MANDY PARKER

• Drive centralized management of key, complex, horizontal audits and exams, including developing and coordinating internal processes and program governance aspects as well as managing key deliverables across various engagements
• Facilitate internal audit and regulatory interactions (e.g., development of management responses, additional request facilitation, etc.) in coordination with and in support of key internal stakeholders
• Proactively identify and develop of key strategic process enhancements to ensure consistent, standard practices as well as improve risk practices, including opportunities for automation

• Supported a Managing Vice President in Enterprise Risk Management, as well as her leadership team engagement and communications (4 Vice Presidents and 3 Senior Directors)
• Organized executive team interactions by driving a focused agenda and leveraging subject matter expertise to provide guidance and updates in leadership sessions

*This additional scope was added in addition to Audit Guide role

• Delivered eight "Adequate" Audit Results with zero high findings
• Streamlined audit engagement process by centralizing communications and automating response creation and submissions
• Served as the primary contact for Risk partners, Audit, and Business teams to streamline communications
• Created and delivered tailored training for business teams and executives to share best practices and ensure success
• Incorporated real-time feedback from Audit team to improve current and future audit initiatives

• Transformed the Supplier & Risk QA process by creating a robust data-backed performance dashboard, while simultaneously reducing redundancies and maximizing staff impact
• Supervised three staff members across several key risk functions
• Served as Change Management leader between intent, risk & third party manager groups
• Led the enterprise Learning & Development team, driving content creation and deployment for 300+ associates

• Managed two vendor relationships, overseeing 500+ agents and $10MM annual billing
• Led contract negotiations to expand contact center footprint and services domestically and internationally
• Developed strong client relationships to maximize outputs and minimize operational risk

• Served as Extended Operations Manager for a call center line of business with 250+ call center agents and a $17MM annual budget, contributing over $2MM in incremental customer spend/year
• Responsible for driving intent with Marketing & Analysis team to improve both agent and customer experience
• Served as Product Owner for a pilot program using Big Data and Design Thinking concepts in an agile working team to deliver more efficient tools for call center associates
• Leader for an external supplier launch of over 500 call center agents in September 2015, driving engagement, branding strategy, and a performance-oriented culture
• Served as Delivery Lead for all of Card Servicing during conversion of ~1MM customer accounts from HSBC to Capital One (April 2014)
• Conducted risk assessment and gap analysis to ensure that converting customers would receive an equal or better customer experience post-conversion and worked with stakeholders to mitigate risks