Executive Capability · 11
The programs I’ve built only work because of the teams behind them. At Experian, I led 18 compliance professionals, including seven direct reports, rebuilding not just processes but the team’s capacity to run them independently. At U.S. Bank, that scope grew to as many as 35 people, six direct reports and ten matrixed technology resources, spanning compliance, risk, and technology disciplines that had to work as one function.
Earlier in my career, during the mortgage refinance boom, I created a voluntary underwriting development program that trained 19 experienced processors into underwriting roles, turning a staffing gap into a pipeline of internal talent. Across each of these, the through-line has been the same: build the team’s judgment, not just its output, so the capability outlasts any one initiative.