Achievements that matter
Impact delivered.
Results that scale.
A track record of turning complex problems into measurable business outcomes across banking and fintech.
A track record of turning complex problems into measurable business outcomes across banking and fintech.
Created the product vision, secured funding and deployed it at Scotiabank Chile.
Built a scalable company-wide delivery model that helped move implementation projects from Waterfall to Agile.
in expense reduction opportunities by turning data into prioritized actions.
Built a new payments team around continuous delivery, shipping VISA OCT on the date committed eight months earlier and scaling the same approach into RTR.
Countries were losing confidence in a monolithic platform; Chile had already abandoned it, and technical debt made even simple changes painfully slow.
Restore country confidence in a CRM that was slow to change and no longer met local needs.
I replaced a slow monolithic CRM approach with a customer-centric product vision: Customer 360, cross-channel campaigns and next-best action. The prototype created shared direction, secured a delivery team and introduced an Agile model countries could adopt.
Chile invested $3M and became the first deployment. The team's documented practices were reused elsewhere and earned top-five Agile recognition.
Rapid growth from roughly 500 to 1,500+ employees exposed a delivery model that was still document-heavy, repetitive and difficult to scale.
Scale core-banking implementations while reducing five months of discovery paperwork, overlapping roles and inconsistent client outcomes.
I streamlined roles and created a documented playbook with required outcomes, flexible Agile execution and one estimation model shared by Product, Project and Sales.
Discovery fell to 2–3 weeks, the pilot reached 90% satisfaction and project managers gained a repeatable model for new implementations.
Several attempts to centralize and operationalize regional data had failed, leaving country confidence low and the business without dependable data products.
Overcome technical barriers, failed predecessors and low regional trust to create a reliable International Banking data capability.
I introduced incremental proof: obtain one data slice, make it usable, show value and build confidence before expanding. I then standardized the operating model and KPI framework.
Nine countries were consolidated, the team grew from 12 to 50+, and the data surfaced $47M in expense-reduction opportunities used in planning and shareholder reporting.
With roughly 85% of the team new to the area, we had to learn unfamiliar products, processes, tooling and architecture while still delivering.
Build modern payment capabilities while a newly formed team learned the domain—without pushing discovery and correction into late UAT.
I used small production increments and continuous testing as the learning system, then reinforced it with a structured SharePoint knowledge hub and grounded Copilot agent.
VISA OCT landed on the date committed eight months earlier, RTR capabilities shipped incrementally, and expertise expanded from one architect to 13 SMEs.
Open to meaningful product conversations, collaborations, and opportunities that create real impact.