Montresa McMillan

Responsible for the enterprise strategic direction of TD's digital, innovation and payment ecosystem: ~ Deliver best-in-class Digital, Innovation and Payments strategies to achieve market share and revenue/profitability objectives for TD ~ Provide thought leadership on emerging ecosystems, models, and capabilities as they relate to transformation as we future-proof TD ~ Lead the acquisition and management of fintech digital, innovation and payments investments ~ Accelerate customer and employee adoption and engagement, while identifying niche digital and innovative skills required for the future ~ Build a digital culture that positions TD as a Digital, Innovation and Payments Leader in the eyes of the customer ~ Deliver roadmap to enable connected customer experience, drive enterprise digital fluency, and market leading digital utilization ~ Leverage TD's ecosystem, including innovators, fintechs, academia, start-ups, automation, Analytics and Insights/Layer 6 and TD's User-Centered Design Practice to deliver differentiated experiences to customers, colleagues, and communities. ~ Accountable for Enterprise Innovation Framework Strategy and metrics for success ~ Lead the vision and priorities for idea incubations and ensuring a material patent portfolio that protects TD's inventions ~ Provide people leadership by hiring the best talent, setting goals, developing staff, managing employee performance and compensation decisions, promoting teamwork, and handling any/all disciplinary actions, as required.

Responsible for accelerating Operational Excellence by evolving a portfolio of Enterprise OpEx enablers, including Enterprise Change Office, Enterprise Process Automation, Enterprise Business Architecture, Workforce Performance Excellence and Front to Back Operational Excellence. In addition, also led strategy, planning inclusive of productivity and oversaw Governance & Control groups for the Bank's Transformation, Enablement and Customer Experience (TECE) organization.   ~ Established an Operational Excellence ecosystem comprised of consistent governance and execution approach with a dynamic set of operational excellence services. ~ Established an Operations North Star Council (ONSC) to bring together Operations leaders across TD to accelerate simplification, standardization, and scale and to cultivate an Enterprise talent strategy for Operations professionals. As part of the ONSC, launched an Operations Leadership Program to build Operations as a brand and career destination for internal and external talent.  ​ ~ Grew value from Operational Excellence by 2.5x from F'22, while lowering cost to serve through transforming operating models and focusing on highest value outcomes. ~ Launched new tools and frameworks to advance Operational Excellence at TD including attended automation, Front to Back diagnostic framework, business process management, workforce performance excellence and process intelligence. In addition, introduced the BIAN capability model as the new TD standard architecture framework to deliver a consistent classification of business capabilities. ~ Established Enterprise Change Office and elevated the Change Management practice. Established Enterprise programs for TD's French Language Policy and TD's Accessibility Plan to meet the requirements of the Accessible Canada Act. ~ Launched the TECE Inclusion & Diversity Leadership Council (IDLC) Black Experience Program, aimed at providing career and personal development opportunities for colleagues

Responsible for Enterprise-wide change and transformation through Project Delivery Excellence, Governance & Control, Process Engineering, and Productivity. ~ Exceeded Enterprise 3-year goal for delivering savings through simplification, automation, and digitization. ~ Partnered with businesses to implement several process improvements to drive improved colleague and customer experiences. ~ Executed strategies to drive delivery focused executive level conversations, increased transparency, and executive support for the highest risk projects.

Charged with leading two of TD's broadest transformation programs – Omni Strategy and Self-Service Transformation – to deliver personalized, connected experiences across channels, businesses, and borders. Managed global team responsible for digital, online and mobile, for the Enterprise ~ Set record highs in digital adoption in TD Canada Trust and TD Bank America's Most Convenient Bank. ~ Through key partnerships and delivery execution of digital capabilities, TD Canada Trust recognized as Canada's largest digital bank based on digitally active users. ~ Amassed 10MM North American active mobile users

Selected for new Board-mandated role tasked with differentiating the TD Bank brand by transforming distribution. Lead strategy and future state vision for Omni, a mission-critical program to digitize bank. Obtained funding to execute on roadmap presenting persuasive business case that highlighted benefits. Champion change management plan to 8000 employees. Oversee 22 direct reports and up to 600 matrixed project team members. Manage 5-year roadmap budget. ~ Influenced and aligned enterprise to Omni vision crafting roadmap that brought vision to life. Conducted weekly briefings on program status with sponsors, Senior Executive Team, and Enterprise CIO. ~ Led initiative to deliver on key objectives driving benefits including enhancing customer/employee experience, elevating service efficiencies/productivity, and propelling revenues. ~ Delivered capabilities that created value along journey, collapsing sales systems and reducing technology footprint to drive seamless connected experiences as customers traverse channels, products, and borders. ~ Partnered with businesses to orchestrate enterprise change steps, training, and messaging. Prepared go-to-market launch with press, media, and social channel campaigns. ~ Architected development of numerous Omni enterprise capability strategies that underpinned roadmap success. Outlined industry-leading KPIs to measure outcomes including an Omni satisfaction index. ~ Partnered with Digital Customer Experience to expand design model to support the Assisted Channels. Evolved the practice to iterative process leveraging a business architecture approach.

