Katie Noll

Katie is a Sr. Director in KPMG’s Financial Services Strategy practice.  Katie specializes in serving top-tier institutions in the areas of complex transformation management, target operating model design, growth strategy, integration management, customer experience strategy, and operations improvement.

Professional and Industry Experience

• Led the creation of strategic solutions to address identified treasury services client needs to be associated with bank connectivity for payment processing, reconciliations, and reporting.  Assessed ERP and Treasury Management System marketplace for partnership opportunities and provided guidance on API, adaptor, and middleware solutions and third-party providers.
• Supported horizontal, enterprise-wide assessment of a top-tier global bank’s payment processes to identify areas of risk and opportunities for improvement.  Liaised across lines of business and functional areas to rapidly identify gaps in operational processes and develop strategic and tactical recommendations to help enable compliance with policies/procedures.
• Led the development of a post-acquisition portfolio strategy for a commercial real estate line of business.  Assessed acquired businesses to fit with strategic goals, performance relative to the marketplace, and profitability to help inform grow/maintain/divest decisions.
• Led the design and implementation of a large regional bank’s commercial real estate target operating model and construction project risk management software to support organizational growth targets and gain efficiencies.  Managed the development of the overall strategic vision, future state design, gap assessment, and roadmap development, as well as software design and implementation to enable the target state.
• Led the development of an Insurance line of business growth strategy, including developing the financial ambition, assessing the market and competitive landscape, defining the target market based on attractiveness, and developing product propositions and differentiators.  Supported the development of the associated target operating model and business case.
• Supported the development of operational, technical, and organizational improvement recommendations for a leading debit/ATM network.  Documented technical and operational process flows across the transaction lifecycle.  Identified inefficiencies and areas for improvement.  Provided actionable platform enhancements recommendations to meet anticipated growth targets.
• Supported development of a large regional bank’s enterprise strategy and target operating model across all lines of business, including target segments, channels, products, and the overall customer experience. Benchmarked leading practices and conducted a gap analysis to develop a capabilities listing. Developed target state design, roadmap, and business cases.
• Assisted in the transformation of one of the largest mortgage company’s defaults servicing escalated complaints resolution department to effectively manage complaints handling and reduce complaint volume. Built complaint handling dashboards resulting in new, transparent performance tracking for leadership.
• Supported development of a top-tier financial institution’s wealth contact center client experience business design to establish post-merger organizational alignment around key aspects of the desired future state client experience. Documented process and procedure gaps and key business requirements.