Wachovia Work Values

Daily Duties at Wachovia:

WACHOVIA BANK, N.A. — Charlotte, NC October 2005 to June 2009 Innovation Executive; Companywide, January 2008 to June 2009 Senior Vice President Charged by CEO and Chief Marketing Officer to design and lead executive-level Companywide innovation initiatives, processes, metrics and portfolio. Selected Contributions:  Reduced the Risk of Innovation- Alleviated leadership’s concerns and lack of return on investment by designing and deploying a risk-reducing innovation framework creating a best-in-class process focused on effective and efficient creation of product, service and business model concepts.  Improved Company’s number and quality of innovative ideas- Led Cross-functional Teams in Creating and Testing Compelling Concepts. Planned, led and completed 10 line of business executive-level innovation consulting engagements, creating over 1000 ideas and testing over 200 concepts for small business, retail, security, retirement, green, affluent, operations, mortgage, mobile banking, Treasury Services.  Improved Company’s Innovation Maturity- Led Innovation Capability Benchmarking by Identifying key issues hindering major line of business’s ability to innovate by comparing their strategy, idea creation, process and leadership culture against benchmarks from companies around the world.  Improved Vendor Performance- Championed Vendor Management Developed and managed numerous consulting, research and analytical firms to augment the company’s innovation capability. Managed key performance indicators (KPI), contractual and financial arrangements and on boarding.  Increased Leadership’s Ability to Measure Their Innovation Efforts- Created and deployed comprehensive Innovation Key Performance Indicators. Researched, designed and deployed key performance indicators related to innovation input, process, output and outcome measures. Gathered and analyzed available baseline performance data. Integrated metrics into lines of business to establish ongoing monitoring process. Provided leadership with a clear picture of what they had in the pipeline along with its potential value range. Process Improvement Executive; Companywide, January 2008 to June 2009 Senior Vice President Led company-wide business process management and improvement standards and certifications. Selected Contributions:  Provided Executive Leadership a First-ever View of Companywide portfolio of cost reduction projects- Established and led a companywide cross-line of $140MM business operational improvement portfolio and reporting process to executive leadership reporting up to the CEO. Focus was on improvement of key business processes and other operational efficiencies.  Established and Led Companywide Six Sigma and Lean Training and Certification Process- Established a comprehensive six sigma and lean training program by contracting with best-in-class third party vendors, human resources and finance. Created baseline criteria for training and certification. Program trained hundreds of employees. Coached greenbelt candidates resulting in over $2.5 MM in savings.  Enabled Employees With The Process Improvement Tools They Needed- Created Comprehensive Process Management and Improvement Resource Site. Launched an Companywide set of six sigma, lean, business process management and Hoshin Kanri tools and templates for use by process improvement leaders. Head of Research, Innovation and Development; Retail Credit, October 2005 to January 2008 Senior Vice President Recruited from Bank of America to lead research, innovation and development staff. Selected Contributions:  Improved the Company’s Return on Investment For Product, Service and Process Development- Led Research, Innovation and Development. Led staff of 10 to develop and successfully launch new-to-the-market innovative products, services, capabilities and processes for retail and small business segments contributing over $12 billion in top line balances to the business for a loan portfolio of $67 billion.  Improved Leadership’s Need For Faster Cycle Time- Re-designed Development Process. Architect and process owner of end-to-end development process for Retail Credit Business (idea management, project portfolio management/stage gate, key performance tracking) of $110 million in project portfolio investment with reduction in idea review time by over 90%, reduction of waiting requests by 63%.  Provided Leadership With Actionable and Measureable Strategic Plans- Transformed Strategic Planning Process. Successfully deployed advanced Hoshin Kanri strategy methods and metrics achieving 100% of all planned goals to include growth targets of 9% and increasing employee engagement scores.

What they like about Wachovia:

Working in an organization that is technologically advanced, creative, and innovative is critical in your assessment of hiring companies. Less important to you are stability of the organization, the length of time an organization has been in business, and the business' plans for the future. You prefer a fast-moving company that will take risks to achieve its goals and objectives. The length of time the company has been in business is irrelevant. Maintaining status quo is unnecessary. You thrive on change, uncertainty and the upside of potential business risks, especially those associated with innovation. Stability for the long haul is not nearly as important as is working in an atmosphere that is charged with a sense of urgency and constant change.

Tags

Black Belt, Six Sigma, Lean, Operations, Innovation, Business Process Management, Portfolio Management, Strategic Planning, Scenario Planning, Product Management, Cost Efficiency, Streamlining

Skills

Innovation Science, Business & Innovation Strategy, Statistical Analysis, Key Performance Indicators, Scenario Planning, Portfolio Management, Process Management, Stage Gate, Process Streamlining, Cost Reduction Strategies, Project Management, Vendor Management, Operations Management, Six Sigma Black Belt

These are some of the questions we asked our climbers about their experiences with Wachovia: