1. David Bagley
www.linkedin.com/in/davidbagley1  www.bagleyteam.com
512-920-7800  d.bagley@outlook.com  Cedar Park, TX 78613
Expert in Operational Efficiency, Risk Mitigation, Process and Change Management
Energetic and proven Leader with over 20 years of expertise in administering successful initiatives in operations
management, risk management, human capital management, strategy, people/process/technology improvement,
regulatory compliance, and business development. Recent accomplishments include developing a Business Control
model for more than 7,000 Customer Relationship Managers at Bank of America to facilitate and manage the CFPB
complaint resolution transformation excellence program and developing customer facing call center metrics (KPI’s)
CORE COMPETENCIES
Client Relationship Management  Operational and Financial Analysis  People/Process/Technology 
Business Process Management  Program Management  Change Management  Process Improvement 
Risk and Compliance Analysis  Risk Remediation  Talent/Performance Management  Coaching and
Mentoring  Regulations and Process Compliance  Strategic Planning  Call Center and Data Management
 Automation  Auditing/Reporting  Sales  Project Logistics  Data Migration/Integration  Leadership
EXPERIENCE AND ACHIEVEMENTS
APEX SYSTEMS / PRINCETON INFORMATION, Austin, TX. 2011 – 2014
Apex and Princeton Information are technology/management-staffing firms focused on Fortune 500 clients.
Senior Project Manager / Senior Change Manager  April 2011 – December 2014
Led various cross functional Audit, Risk Control, Process and Change Management software implementation
and strategic initiative projects at Bank of America using Six Sigma/Waterfall/Agile methodologies. Managed
up to 10 FTE’s, Vendors, and maintained/consulted on Servicing Business Models for over 25 SVP/VP’s.
 Participated in major regulatory | compliance initiatives where I led & provided direct SVP/VP support.
 Developed over 45 new metrics and historical and trend reports for 10 business units to clarify and
communicate key daily key performance indicators (KPI’s) and facilitated weekly roll up to Senior VP’s.
 Reduced over $25M in operating loss by conducting root cause analysis and driving risk remediation /
change management efforts.
 Led assessments for risk, legal, compliance and aligned business directives by developing remediation
plans for more than 30 technology and operations projects while remaining within budget.
 Designed and developed custom reporting in a CRM business control model for more than 7,000 Customer
Relationship Managers using Salesforce.com and lead analytics team to validate SaaS results.
 Generated an immediate 4th
-quarter savings of more than $10M to the general ledger by establishing
process improvements that allow for tracking of loan-level details to loan maturity for balloon note.
 Created a 100%-compliant process control to eliminate legal issues resulting from an error that impacted
more than 30,000 borrowers per month, which saved more than $12M by reducing attorney general
complaints and borrower/investor confusion.
 Onboard, Train, and mentor Jr. Project Managers on moderating operational risk, compliance, change
control strategy, and analytics reporting.
 Facilitate meetings with executive management to define solutions and drive outcomes by effectively
communicating gap opportunities and delivering results to top-level stakeholders at the company.
 Maintain routine cadence with internal project teams to manage each project and ensure lessons learned
are being shared throughout the line of business as well as validate results post UAT.
 Establish compliance operational strategies by evaluating trends, establishing critical measurements,
determining production, productivity, and quality with a customer-service approach.
IRON HORSE PERFORMANCE CONSULTING, Austin, TX. 2009 – 2011
Director of Operations and Project Development  December 2009 – April 2011
Led strategy, automation, logistics, and customer service projects for the organization. Consulted for various
clients on opportunity identification, process flow creation, and organizational efficiency for SVP/VP’s.
 Automated virtual business management platform for startup client, including daily financial documentation
and client database allowing for tracking and operational efficiency.
 Using predictive sales and marketing, improved supply chain practices for 10 clients by an average of 5%–
40% in areas such as logistics, controls, and contract negotiation.

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t Enhanced process for commodities to Vendor and improved GL ledger profit by 10%.
t Adopt areas of ownership within the client’s scope for internal and external development of organizational
objectives, processes, procedures, and methodologies to drive transformation excellence.
MORGAN STANLEY, Fort Worth, TX. 2009
Morgan Stanley’s Saxon Mortgage Services manages loan payments and transactions for U.S. home loans.
Sr. Project Manager (AVP HAMP Modification Processing)  May 2009 – December 2009
Implemented metrics and document management process design, completed SOX and internal audit review
requests. Provided direct guidance on a MSP to LPS servicing system conversion to include data warehousing
/ data integrity and custom reporting. Bridged communication gap for Business to Technology. Managed 35
FTE’s for Pre and Post HAMP modification process.
t Increased annual retention by $250K by creating an efficient business model for tracking HAMP
modifications from conception through maturity to include key performance indicators and reporting.
t Reduced vendor file turn time from 21 days to 1 day and saved $50K per month by implementing and
negotiating the contract for a new vendor management program.
t Improved the efficiency of a review process for $18M in Home Preservation funds to reduce loss by 164%
through detailed evaluation and analysis on aged accounts.
t Provision audit projects/process to ensure quality assurance checkpoints are supported and quality control
objectives are maintained (SOX Audit / SOX Controls).
t Develop reports for Senior Management on high-risk compliance issues, relevant developments, and action
plan updates.
t Work with Leadership to enhance internal processes that maximize success throughout all phases of the
client life cycle.
INDYMAC FEDERAL BANK, Austin, TX / Scottsdale, AZ 2005 – 2009
Indymac was a U.S. banking institution purchased by OneWest Bank in 2009.
