Enhance the accuracy, efficiency, and security of the banking detail verification process within the accounts payable system. This includes ensuring accurate financial transactions, reducing the risk of fraud, and improving compliance with financial regulations by implementing automated validation tools and standardized procedures. Additionally, the project aims to streamline workflows, reduce processing time, and enhance vendor relationships by ensuring timely and accurate payments.

International Enterprise Stakeholders involved in the AP banking validation Process

• Project Team Member
• Offer knowledge and insights into the AP banking validation process and validation techniques
• Assist in the design and implementation of effective validation process and strategies to ensure accuracy and efficiency
• Identify, analyze, and resolve and issues within the validation process
• Liaise with stakeholders to provide updates and insights regarding the validation process with stakeholders and address potential concerns
• Evaluate the current process and recommend enhancements/innovations for increased efficiency and accuracy

• Reduction in payment processing errors
• Decreased risk of fraudulent activities
• Improved compliance with regulatory standards and internal policies
• Fewer errors and incidents of fraud
• Utilization of ServiceNow to provide transparency within the process, reduce processing time, manage scalability, introduce reliable reporting and analytics
• Development of standardized procedures, guidelines and training to ensure consistency and reduce variations in the process improving efficiency and productivity
• Improved vendor relationships

Address unique challenges and requirements associated with processing legal invoices in an effort to improve legal invoice compliance, vendor communication, efficiency in approval the process, error reduction, standardization, dispute resolution and employee training

Legal & Compliance (50 Stakeholders)

• Kaizen Project Leader
• Guide project team through the Kaizen process
• Ensure the principles of continuous improvement are effectively applied
• Ensure project objectives are met
• Assist with coordinating activities, removing obstacles and foster a collaborative environment for team members to contribute their ideas and improvements

• Developed a new workflow identifying the steps needed to set up a new vendor, bottlenecks, redundancies and improvement areas
• Identification of key skill gaps and process inefficiencies that led to the design and development of a targeted training program  that enhanced stakeholder capabilities and streamlined operations
• Improved efficiency by streamlining the invoicing process and reducing redundant steps
• Decreased the number of errors and discrepancies, and the need for rework and corrections with the implementation of a standardized process and verification system
• Designed a process for handling disputes, reducing the time and effort required to resolve billing issues, resulting in prompt resolutions
• Reduced the risk of non-compliance and associated penalties
• Improved relationship with legal service providers, fostering trust and collaboration
• Reduced overall legal expenses with the Implementation of new technology, Brightflag legal eBilling platform,  improving reporting and analytics provding increased visibility into legal spending, aiding in budget management and strategic decision making
• Established a culture of conitnuous improvement that encouraged ongoing innovation and betterment that benefits the organization strategically and financially
• Resulted in subsequent project focused on the implementation of Brightflag a legal eBilling platform and improving the AP banking validation process

Achieve multicultural growth by increasing awareness and lending representation in African American, Hispanic and Asian communities. 

Retail Banking (4,600 Stakeholders)

• Developed communicate plan for stakeholders
• Partnered with IT to Build a web-based training (WBT) program for customer-facing associates
• Alleviated apprehension on new system within stakeholders
• Built skill sets for stakeholders

• Increase multicultural lending representation from these communities by 6.4% (from 23.6% to 30%) within 1 year
• Generated $3.1M in revenue

Outsource critical data center operations that support the MSP application with nightly cycle, on-line functionality, etc. from one data center to another. 

Consumer Real Estate (CRE) Division (2500 Stakeholders)

• Analyzed the impact of this transition on servicing
• Designed and developed a universal communication document for stakeholders
• Delivered training to 1400 stakeholders
• Assessed organizational impacts and developing appropriate interventions to minimize business disruption

• 7% reduction in operating costs
• Optimized expenses, improved cost efficiency and mitigated risks

Adopt a Six Sigma management strategy, a comprehensive and flexible system for achieving, sustaining and maximizing business success using a systems approach to problem solving that emphasizes common metrics, constant communication, and culture change.

