Eric Diel's Email Addresses & Phone Numbers

📖 Summary

Program Manager, JPMorgan Chase Global Technology Expert Engineer Program @ JPMorgan Chase Accountable for the analysis, design, development, implementation and evaluation of technology, leadership, and management development programs supporting tech focused strategic organizational performance improvement initiatives and opportunities. The Expert Engineer program is a one year, in-resident program focused on enhancing the technical leadership skills of select team members. Participantion is by nomination, with candidates undergoing a rigorous selection process. Once in the program, participants are immersed in rigorous, activity and outcome based learning and development activities requiring them to demonstrate the abilitty to apply key competencies in real world situations. Industry leaders including the Carnegie Mellon Software Engineering Institute (SEI) provide core technical content and participant certification in essential areas. The capstone event has them involved in an intense exericse requiring them to identify and develop cutting edge business ideas and then present them to a panel consisting of senior organizational leadership. Ideas showing merit are taken forward for additional development. Under my leadership the program achieved its highest levels of performance in its 9 year history. Specifically, detailed study demonstrated completion of the year long program led to a statistically significant improvement in participant performance in the workplace. All program goals were achieved at significantly reduced cost when compared to previous external vendor delivery. From February 2011 to October 2012 (1 year 9 months) Louisville, Kentucky AreaOrganizational Development Manager Commercial and Consumer Bank @ JPMorgan Chase Led a team accountable for the design, development, implementation and evaluation of broad spectrum leadership and management development programs. Programs focused on diverse target audiences including new managers, middle managers, as well as experienced mid to mid-senior personnel as well as programs support on-boarding new college graduates. Consistent and effective application of Scrum enabled and sustained program delivery averaging 800+ sessions annually, comprised of 72 distinct leadership topics to an average of 25,000+ personnel annually. Average time from client request to service delivery was less than 5 days, while per unit cost was lowest in the organization and consistently less than industry benchmarks by 90%. Overwhelming (95% +) majority of programs consistently rated excellent by participants and noted for their ability to enable the change in performance the client organization was seeking. Targeted programs consistently recognized for their ability to positively impact individual and organizational performance at at from the shop floor to the C suite -1 level. From June 2004 to February 2011 (6 years 9 months) Greater New York City AreaProcess Improvement Engineering Manager - Consumer and Commercial Banking Operations @ JPMorgan Chase Accountable for the analysis, design, development, implementation and evaluation of enterprise level and business specific solutions based on E2E process re-engineering initiatives. Analyze client requirements from an integrated human, technical, process, and risk based perspective. Leverage multiple tools (Kyron Process Discovery, Visual Management, A3 Problem Solving, Kaizen, Standard Work Instruction, Leader Standard Work, Visual Management, 5S) in support of continuous improvement. Skilled Lean practitioner supporting cash processing, telephone banking, credit card creation (plastics), global document services, customer resolution, deposit review, disputes, fraud, wealth management operations, auto finance, and high-volume client service call centers. Perform top down and bottom up risk analysis in support of enterprise scale process engineering engagements. Leverage Agile methods to accelerate client delivery while maintaining superior service. Integrate robotic process automation (UI Path, Automation Anywhere) into process reengineering engagements. Success is measured in terms of elimination of non-value add (waste) activity, creating and sustaining continuous flow, reduced operating expense, sustained compliance with regulatory requirements, reduced risk, superior client service delivery and delivering the ultimate customer experience. Lead the design, delivery and evaluation of Lean, process engineering, technical, consulting and leadership skill based training for new consulting and engineering team members. Current area of focus is leading the transformation an enterprise scale business operations groups (90 discrete business units, 35,000+ personnel) to lean based operations and management practices. Successfully adapted all delivery, support, and sustainment methods and models to virtual (Zoom, Adobe, WebEx) in response to COVID-19, Process Engineering Center of ExcellenceProcess Improvement Engineering Manager - Central Transactions Operations @ JPMorgan Chase Led the design, development, implementation and evaluation of process management tools, methods and techniques in support of improving risk management in high volume transaction processing and customer service environment. Scale of work spanned 300+ defined business processes spanning multiple business operations comprising 4,000+ discrete risk elements and 10,000+ associated controls. Evaluated the effectiveness of controls and provided recommendations in support of reducing operational expense associated with risk management while still maintaining strong risk management profile. Outcomes directly supported identified regulatory risk and played a key role in bringing operations back into compliance. Work laid the foundation supporting strategic initiatives including Robotic Process Automation and Quality at the Source. From October 2012 to October 2017 (5 years 1 month) Project Manager Central Transactions Operations Business Transformation @ Bank One Led a team accountable for the design, development, delivery and evaluation of strategic organizational change initiatives. Organizational focus included check capture and processing, statement processing, account research and reconcilement. Examples of success include 1) enabling client facing organization servicing more than 50 million customers to convert to standardized transaction processing and client information systems 4 months ahead of schedule with zero customer impacts and 2) enabling organization to achieve 5.79 sigma performance in support of processing an average of 14.5 million transactions annually. Led organizational change efforts in support of enterprise wide systems conversion events crossing multiple states and impacting more than 50 million customers. Impact of work played a key role in all events being completed on or ahead of schedule with zero net customer impacts. From August 2000 to June 2004 (3 years 11 months) Louisville, Kentucky Area