Richard Clark, SSMBB

Responsible for servant leadership of the North American AMS Management Team, engaging with Global Leadership, Commercial and Functional partners to enable a key growth segment within Brinks. Accountable for the effective and efficient execution of all North American AMS services with a customer first mindset, optimization and continuous improvement of business processes and technology across the ATM value chain. • Business ownership of key Operational functions including Onboarding & Project Mgmt., Fleet Asset Mgmt., Cash Operations & Reconciliation, Device Mgmt., Vendor Performance Mgmt., and monitoring/support for Field Operations. • Partnership with Global Operations Leaders to develop and adopt optimal operating models, thought leadership in the creation of multi-year business and technology roadmaps in support of Brinks AMS strategic goals and long-range vision.

Created framework for a structured approach to assessing and enhancing capabilities within the PAI Financial Institution channel including FI product portfolio, go-to-market (GTM) strategy, enablement tools, technology stack (software and hardware), onboarding processes, and service delivery models. Responsible for development of a comprehensive performance improvement roadmap and providing leadership in its execution — prioritizing and sequencing initiatives with the greatest impact to PAI customers. Delivering continuously improving quality and increased efficiency solidifying PAI as the industry leader in ATM managed services.

Accountable for the optimization and evolution of enterprise core capabilities via their underlying processes, systems, and toolsets. Introduced innovative and practical application of Lean and Six Sigma principles to lay foundation of repeatable, reproducible, and scalable industry leading performance. • Spearheaded organizational transformation, and enterprise change acceleration through implementation of systematic processes for establishing long-term strategic vison, organizational alignment and accountability, and thought leadership in executing on near and long-term strategic goals through fearless innovation, simplification, and practicability in day-to-day operations. • Responsible for operational risk management arising from people, processes, systems, as well as external events. Implementation of internal controls to prevent business disruptions and financial losses.

Responsible for all operational aspects of ATM, Teller Cash Automation, and Branch Device channels mgmt. including strategic roadmaps, hardware asset mgmt., service maintenance. • Re-engineered Channel organizational and execution model leveraging Hoshin Kanri and Lean SIx Sigma principles creating a purpose-driven culture, standardized processes, statistical controls and reporting tools, positioning Truist as North American industry performance leader • Developed strategy and managed successful merger integration of heritage ATM software and hardware platforms, unifying core processes and performance on-time and under budget without service interruptions • Increased 4,361 ATM fleet operational efficiency (Availability) 3.2% resulting in ~3MM less failed client interactions while reducing overall channel expenses 29% positioning Truist as industry leader. • Optimized service dispatch automation in partnership with ATM service vendor to reduce overall truck rolls resulting in elimination of $3.7MM (21%) in annual maintenance expense • Transformed existing ATM supply chain and hardware deployment model including staging, rigging, configuration and bring-live processes with controls resulting in 99.3% success rate over 5-year period in meeting Branch opening, project rollouts, and established ready-to-serve deadlines • Developed and implemented Hardware Lifecycle concept, coordinating all aspects of Fleet ATM hardware asset mgmt. including 3-year planning roadmaps, integrated refurbishment strategy, and service model that delivered 40% reduction in historic combined fleet investment expense, creating predictable and stable annual investment • Developed Teller Cash Automation (TCA) channel strategy and Lifecycle hardware asset mgmt. model for 1117 unit fleet, eliminating end of life assets, deploying Windows-based devices, standardizing operational processes in a cost neutral model via maintenance cost optimization, right sizing of fleet based on utilization algorithms

Responsible for the development of sustainable, repeatable and quantifiable business processes, managing the planning and implementation of process improvement and transformational initiatives. •Coordinated matrixed team efforts to maximize performance, productivity and successful achievement of department/team metrics and goals, overseeing data analysis, metrics, tools and budgetary expenses to assess best practices and effectiveness of processes and procedures and made recommendations for improvement. •Led and delivered change acceleration for transformational divisional initiatives including change mgmt. activity planning, business readiness and impact assessments, communications, and realization/sustainability validation. •Development and delivery of training courses related to Business Process Improvement methodology, tools and techniques, providing consultation on the use of process and organizational re-engineering techniques to improve process performance and product quality.

