Kelly Pannitto

• Firm Integrator in an EOS, Entrepreneurial Operating System, environment where integral decisions were made for the firm. Member of the Executive Management Team.
• Standardize and scale core processes for the operations, onboarding, and compliance teams
• Collaborate with the executive team to plan projects that align with long-term firm goals
• Direct communication across teams and vendors to ensure timely decision-making
• Manage a team consisting of five US employees and a third-party offshore team
• Create and maintain KPI dashboards within the work management software, monday.com
• Developed procedures to utilize technology and enhance efficiency.
• Prioritized and delivered projects aligning with the executive team’s goals.
• Identified areas of improvement across workflows and implemented best practices.
• Oversaw technology upgrades to the CRM, business analytics, and project management system.
• Executed the onboarding of over 20 financial advisors ranging from two to six months in length.
• Translated analytics, communicated updates, and escalated issues across teams.
• Conduct due diligence and ongoing risk reviews for prospects and vendor.
• Oversaw day-to-day production activities in accordance with business objectives.
• Worked collaboratively with functional leaders to implement new procedures and corrective actions to improve quality.
• Defined, implemented and revised operational policies and guidelines.
• Monitored office workflow and administrative processes to keep operations running smoothly.
• Worked directly with CFO on budget and budget variance
• Managed insurance needs and collaborated with attorney's on a regular basis.

• Established performance goals for department and provided methods for reaching milestones.
• Increased company growth through collaboration with sales and marketing departments.
• Assisting Treasury Management and Product Delivery in analyzing controls, identifying control gaps and writing self-identified issues and remediation actions that efficiently address the issue.
• Working with Legal and Compliance in order to address issues from every angle. Documenting issues accurately in Archer and monitoring progress on a regular frequency.
• Working with the second line of defense to respond to challenge questions around self-identified issues. Ensuring all Treasury Management related issues are adequately remediated and documented in a timely manner in Archer.
• Representing Treasury Management in weekly “Matters of Consideration” and Issue Tracking meetings and providing updates related to issue status.
• Updating PNC’s annual Living Will document to accurately represent the state of Treasury Management at year end.
• Analyzing and revising Treasury Management’s KRI’s and KPI’s to ensure they are capturing the necessary detail to identify risks and market trends.
• · Preparing Power Point presentation for the Quarterly Risk Working group and significantly contributing to risk updates discussed in the meeting.
• · Reviewing and updating the inherent risk and quality of risk management associated with Treasury Management’s eight risk domains in preparation for the Quarterly Prime Process Refresh meeting.
• Partnering with CIB Fraud team to discuss status of fraud investigations with clients falling victim to business E-mail compromise (BEC) fraud. This requires staying abreast of the latest trends in BEC and working with Legal prior to speaking with the client.
• Established performance goals for department and provided methods for reaching milestones.
• Increased company growth through collaboration with sales and marketing departments.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols.

• Effectively managed and coached a staff of six employees.
• Developed and implemented an effective Risk Management Program for the Treasury Management Product Delivery (PD) segments ensuring adherence to PNC’s risk framework.
• Coordinate and lead efforts related to the completion of Risk Control Self-Assessments for 1st LOD (RCSA’s)
• Accomplished multiple tasks within established timeframes.
• Onboarded new employees with training and new hire documentation.
• Worked with Business Units to monitor and track open audit findings until closure.
• Assisted management with effective initiation and management of new initiatives requiring Risk Control Impact Analysis’ (RCIA’s) and readiness review presentations used by project leads at committee approval meetings.
• Acted as a liaison to Corporate Compliance to ensure strict adherence by Risk Assessment Units (RAU's) to regulatory compliance requirements.
• Coordinated identification of self-identified issues; documenting self-identified issues root causes and descriptions; and monitoring remediation plans.
• Performed collaborative approaches with risk partners including but not limited to Treasury Management Front Office; Compliance; Information Security; Business Information Management (BIM); Operational Risk; Enterprise Risk; Technology Risk.
• Developed and provided oversight of RAU’s written procedures for adherence to PNC policy requirements.
• Evaluated employees' strengths and assigned tasks based upon experience and training.
• Adjusted job assignments and schedules to keep pace with dynamic business needs, factoring in processes, employee knowledge and customer demands.

Reporting to the Chief Administrative Officer of Key National Bank (i.e. wholesale bank). Managing a team of ten employees through three direct reports. Direct a supporting risk management infrastructure, which ensures appropriate risk coverage, control sustainability and remediation oversight, in addition to policy guidance and education. Accountable for increased risk and control awareness throughout the lines of business, improved compliance communication and training, and driving line of business and individual accountability through the continuous review of control performance. Drove corporate revenue by creating strategies that fit perfectly with the company's vision and mission.

Establishment of Organization

• Created a Risk Management office to provide support for Key National Bank’s (KNB’s) lines of business.
• Assembled a team of highly competent and technical managers who provided expertise that included managing compliance, financial, operational, and technology risks.