Consumer Real Estate (CRE) Division (2500 Stakeholders)

• Collaborated with project team to develop a communication plan providing consistent and ongoing messages to keep all areas of Consumer Real Estate (CRE) stakeholders informed using a variety of avenues such as:
  • Divisional meetings that explain the Six Sigma process and some of the terminology; how Six Sigma will benefit CRE and the company, and to answer “what’s in it for me?”
  • Brown bag lunches to interact with the employees and answer questions
  • Webinars
  • Emails addressing employees about their concerns related to the adaptation of Six Sigma and providing clarity on each one’s role in Six Sigma journey
  • Videotaped enterprise meetings to review the process, provide periodic updates and announce project milestones
• Partnered with Six Sigma champions to identify projects

• 9% increase customer delight in 2 years
• Increase of 2.5 million customers in 2 years
• 28% reduction in account losses in 2 years
• 40% reduction in operating costs yielding a savings of $75.2 million within two years
• Improved productivity
• Increased market share growth
• Increased employee morale
• Reduced cycle-time reduction
• Error reduction
• Culture change
• Product/service development

Leverage existing servicing capability and low-cost structure to support a profitable PLS product that could be offered to other lenders. Sub-serviced 1600 first and second mortgage products and home equity lines of credit (HELOCs) for a California financial institution,  500 loans, 100 loans every month thereafter. 

Consumer Real Estate (CRE) Division (2500 Stakeholders)

• Worked with the project team to identify stakeholder training needs
• Partnered with curriculum designers to develop training materials

• Servicer: Scaled down saving 14.50% in compliance costs within 1 year
• Sub-Servicer: Increased servicing volumes; generated $320,000 in revenue for sub-servicer within 1 year

Create a family of loan programs that feature low lender closing costs, discount points or origination fees, creating a foundational anchor of customer relationships; and drive down internal and customer expense by utilizing pre-negotiated bundled services from a variety of national vendors.

350 Consumer Sales and Marketing Stakeholders

Training resource

• Worked closely with the project team to assess:
  • How each enhancement will impact stakeholders
  • Develop a communication plan for each enhancement to be communicated to stakeholders
  • Identify technology changes and how these changes impact stakeholders
• Identified training needs, design and develop training materials needed to successfully implement product enhancements
• Tracked cross sell win rates

• 33% increase in new customers every quarter
• 7% increase in salespersons every quarter
• 42% increase in overall conversion rate
• 30% increase in cross selling revenue

Expand and enhance the Mortgage Rewards program process, parameters, pricing, and fees based on extensive voice of customer (VOC) research to determine a value proposition that would be appealing to the bank’s relationship prospects.  

350 Consumer Sales and Marketing Stakeholders

Partner with project team, information system development (ISD) and subject matter experts (SMEs) to:

• Determined how process changes will impact special loans and mortgage call center stakeholders
• Developed a communication plan for all stakeholders
• Identified technology changes and assess stakeholder impact
• Identified training or knowledge stakeholders will need to successfully implement the products enhancements
• Designed and developed No Fee Mortgage Plus – Service Guarantee Claims training materials for special loans and mortgage call center stakeholders
• Facilitated train-the-trainer sessions (T3) for subject matter experts (SMEs)

• 27% increase in customer delight scores

Identify default processes that present opportunities for an increase in valid referrals resulting in completed cases per Loss Mitigations Lean Charter; and determine a means to quickly and accurately complete cases.

270 Loss Mitigation Stakeholders

Partnered with Project Champions to:

• Developed training materials for loss mitigation documents receipt status (LMT3)
• Developed training material for department restructure from an investor operation to fulfillment operation: set up, analysis, follow-up, and closing agent

• Estimated $375M in loan modifications and workouts for troubled mortgages in 2 years
• 265,000-plus homeowners remained in their homes

Convert Director and MSP Fundamentals instructor led training (ILT) to web-based training (WBT).

Consumer Real Estate (CRE) Division (2500 Stakeholders)

Assisted with the Development phase of the project, working with project team and information system development (ISD) to:

• Developed and validated storyboards against the internal quality assurance (QA) Checklist
• Developed job aids
• Revised and developed Level 2 questions
• Acquired necessary screen shots for simulation development

• Ongoing

      *Conversion impacts the on-boarding process for all CRE Servicing associates

        regardless of the area of support

Design and implement $4.1 billion merger integration to align culture, structure, processes and strategy to the operating environment through training and development, organizational development and career development.

Consumer Real Estate (CRE) Division (2500 Stakeholders)

Training and development resource

• Participated in planning kick-off meeting and follow-up meetings
• Coached and assist in problem solving
• Assisted in identifying and reducing cultural barriers
• Engaged stakeholders in organizational change
• Conducted career planning assessment to achieve an optimal match of stakeholder and organizational needs
• Assisted in developing key competencies that enable individuals to perform current or future jobs
• Partnered with curriculum designers to develop training materials for implementation of new technology
• Shared tools and information between the teams

• Increased the effectiveness and performance of individuals, groups and the organization on a whole
• Gained credibility and visibility
• Increased and maintained overall organizational effectiveness
• Increased overall financial and operational synergy
• Increased competitive advantage