Contract position tasked with development and delivery of a nationwide rebranding initiative for an industry leading retail client including space planning, comprehensive physical asset deployment, project management, and support processes. • Program and resource management of all field activities including supply chain mgmt., third-party management, with emphasis on partnership development, controlling costs, mitigating risks, and driving service excellence. • Managed all aspects of program initiation, planning, execution, monitoring/control, and project closure for 80 uniquely scoped branch projects across major metropolitan and rural markets across the U.S. including Alaska.

Architect and Program Manager of the SunTrust Executional Excellence program. A multi-year enterprise transformation initiative focused on risk reduction, optimized outcomes, and the delivery of superior client experience through implementation of Business Process Management infrastructures, rigor, and discipline. • Provided leadership around strategic initiatives focused on sustainable improvement of business processes throughout the enterprise. The program delivered $82.9MM in validated financial benefits, 1,136 individual performance improvement initiatives of various scope and size • Served as the corporate expert on Lean process methodologies and process improvement toolsets. Author of the SunTrust Lean Six Sigma Learning Library; a compendium of 22 integrated modules, 922 pages of comprehensive learning material in interactive digital and print formats delivered across the enterprise. • Developed integrated learning content and delivered training to 3,572 teammates, managers, and executives in Lean, Six Sigma, and BPM principles, successfully infusing process rigor and execution discipline into the DNA of the enterprise. • Led multiple structured workouts across every business unit within SunTrust operational model, weaponizing analytics to drive breakthrough insights into business processes directly contributing towards 8.5% improvement in the operational efficiency ratio achieving 2014 EOY target by Q2. • Served as a Lean coach to Corporate Executive business leaders, driving enterprise-wide sustained improvements via strategic partnerships and development of corporate continuous improvement plans, instilling lean culture and principles utilized throughout every LOB and functional organization.

Responsible for the initiation, planning, and execution of broad range of enterprise-wide middle and back-office transformational initiatives using DMAIC / DMADV, ITIL, Lean SDLC, and Agile frameworks. Provided consultative services as a technology deployment SME for project teams in multiple concurrent PMO engagements. • Applied structured methodology to lead change acceleration activities across numerous strategic initiatives spanning all business units including development of change management training and support model. • Architect of the Rapid Improvement Project (RIP) methodology and project execution model, designed to engage operational excellence practice resources to rapidly assess performance opportunities, prepare business cases, assemble and lead project teams, define and deliver solutions to meet project objectives. Primary delivery model for enterprise end-to-end process initiatives driving bottom line expense reduction • Leadership role in re-engineering of call center management model for multi-site consumer call center, introduced innovative goal-oriented measurement systems, operational transition from managing cost to managing service and client experience. • Business intelligence and analytics lead for application development and deployment of enterprise CRM platform. Developed realization metrics model, translating high-level metrics identified in the business case into vital few key performance indicators, enabling identification of data driven tuning opportunities to related stakeholders to ensure sustainability of CRM business model. • Subject matter expert and senior member of the Methodology Team with responsibility to develop, manage, and maintain standardized governance and reporting methodology for the enterprise, including Operational Excellence (OE), Continuous Improvement (CI), and Enterprise Project Management (EPM). Developed integrated DMAIC and Lean SDLC delivery methodology and governance into a PMBOK based framework.

Contract position for Private Equity backed initiative. Tasked with leading analytics and process engineering activities to provide objective, quantitative assessments of the people, processes, and integration factors relating to the development and deployment of a marketing application solution, delivering precision-targeted content and ads to the back seats of airline aircraft using prescient passenger knowledge in accordance with a defined business model and quality of service design.

