At Wells Fargo, I led process analysis and redesign across more than 100 operational processes and 50 business lines, generating $37.5M in hard savings and $7.3M in soft savings. I used Lean, DMAIC, root-cause analysis, and value stream mapping to identify bottlenecks and shape future-state processes.
For hardware fulfillment, I reduced cycle time from an 86-day baseline to 55 days by designing a fast-track approval path and eliminating 20–25% of manual steps. I also segmented more than 21,000 access and inquiry tickets to identify sources of delay and quantify potential benefits.
My work has included moving a JIRA workflow and WalkMe adoption layer through testing into production, improving a ServiceNow request process, and establishing KPIs and dashboards for senior leaders. I’m a Certified Lean Six Sigma Black Belt with an MBA, and I’ve applied process improvement in regulated banking and technology operations.
