulator
(OCC).
Led team of 5 Risk & Regulatory Analysts geographically dispersed across North America and Asia Pacific. Developed and
trained multilingual Regulatory Org Change Executive Leadership team across APAC region.
Developed and implemented Capital Markets regulatory shared service Exams (250) / Validation / Organization Change deliverables, and Executive Communications for Bank of America / Merrill Lynch leadership.
Regulatory and compliance areas covered FINRA/SEC/CFTC/MSRB across products impacted by Fund (equity, asset, hedge) /
Asset Fiduciary Duty Trust, ERISA Concentration, Net Investment Verification (FINRA 2010 and 2111), Fund Concentration, EMIR Portfolio Compression, Anti-Bribery (FINRA 3220), Form D, and Books & Records preservation & reconciliation.
Brought on in a new leadership capacity to create & deliver strategic framework & roadmap for compliance with regulatory finding (MRA) and Consent Order requirements issued by Office of Comptroller of Currency (OCC) and Federal Depository Insurance Corporation (FDIC) regarding Flood Disaster Protection Act (FDPA).
Framework included emerging risk identification, common information platform, data acquisition strategy(extraction/staging/transformation/aggregation/reporting) from 23 source systems of Portfolio Finance (G/L), Credit Risk, Loan Origination & Management, Property, and Imaging, and communications & training for 12 business units.
Leadership role within Third Party Risk (TPRM); tasked with strategy, build, and roll-out of 2 workstreams: (1) Risk
Model/Analytic/Reporting Strategy across products (e.g., Payment Processing, Deposit Operations, HR/Benefits Administration,
Prospectus Distribution, Accounting & Servicing, Contact Center, Collections/Recovery, Loan Origination, Digital Banking, Bankcard
Operations) and (2) Organization Change Enablement (OCE) to support TPRM, in adherence with Federal Reserve Guidance SR 13-19
and simultaneously close regulator finding (Federal Reserve-MRA).
• Served as business-side product owner and TPRM digital operations go-to-market strategy leader in data-visualization & dashboards
(Qlikview) and transaction (RSA Archer) /analytics (KPI/KRI) /self-serve reporting, reducing risk reporting cycle time by 25%.
• Developed, piloted, and transitioned two analytic risk frameworks: (1) Financial Risk Assessment (i.e., Income Statement, Cash Flow,
Balance Sheet, Leverage Ratios, Growth/Contraction Indicators, Binomial Curve, Tail Risk) and (2) Concentration Risk Model (in
partnership with LOB executive leadership) based on Herfindahl Index, with specific focus on merger, acquisition, and divestiture.
• Developed strategy, program design, and rollout of Prosci-based Operations Risk Organization Change Office, consisting of: Sponsor
Roadmap, Mission/Vision/Value Proposition, Program Identity & Branding Strategy, Executive Communications, Executive Workshops,
Current State/End State Strategy, Change Impact, Knowledge Management, Leadership Coaching/Training, Stakeholder Resistance
Management, Change Agent Network, Go-Live Readiness, and Cutover Preparation.
Vice President, Senior Project Manager (Contract) | Citigroup | Tampa, FL 04/12 - 12/13
• Functional leader (under Global Head and Steering Committee) of 2 Strategic Risk Transformation projects: (1) Third Party
Dependence & Geographic Concentration and (2) Financial Risk Enhancement in response to regulator finding (MRA).
• Implemented new global strategic framework, including current state/end state strategy, impact assessment, taxonomy, BAU pilot,
data collection (15 sources), mergers, risk model (Herfindahl Index Binomial Cumulative Distribution), risk threshold & tolerance,
KPI/KRI, continuous monitoring, tools/templates, and internal GRC product ownership.
• Utilized Citi’s Organization Change (OCM) methods to deliver multinational and multilingual OCM across regions (NAM & APAC),
commodity/product/services (e.g., Consumer Lending, Collections/Defaults, Cards & Payments, Finance & Analysis) from communications strategy to operational readiness / training \[for 5, 000\], and BAU transition.
MBA - Finance
