Nick Hoppenjans

Advising enterprise clients on intelligent document processing, automation strategy, and AI-driven workflow transformation using the Tungsten platform.

The Den is a supporters group for FC Cincinnati focused on bringing rowdy parents and little fans together for the ultimate FC Cincinnati experience. Because even automation leaders need a soccer escape.

Directed enterprise-wide document automation and intelligent process transformation strategies, overseeing deployment of AI/ML, OCR, and NLP technologies across compliance, lending, and operaLons. Led implementation of Agentic Process Automation (APA) and human-in-the-loop OCR solutions, increasing accuracy by 35% and reducing processing time by 40% across document-centric workflows. Delivered over 35 automation solutions resulting in 100k+ hours returned to business leaders, including unattended bots and cross-platform integrations. Partnered cross-functionally with business and product teams to design and scale document automation frameworks, aligning with business outcomes and regulatory needs. Transitioned the automaton team to Agile, increasing delivery velocity and responsiveness to evolving stakeholder requirements. Rolled out organization-wide process taxonomy and process mining tools, identifying digitization opportunities and creating a comprehensive automaton roadmap. Collaborated with technology vendors and systems integrators to expand the automation ecosystem and drive sustained innovation. Served as a trusted advisor to executive leadership on automaton strategy, performance metrics, and operational impact.

Responsible for standing up a new team within Ops Services (OS) responsible for assessing business needs and implementing solutions. Developed team charter, team goals, goal alignment with operations services and engagement model with business partners. Responsible for accelerating digitization of OS processing. Onboarded a new digital platform (Workfusion) that brings together adjacent technology (ML, OCR, Data extraction, workflow, API/RPA integration, reporting and analytics) needed to solve end to end business problems. Led the identification, planning, and execution of digitization solutions in two business lines to date. CDIRA project is in production and seeing 75%+ reduction in handle time. Lending Services project is in development and on target for Q1 implementation. Overall, on target to deliver $1.2M in annualized savings. Built and matured a diagnostic approach to align with new digital end to end capabilities (allow for top down vs. bottom up solution) focused on Digitization of Paper. New approach reduces the reliance on deep dive assessments and focuses on technology gaps. This process was utilized to identify and scope first two digitization projects and created an opportunity roadmap for future expansion worth up to $8.1M. Led Business Process Outsourcing for OS – identified target areas, partnered with internal teams (GSS, Busines lines, Procurement, etc.) to work through use cases. Initial project was targeting a Q1, 2021 implementation but due to COVID limitations and unclear ISS regulations regarding data masking, this was shifted to a digitization/automation project. Additional projects under discussion with vendors, targeting Q2 implementation.

Leadership responsibility building out Intelligent Automation capabilities from vendor selection, production implementation and governance. Developed a strategic partnership with Digital Strategy and Technology to leverage current technology within the organization while also investigating and implementing next wave of automation across the enterprise. o Created ground up robotic automation program – vendor selection, investment plan, resource requirements and hiring, on-going support and oversight. o Implemented robotic automation program and building project backlog of $5MM with actual realization in excess of $2MM in annualized benefit to date. o Responsible for creation of Intelligent Automation roadmap across Technology and Operations: organization expansion from robotics to cognitive and artificial intelligence. Including identifying opportunities to align similar programs to increase efficiency. o Build structured automation identification capabilities including benefit realization / validation. o Vendor relationship management of robotics supplier

• Risk Based Process Management program lead responsible for developing program requirements, documentation, and governance. Supported Process Mapping and Risk and Control Identification to meet a Federal Audit timeline for 86 high risk process maps across the Enterprise. • Created methodology and templates/tools for process improvement work focused on project onboarding function within the bank. By aligning various programs within the initiation workflow, was able to identify and implement projects to reduce leadtime by 50% in our strategic sourcing area and 65% in our BPO area. • Created a combined tool to capture our Risk and Control Matrix and Risk Rating tool to eliminate re-work and minimize translation errors between our process mapping program and our Risk programs. • Led a project team to identify and implement a new process mapping tool. Responsible for project/tool requirement gathering, proof of concept, and final vendor selection. Tool will be implemented in Q1, 2017 and will provide a “live” process model repository and allow for a holistic view of process performance across the enterprise.

