Dallas-Fort Worth Metroplex
My career has been built on stepping into complex, high-volume operations and creating order: defining processes that didn't exist, developing people who were underutilized, and implementing the infrastructure that lets organizations scale without breaking. I have done this across financial services, financial data, and process-intensive environments, most recently leading a 125-person operations organization serving mortgage lenders. At Informative Research, I transformed inbound call SLA performance from under 10% answered in 30 seconds to over 80%, improved supplement completion rates from below 70% to over 90% in two days, reduced escalations by 50%, and led the implementation of a cloud contact center platform that brought workforce management and integrated quality capabilities the organization had never had. I also built a career progression framework that moved 50 employees into more appropriate, higher-value roles over two years. At Capital One, I built a commercial bank process management function from the ground up, served as the subject matter expert for commercial bank operations in the LIBOR transition, and resolved a high-visibility regulatory finding within 90 days. I thrive in direct operations leadership -- VP, SVP, and COO roles where I own what I manage and am accountable for outcomes. My sweet spot is organizations with teams of 200 to 1,000 navigating change: new leadership, new technology, process maturity, or rapid growth. I am based in Dallas-Fort Worth and open to remote opportunities in financial services, fintech, and financial data. If you are looking for someone who has done the hard work of operational transformation, not just described it, I would welcome a conversation.
Led a 125-person operations organization responsible for credit reporting and verification services to mortgage lenders, driving measurable improvements in service performance, workforce capability, and operational infrastructure. - Transformed inbound call SLA from under 10% of calls answered in 30 seconds to over 80% through reorganization of team activities and dedicated staffing - Improved supplement completion SLA from below 70% to over 90% completed within two days by implementing actionable dashboards, defining work types, and establishing staffing capacity by work type - Reduced escalations and rework by 50% within six months through implementation of a dedicated response team - Led RFP, vendor selection, and full implementation of the NICE CXone CCaaS platform, enabling workforce management, integrated quality management, and interaction feedback capabilities the organization had never had - Achieved 22% improvement in client support response scores post-implementation, with over 95% of respondents providing a top-box rating - Built a career progression framework promoting 50 employees into more appropriate roles over two years, creating a pipeline into client account management and other functions - Developed a staffing model that established required capacity by supplement type, providing the analytical foundation for SLA improvements and enabling the organization to accurately scale staffing through a 25% increase in order volume over six months - Led development of logic-based workflow automation for supplement processing projected to deliver 20-40% efficiency gains based on early testing - Implemented role competencies, semi-annual calibrations, and succession planning across all manager and leadership levels
Led client engagements at the director level with accountability for project delivery, client relationship management, and team performance. Clients served: Discover Financial Services (finance and accounting operations), TD Bank (US contact center operations), RWE Clean Energy
Recruited to build and lead a new process management function within Capital One's commercial bank, establishing the team, framework, and standards from the ground up in support of a 400-person commercial operations organization. Key accomplishments: - Built and led a 25-person team encompassing a newly formed process management group and two quality management teams focused on post-close financial review and accuracy - Established a process management framework covering all commercial bank processes, including process flows, failure mode and effects analysis, and control documentation - Served as the subject matter expert for commercial bank operations in the organization's LIBOR transition, coordinating across business lines to ensure operational continuity - Led the response to a high-visibility regulatory finding, designing and implementing a viable solution within 90 days that spanned sales through commercial closing
Served as a Program Director within BCBS KC's enterprise Transformation Office, a dedicated unit of seven program directors and seven analysts stood up to execute a large-scale strategic initiative encompassing Medicare Advantage insourcing, ACA relaunch, population health, prior authorization, and pharmacy programs. Key accomplishments: - Held accountability for program delivery on behalf of business unit leadership, driving cross-functional alignment across vendor partners and technical teams to ensure requirements, timelines, and user acceptance criteria were met - Co-directed the Medicare Advantage transition, successfully completing the insourcing by the 2020 open enrollment deadline - Served as primary director for the ACA program continuation, coordinating 14 scrum teams across 20 sprints through full implementation in 2021
Led process improvement and operational transformation engagements for financial services and insurance clients, focusing on efficiency, quality, and capacity outcomes. Clients served: Capital One (commercial lending end-to-end process), John Hancock (client onboarding), Chubb (claims processing), Cigna (capacity management), Mid-American Energy (service scheduling)