Nearform

Fellow Program Leaders develop and promote client relations in building digital products that make the world work better by creating great customer, business and developer experiences. The NearForm approach empowers teams to continue building digital strength with confidence.

Fellow

Truist

Led Change Management activities for Corporate & Institutional Group segment, a $2B+ business with 4k+ employees.  Managed team of roughly 10 resources, across internal FTE and consultants who supported final stages of the merger event and post-merger large tech initiative roll-outs.  Developed after the merger of equals between SunTrust and BB&T, Truist created new Business Change Leader (BCL) positions for each major line of business.  Starting in May of 2022, I was selected to be the Change Leader for our Corporate & Institutional Group (CIG) business line, which consisted of our Investment Banking arm (Truist Securities) and the Commercial Real Estate businesses.

Responsibilities included coordinating the large-scale technology release readiness across the CIG stakeholder groups, ensuring effective information flow from Corporate to Business line and preparedness for our clients and internal teammates.  Annual and continuous strategic technology investment prioritization required iterative planning across tech, risk, business, and strategy partners.

SVP, CIG Business Change Leader

On the heels of the creation of Truist, I joined the newly created Corporate & Institutional Group (CIG) Sales & Performance Enablement team, focusing on developing and optimizing cross-sell and client deepening.  This role required significant coordination with our legacy Investment Banking teams and Truist Insurance Holdings, which was a promise of the merger.

In my time in this role, I helped to develop the early initial programmatic efforts between McGriff Insurance and the CIG businesses, namely Truist Securities and Commercial Real Estate.  These programs involved collateral development, role and responsibility clarity and mapping, key performance indicator creation and performance measurement / KPI build-out.

I worked closely with Truist Finance partners to ensure that the measures that drove employee/teammate behaviors were in place, flowing as expected, and delivered the risk/reward outcomes that the firm was expecting.

Additionally, in a risk management capacity, I led the business and sales practices risk efforts for the CIG businesses, as Truist created its first enterprise and LOB-specific policies, to ensure that all clients were aware of sales activities.  This work required significant cross-functional communication, policy development, procedure creation, and ongoing monitoring and risk reviews to ensure compliance with policy standards.

SVP, Sales & Performance Enablement

SunTrust

Managed team of 10 FTE, across business analytics, channel administration, and Consumer Client Experience, .  Responsible for the Consumer / Retail Client Experience and Channel Management teams at SunTrust, just prior to the creation of Truist.  This role included management of the Consumer Client Experience team, which reviewed, analyzed, and developed best-practice programs to delivery on our client experience promises to our clients.  

This role also included management of Channel Management Strategists, who were aligned by Consumer business unit, working to offer consultative channel strategy services to business leaders and teams in SunTrust Consumer Banking.

SVP, Consumer Client Experience, Channel Integration, and Business Administration

Chief of Staff to the SunTrust Consumer Omni Channel Executive.  In this role, I coordinated work efforts across Digital Product and Strategy, Branch and ATM Network Strategy, and Contact Center Operations.

Acted as business financial leader, liaising with SunTrust Finance, reviewing business cases and effectively challenging growth strategy initiatives.

SVP, Omni Channel & Client Centric Business Manager

Lead Finance Partner for SunTrust Omni Channel business unit, which inluded ATM and Branch Network Strategy, Contact Center Operations, and Digital Channel and Product Strategy.

Key accomplishment includes managing through P&L impacts of complex 10-year old sale leaseback program, which was going to burden financials with $100MM in additional expenses, necessitating the development of a robust and integrated Omni Channel Strategy, aimed at improving digital channel usage, deflection of calls away from the Contact Center, closures of less strategic or impactful branches, while still opening key new in-fill branches and ATMs and ultimately saving expenses.

SVP, Omni Channel Finance

Managed team of 10 FTE, including accounting managers, business accounting, accounting operations, and financial planning and analysis (FP&A). Responsibilities include monthly financial planning of marketing operating expense, effectively challenging new growth efforts created by marketing or required marketing investment, new digital marketing tool financial analysis and performance measurement.

SVP, Marketing Finance Manager

Business Planning & Financial Strategy Manager

Strategic Finance Officer

Treasury Management Analyst

Seasoned financial leader, focused on large company growth strategy (new product development, new markets, complex financial transactions).  Experienced leader of change management, sales enablement, investment planning, and financial planning teams.

Specialties: Executive influence and coaching; business and financial planning; business case development; channel profitability; balanced scorecard building; team development; trust building; FP&A; making the complex simple; story telling to influence outcomes

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