TRANSFORMING POTENTIAL INTO REALITY
National Commercial Bank, Jamaica (banking / electronic payments)
Pricing strategy and profitability models & business intelligence/ analytics for Acquiring, Debit, and Customer Loyalty for largest bank in Jamaica (Acquiring and Issuing included building a database application to automate manual processes and data integrity issues, to automatically view merchant-level profitability and metrics, and to price by sector and segment). Segmentation of Credit Card customer portfolio (both Issuer and Acquirer businesses), and database model to measure outcome of marketing campaigns at the customer level. Financial model & projections for approval and launch of Visa Signature, Visa's most upscale credit card. Marketing Campaign Segmentation and Forecast model. Model to compare and select new processing system & basic business requirements for new system. Acquiring and Issuing business budget models in Excel/ Access for 2013 forecasting and for 2013-2014 plan, using roll-up data from processing system and allowing roll-ups of all different levels in budget model. Monthly reporting models with Dashboards.
Scotiabank (banking / electronic payments)
Creation of business cases and financial models for new electronic payment products and businesses in the Caribbean and Latin America. Products and businesses include Mobile Wallet, mobile remittances, EMV / CHIP, Visa Platinum, co-brand cards including Orange and Price Smart, Region-wide Loyalty strategy, initial launch of basic credit cards in a country, MasterCard Black, Debit instant-issue at branch.
Amadeus (travel / technology)
Management consulting. Training Services' resources optimization across North America, Caribbean and Latin America, including model and analytics for both initial recommendation and ongoing management. Resource allocation analysis and modelling/ project tracking database.
Impac Mortgage Holdings, Inc. (mortgage lender, mortgage services)
Requirements and software application prototype for lender auditing consulting business, presented to Chief Risk Officer & Chief Information Officer.
Great Western, a division of Frontier Bank (mortgage lender)
Paperless mortgage loan process for mortgage lender with document imaging system; Workflows, processes, automation & improvements, reporting & analytics (including for Operations, Sales, and Secondary Markets). Database to calculate Market Rate versus Lock Rate (including ranges by 25 bps intervals) at the loan level to predict loan fallout. Setting pricing in Optimal Blue pricing engine. Loan systems administration (DataTrac, LoanTrac, DocTrac, Optimal Blue).
Aames Home Loan (mortgage lender)
Designed and implemented system to manage and control loan origination licensing, and comply with State and Federal laws. Automated calculation and management of incentive compensation for Sales and Operations, reducing administration time by 80%. Developed budgeting models, staffing capacity models, and automated performance dashboard and metrics leading to increased service levels and profitability. Designed and implemented new loan process flow to increase accountability, quality, and productivity.
Hanifin Loyalty, LCC (customer loyalty)
Business Intelligence, analytics, financial modeling and projections for new consumer loyalty strategies and products for banks. Evaluation models to compare loyalty rewards systems in the market.
Cari Financial Corporation, Jamaica (electronic payments)
Financial model and business case for distributor of first MasterCard prepaid card in Jamaica; model used to raise capital from investors for joint venture with product distribution partners. Product targeted at un-banked and bank-under-served population, launched June 2011.
VISA International (electronic payments)
Created and launched Platinum Visa Rewards, Visa's proprietary loyalty program for Visa-branded credit cards in the Caribbean and Latin America. Key role in the development and launch of upscale cards Visa Platinum and Visa Infinite.
Developed financial business case approved by Board to consolidate 20+ companies' back office operations under a new shared services company; annual savings estimated at $30+ million. Defined key metrics to measure performance vs. benchmarks - productivity gain of 15%+. Controlled Seimens Shared Services at launch of new business.