Led online product development, management, and technology strategies. Collaborated with internal/external stakeholders to clarify and align vision for industry cutting-edge product and service introductions. Oversaw North American Money Movement (Payments) and Customer Protection Products. Coached and motivated 55-person team that quickly honed to generate continuous, iterative value. ~ Conceived Customer Protection Framework and Playbook to articulate acceptable standards to protect digital customers encompassing authentication requirements and customer guarantees. ~ Launched first cross border account opening allowing a Canadian resident to set up a US account in minutes. Accommodated primary non-US resident base to enhance service and capture missed revenue opportunities. ~ Significantly improved customer experience by removing top customer irritants. Conducted surveys, established release review governance, and increased LEI score. ~ Modernized product suite and established Playbook best practices to develop products quicker. Launched more than 60 projects propelling 5-year revenue benefits with multimillion-dollar cost savings.

Steered online product management and solution strategy. Collaborated with marketing technology and business lines to unify vision for innovation product/service launches. Owned mobile, secure, and public facing web properties and ensured platforms usage and integration is optimized for an ideal customer experience. Directed top-performing 14-person team. ~ Created the first formal, full-lifecycle product methodology for the Online Channel. Defined framework, evaluated competitive trends, and researched client data to present business cases/GTM strategies. ~ Launched the first online insurance portal and mobile applications that offered account information, Electronic Money Transfers, and integration of banking, wealth, and insurance functionality. ~ Established model to identify problematic patterns.Analyzed multiple metrics, inspired roadmap ideation, assigned resources to resolve issues, and improved the client experience. ~ Captured additional revenue contributions from TD Mobile since launch, boosting mobile logins, mobile users, web broker users, easy web users, and insurance customers.

Directed strategic development process and delivered Alerts, Mobile, and Online Secure Sites program management subject matter expertise for international client. As acting Head, articulated a world-class Mobile and Online Secure Site vision aligned with the strategic direction of the online channel. Managed, coached, and trained 5-member team. ~ Led diverse project teams focused on solution development and key strategic initiatives. Constructed business cases, executive communications, vendor capabilities, and industry landscape assessments. ~ Partnered with senior/executive leaders to understand client/business needs. Translated findings into strategic vision with action steps including organizational structure, role definition, and performance metrics. ~ Launched the first ever mobile applications for client in Canada and the US, achieving 2.52M total downloads.

Define vision and steer thought leadership that drove BB&T’s integrated alignment across all electronic channels. Developed strategies that yielded strong competitive advantage, revenue growth, and market differentiation. Formed 7-member strategy team. ~ Led the bank’s first consolidated Electronic Delivery Channels Strategy encompassing ATM, Phone, Internet, Intranet, and Mobile divisions. ~ Conducted a competitive analysis and cross-channel functionality gap assessment that was integral to 2010 strategic planning. ~ Originated a 3rd-party vendor evaluation standard that ensured thorough, consistent appraisals. Examined applicability across channels, leveraged offerings, and maximized cost savings. ~ Encouraged product/service ideation and competitive awareness with novel website compiling emerging industry developments that may affect business. ~ Executed robust strategy development covering Social Media, Enterprise Money Movement, Chat evolution, ATM fleet refresh, Call Center consolidation, and the Transition from Service Only Call Centers to Sales and Product Pricing.

Transformed, developed, managed, and deployed best-in-class online banking solutions. Executed seamless integration of third-party delivered content and expanded granularity of account information. Constructed new 20-member department to support strategic roadmap that attracted online retail, small business, wealth, and insurance banking clients. Managed innovation budget. ~ Exceeded targets 50% for intranet response time, 12% for online access fee income, 5% for decreased waived fees, and raised BBT.com overall site visits 60%. ~ Architected business case and strategy for modernizing online money movement and redesigned the transfer user interface. ~ Recognized as one of the first banks to redesign the transfer UI and provide a seamless client experience with full integration of internal and external transfers. ~ Presented visionary business case for mobile single enrollment between modalities for cutting-edge product that is now preferred mobile solution. ~ Launched innovative foundational capabilities to deliver tailored offers throughout BB&T online and pre-approved offers through the message center for authenticated clients.

Oversaw a professional services organization that included up to 55 Consultants, Project Managers, Systems Analysts, Requirements Engineers, Business Analysts, and a Portfolio Manager to closely align solutions delivery activities to strategic channel objectives. Consulted with lines of businesses across the bank to aid in the creation and enhancements of websites to support business and align the strategies with the overall Online Channel’s enterprise direction. ~ Developed a request management lifecycle methodology, which included a cost accounting and prioritization model. Methodology allowed for implementation of over 700 web initiatives per year. ~ Introduced Pegasystems and IRISE software to the bank as key tools to build online account opening. Led to a significant reduction in the development cycle. Solution received national recognition. ~ Led the effort to redesign the corporate website, allowing clients and visitors to better discover, evaluate, and take action regarding BB&T products and solutions and further the client acquisition objective. ~ Honored as one of the YWCA’s “Women in Banking, 2001.”