Loss Mitigation Servicing Manager / Customer Account Manager  March 2005 – May 2009
Managed Closing, Process Design / Improvement, Fulfillment, Customer Outreach, IVR/Dialer, Collections,
and Audit teams for Home Loan Servicing with over $200M modifications per month. Directed teams
responsible for performing tasks such as quality control, reporting analytics, inventory tracking, payments,
research, workforce planning, and process validation testing. Maintained $80-90M in monthly sales
transactions to help and maintain Wholesale client relationships ensuring customer satisfaction and retention.
Direct manager for over 100 Call Center FTE’s that drive positive results for the Bank.
t Escalation point of contact for Legal, Third Party Vendor’s, Office of the Treasury, and Federal Regulators.
t Received HLS Award for management retention strategy and enterprise-wide contributions.
t Developed / Implemented employee performance metrics for effective enterprise-wide leadership of
coaching and team development, yielding a 65% improvement in customer interaction metrics and a 15%
reduction in service time.
t Delivered strategic application of Advanced Performance Management Program (APMP) designed for
effective enterprise-wide leadership of coaching and team development through ‘scorecard’ / metric
measurement and call quality measurement key performance indicators (KPI’s).
t Managed outbound dialing/skip-trace team to include 100% ownership and development of programs for
70 Agents in the Collections Call Center to improve right party contact (RONA) data integrity by up to 30%.
t Saved $2M annually by implementing a process improvement for pre-foreclosure tracking that eliminated
erroneous third-party sales.
t Developed a “Pay for Performance” plan that increased FTE productivity to 93%.
t Managed account and customer escalations; facilitate on-site client meetings; articulate issues and provide
resolution options clearly and concisely to Sr. Executives.
t Increased target number and speed of completed loan modifications by 180% by setting pre-validation
process and implementation guidelines for FDIC loan modification program.
t Work with Enterprise SVP’s and Internal Line of Business Managers to identify project risks and resource
gaps; develop and refine action plans to mitigate risk.
t Review project success criteria ensuring stakeholder alignment and long term business impact.
t Maintained client accounts for 7 States while processing an average of 88 million in monthly sales
transactions while maintaining 99% service levels and 100% customer loyalty using Salesforce.com.
t Provide leadership across a portfolio of accounts with concentration on Client & Team Success, Respect,
Process Integrity, Results Orientation, and Customer Satisfaction.
ANGEL FIRE WATER COMPANY, LLC Angel Fire, NM 2001 – 2005
Angel Fire Water delivers alternative bottled water products for health purposes.
VP of Operations (Human Resources, Sales, and Business Management)  May 2001 – March 2005
Designed and managed manufacturing operations, B2B sales initiatives, corporate communications, contract
negotiation, vendor management, cost center and budget forecast, HR, and product-to-market strategies.

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t Held consumable supply to under 1% loss through vendor relationship management.
t Devised sales and marketing strategy that increased revenue 100% annually for 5 years.
t Collaborate with sales during the presales stage to research and understand client business challenges and
drive towards value added solutions by providing a value proposition during contract negotiations.
AFW VP of Operations, Sales, and Business Development continued.
t Work with sales and delivery at early stages of project life cycle to ensure project is set up for success.
t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery
while supporting Sales team in a direct support capacity.
t Identify cross-sell and upsell opportunities by understanding the client’s business requirements, analyzing
and presenting strategic solutions that align with their needs; enable Sales team to respond to client's
future business strategy and organizational change management needs.
t Help build Practice by establishing processes, procedures, and templates for pre-sales through delivery
while supporting Sales team in a direct support capacity.
t Serve as the primary Business Development interface from initial implementation to development of the
final Sales team.
t Maintained all HR requirements and managed the human capital investment for the firm.
t Acting CEO and Plant Operations Manager as needed.
SUPPLEMENTAL ACCOMPLISHMENTS
ADVANCED INTERACTIVE SYSTEMS, Denver, CO. Deployed over 600 TSA personnel for the Department of
Defense during OJT in a 3-week roll out. Developed follow up training for after deployment validation.
RELERA INTERNET DATA CENTERS, Denver, CO. Developed “Customer Solutions and Interaction” training
program for customer facing and back-shop data center Engineers.
CEDANT/AVIS, Denver, CO. Maintained staffing levels and HR readiness at Denver International Airport and
satellite locations within 9% of budget.
SEARS, Denton, TX. Awarded HR Manager of the Year among 803 store locations.
EDUCATION AND TECHNICAL PROFICIENCIES
Master of Science, Human Resources and Business, Amberton University, Garland, TX, 2016
Bachelor of Applied Arts and Sciences, University of North Texas, Denton, TX, 1996
Six Sigma Green Belt
CAPM
♦ Enterprise/Cloud Applications: SIEBEL, SalesForce (CRM), AS/400, COGNOS, Documentum, MSP, LPS,
FISERV, KRONOS, SAP, Microsoft Dynamics
♦ Tools: MS Project, HP Quality Center, Remedy, VISIO, WebEx, MS Office, PEGA, SharePoint, Discovery
♦ System Development Methodologies: Standard Waterfall, Agile, DMAIC, SDLC, CQI, FMEA
♦ Server/Network/Databases: Design, Installation, configurations, production support
♦ Mergers and Acquisitions: Database Systems Integration resulting from site expansion or acquisitions
♦ Reporting: Operational Data Store, Data Marts, Report generation, Remedy, Crystal Reporting, ERP
♦ PBX/Call Center Operations: Inbound/Outbound Call Management, Warm/Cold call transfers, Skip Trace,
IVR / Dialer Management, Payment Processing, CISCO, Contract Negotiations, Vendor Management
PROFESSIONAL AND COMMUNITY AFFILIATIONS
Board of Directors, Angel Fire Water Company, 2000 – 2015
Member, American Management Association, 2008 – Present
Member, Angel Fire, NM Chamber of Commerce, 2001 – 2005