An accomplished professional with a broad range of experience in financial management, procurement and business operations, focused on supporting the firm’s executive management with the necessary quantitative and qualitative information that enables them to make well informed decisions.

Key strength is to manage financial and operational reality using repeatable processes and understandable metrics linking spending decisions, portfolio reporting and financial statements, leading to actionable improvement strategies. Known for diagnosing organizational issues and quickly resolving, reducing spend in companies.

A demonstrated a track record of success in building and leading high performing business teams in finance, operational and metrics areas including recruiting, retaining, and developing key talent, addressing performance gaps, and designing/optimizing organizational structure to meet the needs of the business.

CO-OP Solutions, Atlanta, Georgia 2018 - Current

Senior Vice President - Business Management

CO-OP Solutions provides ATM network services, payments, debit and credit processing, e-commerce solutions, call center and fraud detection for over 2700 credit unions across the United States and Canada

Responsible for managing business operations for a 1500+ person organization.

Define and execute the resource strategy which includes business review/approval on all new hires and backfills to ensure organization is sized correctly and within board financial parameters to support company.

Built out and delivered processes to limit and monitor financial spend, tracks and reports key business performance and organizational health metrics, lead all management routines and ensures the Chief Operations Officer is prepared for key management reviews.

Develop comprehensive and integrated business plan and lead the strategic planning process with business leaders.

Created vendor management/supply chain framework to achieve best in class pricing with vendors.

Slashed $90 million of expense by implementing Financial Commitment Forum for justification on spend resulting in savings across the enterprise

MUFG Union Bank, Los Angeles, California 2012 - 2018

Managing Director - Division Chief Financial Officer, Technology, Cyber Security, Data and Operations

Accountable for all aspects of finance, accounting and business metrics in division with $1.2 billion expense base by leading team of 65 and delivering complete financial agenda, resource management plan and cost/allocation transparency to CIO.

Design comprehensive financial models to facilitate the creation of zero-based budgeting and the initiation of financial discipline and accountability within the CIO’s management team.

Developed and presented quarterly business unit financials to Executive Committee of the Americas, explained the value and strategic roadmap of project appropriations for three-year Medium-Term Business Plan with Home Office in Tokyo securing funding for division.

Reduced run rate expense through relentless review of spending which saved division $258 million over five years.

Institutionalized key concepts of product costing, service allocations and demand management for IT and business customers to improve IT value chain governance and complement the transformation initiative.

Chair and voting member of Project Governance Committee – governs $650 million in annual technology capital investment which aligns with business unit strategies within rapidly changing economic environment.

Bank of America, Charlotte, North Carolina 2008 – 2012

Senior Vice President - Business Finance Officer, Shared Technology Infrastructure

Lead team of 38 for all finance functions, capital investment analysis, recurring budget & forecast submissions, and management reporting for the Firm’s Global Infrastructure, Data Center, Network, Desktop and Electronic Communication areas with $4.6 expense base and divisional headcount of 6300.

Conduct monthly financial business reviews with senior management, with a focus on gross expense and recovery management.

Spearheaded cost reduction program which aligned with “New BAC” that reduced spend by $1.0 billion.

Global Finance lead for the multiyear, $3.6 billion Data Center Strategy program which consolidated 54 data centers into 25 which also included expansion projects and three build/own sites and co-location arrangements. This technology program was the most comprehensive ever at the bank which ultimately reduced the annual expense run rate of data center operations by $325 million.

Business lead on all significant vendor negotiations; partnering with Vendor Management and Supply Chain and provide financial analysis and insight during the procurement process. Also conduct qualitative and quantitative business reviews of the division’s top suppliers to proactively anticipate changes in underlying market conditions. Responsible for evaluating financing options (i.e.: capital lease, operating lease and purchase scenarios) for all projects.

HSBC, Schaumburg, Illinois 2000 - 2008

Director, Financial Planning and Analysis, North America (2006 – 2008)

Senior Manager, Financial Planning and Finance, North America (2004 – 2006)

Responsible for planning, analyzing and reporting budget and forecast for North American Information Technology unit.

Improved technology chargeback / consumption model and built developer unit cost model for greater transparency of technology charges into the lines of businesses.

Develop and implement divisional financial policies that would be consistent with the company’s managing for growth strategy.

Responsible for the development, validation and presentation of the annual business plan and budget. Led the process and supervised the development of all internal budgets.

Completed monthly detailed business unit financial analysis and executive summary. Conducted quarterly financial results and presentations with the Regional CIO and the IT senior leadership team.

Established a formal monthly FP&A reporting process including standardized reporting, uniform variance commentary, and monthly presentations to senior executives.

Assisted in the development of the business unit long-term strategic plan and charged with aligning short-term initiatives from the strategic plan with the annual business plan. Responsible for modeling the financial impact of technology acquisitions.

Initiated technology benchmarking study on internal expenses and compare against financial service firms in North America.

Led staff of 16.

Manager, Business Analysis, Consumer and Credit Card Lending (2000 – 2004)

Evaluate profitability on secured and unsecured branch originated lending programs.

Analyze financial consequences of alternative business decisions related to direct mail campaigns.

Develop, enhance and monitor new pricing model while coordinating financial inputs with other departments (Treasury, Marketing, Credit Risk and Branch Sales).

Research lending regulations and build financial model to ensure loan pricing compliance with regulatory standards.

Prepare analysis and interpretation of divisional financial statements and related reporting.

Consolidate business unit strategic plan, annual plan, quarterly and rolling forecast.

Design complex worksheets and databases for tracking and reporting financial results.

Planned and analyzed loan account receivables, finance charges, credit quality and loss reserves.

Provide financial analysis on key performance metrics, business unit trends, and variance against prior plan and forecasts.

Other Employment

Aon Corporation, Manager, Corporate Financial Planning & Analysis (1998 – 2000)

HSBC formerly Household Finance Corporation, Sr. Financial Analyst (1995 – 1998)

Bekins Van Lines, Financial Analyst (1994 – 1995)

Follett Corporation, Staff Accountant (1990 – 1994)

Education

Master of Business Administration (Finance) Benedictine University Lisle, Illinois 2001 - 2003

Bachelor of Science (Accounting) Purdue University Hammond, Indiana 1986 - 1990

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