Mary M. Morrissey

• Responsible for design and implementation of Third Party Risk - Intercompany Framework, including managing project team spanning 1LOD and 2LOD execution. Promoted enterprise-level risk management practices and helped instill strong culture focused on protective policies and procedures
• Led 2LOD build and design of Third Party Management risk assessment monitoring and issue management tool
• Advised and presented to 1LOD and 2LOD senior management on policy strategies for Third Party and Operational Resilience Risks
• Developed short-term goals and long-term strategic plans to operationalize Non-Financial Risk program integration across enterprise
• Responsible for multiple roadmaps to achieve risk maturity milestones across organizational levels.

• Co-led design and implementation of system of record to evidence Information Technology & Cyber Security resilience risk oversight of business, aiding remediation of audit and regulatory findings
• Aligned global and U.S. resilience and business continuity policies, streamlining framework and ensuring strategic initiatives of bank and regulatory requirements met
• Led initiative to revise Third Party Risk Management analysis of resilience and continuity risks, encouraging greater focus on high-risk vendors
• Guided embedding of Operational and Resilience Risk Management Framework, specifically resiliency risks for greater transparency in risk and control assessments
• Monitored industry trends and regulatory guidance, keeping current on latest changes and requirements

• Led execution of qualitative components of Operational Risk loss forecasting framework, including idiosyncratic scenarios and loss refinement, ensuring bank’s top and emerging risks identified and estimated to meet Comprehensive Capital Analysis & Review (CCAR) and Prudential Regulatory Authority (UK) regulatory requirements
• Aligned U.S. and global scenario programs to promote consistency, efficiency and best practices across bank
• Presented and defended Operational Risk capital estimates to senior risk and business committees, working with senior leaders to ensure capital results were understood and delivered to regulators
• Participated in industry Operational Risk and Scenario groups, representing bank and assessing industry best practices

• Responsible for implementation of global BC and DR programs, ensuring consistency with bank’s global operating model, regulatory requirements and industry best practice, including build out of bank’s transfer of work capabilities
• Worked with all levels within Business Unit, Location Strategy, Physical Security and Third Party Risk Management to ensure BC and DR programs met business needs and regulatory requirements
• Oversaw implementation of IT “Tier 0” project, ensuring alignment between critical business functions and technology
• Responsible for bank’s incident response plan and served as Incident Commander, coordinating and leading efforts in response to significant business interruptions
• Met quarterly with regulators to review BC and DR programs and initiatives
• Presented program updates to bank’s Operational Risk Committee and Global Enterprise Risk Committee
• Oversaw work of GBCRS global staff and responsibilities ranging from participation in Business Process Transition Risk and Outsourcing Risk Programs, Site Hazard Reviews to execution of bank-wide stress tests

Manager, Operational Risk Scenario Analysis Program

• Oversaw and implemented program, providing oversight and guidance to program consultant
• Responsible for reviewing, enhancing and implementing bank’s Risk Inventory as it related to Operational Risk, challenging lines of business to ensure key risks identified
• Collaborated with business unit Risk and other Risk practice managers, e.g., Strategic, Liquidity, to develop and quantify tail risk idiosyncratic scenarios, ensuring scenarios met regulatory capital requirements
• Presented program output to bank’s Independent Challenge, Operational Risk and Capital Committees

Co-manager, Product and Process Risk Review & Risk and Control Self-Assessment Programs

• Supported senior consultant team responsible for providing direct oversight and implementation of these existing risk management programs
• Program Manager of Scalability and Significant New Business (SNB) Programs. These programs helped ensure that bank was prepared operationally to grow business.
• Oversaw and implement Scalability and SNB programs; reviewed and challenged data provided by Business Unit and Business Unit Risk managers; presented findings to governance committees

Senior Relationship Manager - Institutional Clients

• Responsible for managing client relationships for bank's Fortune 500 clients
• Created and executed key client relationship strategies, working with senior business and Asset Management leaders
• Ensured relationship compliance with bank's operational, risk and compliance guidelines and procedures by working with appropriate partner areas
• Educated clients on emerging issues, bank products, regulatory and tax changes, and general institutional trust environment, advising clients of impact on client's business
• Committees: Derivatives Working Group, Restructure Fee Committee, High ‘5' Award Committee
• Awards: Signature Service Spirit, 2011, for participation as co-lead in $7B trust restructure

Trust Counsel, Legal & Fiduciary Risk, 2000 to 2005

• Responsible for negotiating and drafting ERISA and other legal agreements that reduced risks and increased cost savings to bank for relationships with Fortune 500 clients

Assistant Relationship Manager, Wealth Management, 1999 to 2000

• Responsible for administration of personal trust client relationships

• Represented corporate, municipal and Taft-Hartley clients
• Drafted and interpreted ERISA and non-ERISA benefit plans
• Litigated ERISA claims and commercial disputes in federal and state court
• Drafted plan and supervised successful conversion of the firm's computer hardware systems and upgrade of unique subrogation-tracking software.