• Process Improvement and Operations Project Management Lead responsible for process identification, documentation, redesign, risk identification/reduction, end user training and implementation of Desktop Automation Projects across the Bancorp. Identified $5.5 million in improvement projects to date, anticipate $2 million+ of realized savings for 2016. • Developed capacity planning model for Wholesale and Retail Lockbox capturing historic data to project volume and manpower requirements adjusting for new business and growth. • Implemented standard pricing tool for Wholesale and Retail Lockbox utilizing standard processing times to reflect actual cost and manpower for new business proposals to simplify bidding process and reflect true cost to the system. Improvements include reduction in bid generation time, transparency within bid process and faster revenue realization. • Led cross-functional teams to identify root cause and implement solutions for high priority issues across multiple areas of the Operations team (Lockbox, Bankcard, Loan) to eliminate process gaps affecting customers. • Led special projects within Operations – Disputes Resolution Department Error Reduction, Treasury Management Implementations eForm Volume Investigation, Strategic Optimizations Intake Form and Rating scale. • Implemented a new Lessons Learned/Reflection process for High Risk Review capturing 57 unique reflection items, grouped items into themes and worked with management to implement priority items. • Team Member Engagement lead within Strategic Operations, responsible for ensuring progress on overall engagement and participation in Gallop surveys to measure improvement.

Anderson Center for Health Systems Excellence, Senior Specialist Project Management • Program/Project manager for the National Pediatric Cardiology Quality Improvement Collaborative. Focusing on QI initiatives to improve care for infants born with HLHS (hypo plastic left heart syndrome). • Program manager of the System Project Management Office (Collaborative Chronic Care Network, Enhanced Registries, ImproveCareNow projects). Chief responsibility is to manage multi-disciplinary interventions from Design/Development phase, through Prototype and Pilot and into implementation. • The C3N (c3nproject.org) is an $8.3 million federally funded research program to create a new system of providing care through widespread collaboration between researchers, patients and healthcare providers (c3nproject.org). • The Enhanced Registries is a $12 million federally funded research project to develop and implement technology solutions into care for children with IBD • ImproveCareNow is a collaborative of 50+ children’s hospitals working to improve the remission rate of children with IBD • Oversight into the budgeting, resourcing, responsibility for communications and planning of all aspects of the program. • Support/manage a virtual team of researchers and consultants including academics from MIT, UCLA, University of Chicago and the Institute for Healthcare Improvement to design and optimize the new system. • Responsible for the integration of activities from wide-ranging disciplines including social network analysis, quality improvement, self-management, social media and data management. • Project Manager for Patient Activation Study, overseeing implementation of Patient Engagement tools into 6 centers across the US • Created a revised ranking scale to judge progress of diverse intervention teams, currently implemented and judging impact by measuring variation in team self-ratings over time. Abstract submitted to the Academy for Healthcare Improvement Conference.

Responsible for vehicle scheduling for Camry, Camry Hybrid, Avalon, and Venza as interface between sales and production. Analyzed sales order, determined risk and opportunity over annual plan (3yr) period and build production plans to allocate inventory and support overall supply/demand for sales company Monthly sales order analysis and production build adjustment based on latest sales results and inventory condition Production Control Project Planning and Management Specialist Team Member Development: Key responsibility include process standardization between global and local core jobs, process standardization link charts created to identify gaps in responsibility and process between headquarter function and plant function Utilizing Japan Headquarters as benchmark, responsibility included overall department competency improvement based on global assessment tool Identified gaps in current capability and developed training material to address deficiency Vehicle Project Activity: Key responsibility included Master Schedule development and consensus, change content implementation coordination, strategy development for core job activity, risk management proposals and countermeasure plan implementation Project lead for Tacoma Body Rotation responsible for overall coordination for a unique and challenging project, shifting one production vehicle to a new location due to plant shutdown (Toyota first) Major Model RX Project Lead responsible for overall project coordination, responsible for meeting trial targets, managing design items to handover to plants and ensure a smooth production start Managed RX team to meet all targets and customer requirements Use key reflection activity and enhanced new model management activity to meet target dates, implement best practices into operating procedures and future models

Process standardization and benchmarking for bridge deck replacement, rail replacement and joint weld repair process Benchmark Road Show - 6 month investigation to understand process differences and identify best practice for rail replacement process. Developed new rail laying process that cut cycle time in half and utilized two thirds of current labor and machinery

Utilizing historical monetary trends within Central America, developed supply chain distribution network incorporating currency fluctuations into production scheduling to minimize cost and take advantage of beneficial monetary market changes

Identified 56 separate workstations and conducted Ergonomic Risk Evaluations on each, implemented solution for top 15, Kaizen- redesigned 2 workstations and layout of Monoshell department

Fundamentals of Engineering Certification: 2003