San Francisco, California, United States
I am a trusted, disciplined, and imaginative analytics leader that asks the right questions and delivers insights. I enjoy using quantitative approaches to define and deliver information for critical decisions related to strategy, operations, policy setting, and governance. In addition to my analytics experience, I can influence, align priorities, and drive progress in organizations where the decision or solution may not be solely dependent on numbers. I have built and managed high-performing teams operating cross-functionally within large organizations from a variety of roles in Risk, Finance and Marketing. In my most fulfilling roles, I have served as the bridge between quantitative/technical teams and leaders in Finance, Treasury, Legal, Marketing, Operations, and Sales to develop solutions to mission critical problems such as: -Market segmentation analysis and strategy development -Pricing strategy, modeling customer behavior, and design of rebate and incentive programs -Quantifying and communicating operational risk capital, stress test, and risk management strategies -Strategic planning and operational policy analysis and implementation
Accountable executive responsible for teams delivering key regulatory measurement processes such as Stress Testing, Capital, Operational Loss Collection and Reporting Selected Accomplishments: Chairperson of Op Risk Capital Governance Committee inclusive of range of Sr. Executive stakeholders including Legal Dept. Enforced process ensuring robust and credible oversight of operational loss projections and impacts to financial forecasts. Joint management responsibility for risk management programs including Third Party Risk Management, Payments Risk Oversight, Transaction Processing & Execution Risk Established new Stress Testing processes and integrated outputs with risk management and governance protocols. Established new protocols with enterprise risk identification, material risk estimation, risk governance, and program documentation. Hired and transitioned responsibilities to new Head of Stress Testing to run functions critical to the bank issuing yearly dividends. Managed annual stress testing product development priorities from analytics development, business engagement, executive review, to regulatory examination. Led analysis and recommendation to move Third Party Risk Management program to front line Supply Chain center of excellence (from Risk to Finance) to better integrate risk management with vendor and supply chain management protocols. Strategic re-alignment approved by the Risk Committee of the Board of Directors. Led cross functional effort to document processes and technologies associated with (15+ years) legacy Operational Risk Events (loss) data system. Documentation covered data management protocols and data transformations and was used to assess a re-alignment of resources between Risk and Technology functions and target state capabilities to meet regulatory requirements.
Lead cross functional team producing all aspects of Operational Risk submissions for Dodd-Frank Stress Testing/CCAR Developed conceptual framework and led implementation of operational risk stress testing which evolved significantly with regulatory expectations over the 2010-2016 period Key contact with Treasury, FP&A, Law Dept., and Line of Business Finance and Risk teams to develop credible and transparent operational loss projections and impacts to financial forecasts – leading alignment, synthesis, and understanding of integrating the Basel/AMA framework with a stress testing framework (i.e., GAAP perspective). Developed approaches for estimating legal exposures and translating measures for use in FP&A baseline loss forecasting and stress testing projections. Lead communication of methodologies, design assumptions and rationale, outcomes, and management insights to internal stakeholders (e.g., Governance & Review Committees) and regulatory agencies (FRB, OCC, FDIC) Responsible for ongoing development of analytical models, coordination of inter-departmental risk evaluation and sign-off process, and production of documentary evidence in compliance with regulatory requirements on model risk, data management, process controls, and governance Served on the American Banker's Association (ABA) Operational Risk Quantification Forum Advisory Council (2013-2019) setting industry agenda topics, providing thought leadership on various Op Risk capital quantification and stress testing topics. Facilitated regular industry engagement and dialogue with supervisory agencies (FRB, OCC, FDIC) quantitative and policy leads on regulatory guidance and expectations.
Direct and manage team of 3 Ph.D.s, supporting analysts, and other project management staff to: 1. Develop, document, implement and manage AMA capital methodology, calculations and processes 2. Calculate capital for bank holding company and relevant depository institutions on quarterly basis 3. Ensure that capital calculation methodologies, processes, tools, and calculations are executed in a fashion that supports executive management’s strategies 4. Ensure analytical models are validated in accordance with the bank’s validation policy 5. Communicate modeling results and implications to appropriate internal and external stakeholders Selected Accomplishments: Lead Basel/AMA model development during WFC-WB merger Lead Quant team through multiple regulatory examinations of AMA modeling work Lead expansion of Quant team to international/offshore resources for quantitative talent.
Responsible for strategic direction, day-to-day operations, and financial performance of product portfolios generating annual generic pharmaceutical sales totaling over $1B. Managed team that interfaced directly with customers ranging in size from independent pharmacies, hospital systems, to multi-billion dollar retailers. Selected Accomplishments: Led strategy development and expanded offerings to appeal to wider range of customer segments. Recommendations led to reorganization of department to improve service and pricing to small and large retail customers and institutional customers and budgetary approval for twelve additional headcount to execute recommended strategy. Instituted Six Sigma process mapping to optimize departmental coordination, improving customer on-boarding experience and product launch process -- which led to improvements in purchase compliance on newly launched generic pharmaceuticals. Led analysis of brand-to-generic conversions on customer behavior and program profitability. Improved incentive structure maintained customer purchase compliance and improved company profitability by $2M in year 1 Quantified profit opportunities related to generic pharmaceuticals in the hospital and institutional market segments, resulting in a new strategic relationship with group purchasing organizations Standardized pricing and profitability analysis and improved IT infrastructure and analytical tools used for pricing. Improved ability to identify profit opportunities and cut analysis time from 2 hours to under 30 min