Compliance

• Led a coordinated effort that ensured compliance with the Bank Secrecy and USA Patriot Act, including Anti-Money Laundering (AML) and OFAC requirements, in response to a Consent Order with the Officer of the Comptroller of the Currency and a Memorandum of Understanding with the Federal Reserve Bank of Cleveland.
• Key initiatives included an enterprise-wide risk assessment, revision of 12 corporate policies and all related line of business procedures, modifications of corporate and line of business training, creation of a risk based customer due diligence account opening process, and the support of a redesigned AML monitoring infrastructure.
• Coordinated a corporate-wide undertaking to secure KeyBank’s compliance with Privacy laws and regulations (Gramm-Leach-Bliley Act).

Technology

Coordinated and implemented an access control remediation effort in response to a significant application access control deficiency identified by Key’s external auditor at the end of 2004.

· Remediated eight high risk non-404 applications, including foreign systems (UK), within the timeframe allotted.

Operations

• Ensured eighty-nine critical disaster recovery plans were completed, simulated, and sustained as part of Key’s Corporate Continuity and Recovery plan. Several plans were executed successfully during a major snowstorm.
• Oversaw Key National Bank’s third party domestic and foreign vendor relationships.
• Member of the ABN Amro/KeyBank Management Team since 1999 when Key outsourced international processing to ABN Amro.
• Performed a full scope due diligence of a third party processor located in Chennai, India resulting in the successful offshoring of transactional processing and a significant cost reduction.
• Reviewed and approved all new product offerings guaranteeing every angle of risk has been analyzed prior to introducing to the market.

Financial

• Confirmed Sarbanes Oxley (SOX) requirements were fulfilled by monitoring and tracking the accuracy and timeliness of self-testing performed by the lines of business on a quarterly basis.
• Approve all SOX testing change requests, initiated by the lines of business, impacting conformity to Key’s SOX methodology and regulatory requirements.

Managed the Internal Audit function for Commercial Loan Services, Loan Accounting and

Control, Commercial Banking, Institutional Banking, Business Banking, Global Treasury Management, Commercial Real Estate, Key Equipment Finance (Leasing), Wire Transfer, ACH and Key Total Treasury Operations, Asset Recovery Group, Community Development Banking, and Public Sector Group. Responsibilities include:

Used a risk based approach to plan an internal audit schedule, affecting adequate coverage of the audit universe and meeting the expectations of regulatory agencies and external auditors.

• Independently led a staff of twelve full time employees that performed complex, cross-team and/or corporate wide audit reviews of operational, compliance, and financial risks. Interacted with senior level internal clients to communicate and sell difficult issues/solutions resulting from audit findings.
• Presented needs improvement audit reviews to the Audit Committee and KeyBank N.A. Board of Directors to ensure their awareness of issues in need of remediation.
• Evaluated vendor software options for documenting Sarbanes Oxley test results. Assisted in creating corporate SOX methodology and provided both policy and procedure guidance. Rolled-out testing requirements nationwide to affected lines of business within a twelve week period which included training, guidance on methodology, and assistance with testing and uploading test results.
• Participated on numerous Executive Advisory Boards.
• Active in new loan system implementation including a complex loan syndication application, Loan IQ, making KeyBank a leader in the syndication market.
• Impacted significant retention of KeyBank team members by empowerment, insightful coaching, and establishing a collaborative team environment.
• Participated in numerous, highly confidential merger and acquisition due diligence activities.
• Presented conclusions to executive management whereby several opportunities resulted in an acquisition which increased Key’s bottom line.

Managed the Internal Audit function for Commercial Loan Services, Loan Accounting and

Control, Commercial Banking, Institutional Banking, Business Banking, Global Treasury Management, Commercial Real Estate, Key Equipment Finance (Leasing), Wire Transfer, ACH and Key Total Treasury Operations, Asset Recovery Group, Community Development Banking, and Public Sector Group. Responsibilities include:

• Used a risk based approach to plan an internal audit schedule, affecting adequate coverage of the audit universe and meeting the expectations of regulatory agencies and external auditors.
• Independently led a staff of twelve full time employees that performed complex, cross-team and/or corporate wide audit reviews of operational, compliance, and financial risks. Interacted with senior level internal clients to communicate and sell difficult issues/solutions resulting from audit findings.
• Presented needs improvement audit reviews to the Audit Committee and KeyBank N.A. Board of Directors to ensure their awareness of issues in need of remediation.
• Evaluated vendor software options for documenting Sarbanes Oxley test results. Assisted in creating corporate SOX methodology and provided both policy and procedure guidance. Rolled-out testing requirements nationwide to affected lines of business within a twelve week period which included training, guidance on methodology, and assistance with testing and uploading test results.
• Participated on numerous Executive Advisory Boards.
• Active in new loan system implementation including a complex loan syndication application, Loan IQ, making KeyBank a leader in the syndication market.
• Impacted significant retention of KeyBank team members by empowerment, insightful coaching, and establishing a collaborative team environment.
• Participated in numerous, highly confidential merger and acquisition due diligence activities.
• Presented conclusions to executive management whereby several opportunities resulted in an acquisition which increased Key’s bottom line.

Assistant Vice President, Audit Supervisor, Commercial Internal Audit Group 1998 to 2001

Senior Auditor, Commercial Internal Audit Group 1995 to 1998

Society National Bank/KeyCorp

Staff Auditor, Commercial Internal Audit Group 1993 to 1995