Designated as the Six Sigma Master Black Belt for IT and later HDS, fulfilled the critical role of Continuous Improvement Program Architect and PMO Manager with accountability for organizational structure, engagement strategy, learning materials development, reporting, governance, and project execution. • Provided leadership in the development and use of the Six Sigma problem solving methodology to ensure alignment of the business unit's quality improvement, customer satisfaction, and cost-out strategies. • Provided effective management of all Six Sigma Black and Green Belt projects within the IT Enterprise portfolio resulting in $23.9MM in verified benefits. • Ensured application of a standard, defined methodology and governance structure, provided vision and leadership necessary to manage the execution of projects using fundamental process improvement methodologies (DMAIC/DMADV/PDCA) within a PMBOK framework. • Implemented Lean Six Sigma program for HD Supply including development of core infrastructure, change acceleration strategy, opportunity pipeline and project prioritization, project management and mentoring of certification candidates and supporting resources.

Senior PM leading enterprise IT deployment programs, and shared responsibility with the individual project leadership teams for the successful delivery of assigned smaller projects. • Supported long-range planning activities and communicated status to the IT SVP's on all projects within the Technology Deployment portfolio. • Successfully executed numerous enterprise hardware and software roll-out projects on time and on (under) budget. • Overall Program Manager for the Store Technology Enhancement Plan (STEP): $300MM delivery vehicle for IT infrastructure and hardware upgrades to all 1,309 U.S. stores, as well as deployment of New POS and Self-Checkout. Managed all aspects of program, including vendor coordination (IBM, NCR, McBride, Anixter). Project installed 90,000 systems, 5,165 miles of CAT-V cable, and incurred 936,064 labor hours over a 1 year period. • Developed and deployed the “Maximized Shareholder Value” cost-out performance initiative delivering $60MM, accomplished via introduction of BPM analytics and structured workout sessions identifying and prioritizing performance improvements across IT operations, a simple efficient governance framework and self-service toolset, and the execution of improvement projects using PDCA methodology.

Chief System Engineer for Store System Services group providing hands-on engineering activities within the New Store and Logistics Centers including business requirements definition, mentoring junior engineers, and assisting with strategy and planning • Designed and developed the innovative 103,000 sq. ft. Technology Deployment Center (TDC) to support enterprise IT operations, hardware life-cycle management, and technology deployment roll-outs. • Process engineered all warehouse and technical operations including space planning of all warehouse racking and shipping areas, technology staging and conveyance systems maintaining $11.7MM in technology inventory. • Managed store staging and technology configuration teams responsible for configuration, testing, and seamless integration of server, workstation, and mobile technology. • Key resource for the design, implementation and lifecycle management of store technology infrastructure and application architectures within the IT Operations portfolio. • Accountable for implementation and oversight of sustainable technology governance processes.

Systems Engineer for Store Systems Services group responsible for supporting the technical infrastructure, hardware, and system software components for small to large-scale projects within all Store and Logistics centers • Performed store & SSC engineering and roll-out implementation within the Deployment/Field Operations arena including infrastructure, POS systems, and mobile inventory platform. • Coordinated IT vendors including contracts, service level agreements, organizational metrics and process efficiencies. • As a member of New Site Team, participated in the new store construction process performing plan reviews, standards verification, and numerous installations of computer room IT systems, POS, and specialty areas.

Design floor supervisor accountable for day-to-day coordination of the CAD/CAE design staff operations, subject matter expert on all CAD/CAE systems and applications • Responsible for process engineering, standards, and AutoCAD drafting production of complete commercial construction sets from sketches provided by resident architects and engineers including architectural, mechanical, structural and civil layouts, sections and details. • Spatial planning for retail, warehouse and operational spaces, taking into consideration circulation patterns, building codes and regulations, developing detailed plans and layouts for retail equipment placement and racking in accordance with interior detailing, materials, and finish standards provided by the vendor. • Responsible for architectural design of SFT-III fault tolerant network, systems administration and support. • Acting consultant to outside customers for engineering document management application development and deployment as well as other related engineering document imaging business initiatives.

Lead CAD/CAE design professional for State of Georgia facilities mgmt. agency with responsibility for space planning and general architectural design activities for all state-owned properties. • Developed spatial plans for multi-floor office buildings, considering tenant goals, building codes, and future needs. • Collaborated with construction and maintenance teams to ensure standardized, effective and efficient tenant buildouts. • Worked on specialized design projects including the Jimmy Carter memorial on the Georgia Capital grounds