SUMMARY:

• 20 years’ project management experience in mortgage, banking, insurance and auto finance
• Originations (lead management through application process to funding and secondary marketing)
• Servicing (CFPB regulations, default mortgage operations, collections, modifications, bankruptcy, OCC Consent Orders, NMS/DOJ/FHFA mandates, loss mitigation retention and liquidation strategies)
• Compliance (regulatory, policy and procedure management, mortgage and insurance licensing, call monitoring, CCPA, quality assurance, privacy, operational auditing and QA/QC test scripts)
• Risk Management (risk/control assessments, risk governance, operational incident tracking and control development)
• (sales, collections, customer service, fraud, underwriting, processing and management/leadership)
• Tech and non - tech projects using waterfall, DMAIC and agile methodologies, managing onshore and offshore teams
• Six Sigma methodologies/tools (SIPOC, FMEA, Value Stream Map, Pareto and statistical sampling)
• Extensive experience managing programs/projects as large as 200+ team members, with budgets up to $30 million
• Consistently complete projects on-time and within budget constraints, while maintaining quality and transparency

TECHNICAL SKILLS:

Project Management Tools: Used three tools (Clarity - daily; Quality Center - daily during testing phases; SAP - monthly)

PROFESSIONAL EXPERIENCE:

Confidential, Scottsdale, AZ

Project supporting Heartland Financial

Responsibilities:

• National Residential, Heartland’s mortgage subsidiary, was faced with a near disaster: a looming CFPB regulatory deadline, an antiquated LOS that could not be upgraded to support the new regulation and a floundering migration project that was seven months behind schedule. The new LOS vendor was not meeting their contractual obligations; and worse, the client was not holding this vendor accountable for deadlines, deliverables and quality. I arrived and immediately instituted my six point plan.
• Built out the project plan threefold to capture needed details, missing tasks and milestones. The project timeline and scope were then baselined to offer full transparency of delays and scope creep.
• Established two daily calls including the project sponsor, one with the LOS vendor and one with the project team, carefully monitoring action items. Also, created a weekly call with stakeholders to communicate status, to investigate risks/issues and to collaborate on mitigation/action plans.
• Instituted an extensive change management practice in two areas: project constraints/deliverables and systemic changes/code freezes at the development and configuration levels.
• Replaced team members not carrying their weight and demanded that the new LOS vendor provide higher caliber analysts/developers to root cause bugs and to deliver reliable releases/configurations.
• Required documented protocols and checklists for vendor smoke testing of releases and required the completion of regression testing plans, test cases and test scripts by the project team.
• Began to hold all internal team members, all external partners and all stakeholders (including the project sponsor and client’s president) accountable.
• Within two weeks of implementing these changes, all parts of the project (communication, testing, integrations/extracts, custom development, compliance, defect fixes, development and the vendor’s adherence to service agreements/statements of work) began to show marked improvement.
• Advancing the timeline to within one month of the CFPB deadline, all key deliverables were signed off, a successful pilot was concluded, all integrations were completed and the company-wide deployment was underway without any interruption to production.
• Project’s success resulted in 1) job offers and personal accolades from board members, 2) contract extension to manage client’s accounting project and 3) SOWs for additional Allsec resources

Confidential, Irving, TX

• Selected by CEO to be Program Manager over 10 projects forming/launching Confidential ’ global servicing operations; timeline of 15 months with budget over $6 million
• Daily: managed program health through analysis of program reporting (task/key deliverable status, scheduling, costs, resources, risks/issues, decisions/changes) and interaction with project managers, program quality manager and program coordinator
• Weekly: coached project managers, prepared executive reporting, engaged project sponsors, legal/risk/compliance partners, external stakeholders, Change Advisory Board, CISO and CFO for program budget refinement/forecasting and expenditure approvals
• Monthly: oversaw phase completion reviews, presented to executive leadership
• Tech. Implementation: included circuit connectivity from LPS to colocation center to US/India, onshore/offshore availability/capacity planning, data warehouse configuration, infrastructure purchasing and installation, bulk data extract/SFTP/cold storage mgmt., vendor system API configuration, ISO 27001 (system security/user entitlements) compliance, integration of cloud-based telephony (auto dialer/call monitoring, etc.), website, IT change mgmt. ERP and disaster recovery planning

Confidential, Plano, TX

Responsibilities:

• Managed project to create assessments for servicers/law firms to gauge their CFPB compliance (both full exam manual and 2014 changes); covered Originations, Servicing, Default and Non-QM Capital reserves; included both control based and transactional based testing, reporting offered detailed findings, gap analysis, actionable items and customizable scorecards

Confidential, Richardson, Dallas, Plano and Irving, TX

Responsibilities:

• Played several roles including: efficiency consultant, project manager, production manager and reporting analyst. Led a team of Allsec contractors to clear a backlog of several thousand unfiled proof of claims. Once volume had reached a sustainable level, built staffing capacity models and production reporting for each division and team. Developed a scorecard model and automated scorecard production adopted by multiple bankruptcy lines of business. Provided additional support by establishing a manager coaching methodology to maximize the impact of the new scorecards.
• Received unconditional approval for all project governance change controls, go/no go decisions and checkpoints
• Selected as SME by EPMO for documentation quality/excellence to assist new/struggling Project Managers
• Tracked and reported on deliverables, milestones and risks/issues daily through push and/or pull communications
• Facilitated weekly cross-functional work groups (operations, IT, Risk, Compliance) for this matrix organization
• From project baselines, tracked weekly project funding burn rate and schedule variance reporting
• For each project, produced Charter, WBS, CTQs, BRD, Budget, Risk Matrix, FMEA, Resource Plan, Communication

Confidential Program Manager/Sr. Risk Analyst

Confidential, Dallas, TX

Responsibilities:

• Oversaw risk project areas (MBS Trust compliance, delegations of authority, etc.)
• Established project standards for documentation, reporting, risk tracking, control development and governance
• Provided direction, MS Project and coaching to Risk department’s Project Managers
• Conducted Risk Control Self Assessments (RCSA) on high and medium risk processes; produced control diagrams
• Approved Risk and Control sections of all Confidential documented procedures
• Facilitated and tracked the execution of all Confidential executive delegations