About Rob Maille

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I’m a transformation leader who has spent my career helping organizations move from strategy to execution in complex, regulated environments—particularly financial services and banking.

I began my career in the United States Marine Corps, where I learned how to lead under pressure, make decisions with incomplete information, and operate inside large, mission-critical systems. That experience shaped how I think about accountability, governance, and execution—less as theory, more as lived reality.

After the Marines, I founded and built a consulting and product company that helped organizations reimagine how they served customers through digital platforms and operating model change. I led teams, owned P&L, worked directly with executives and boards, and ultimately exited the business. That chapter grounded me in the realities of running organizations, not just advising them.

Over the last decade, my work has focused on large-scale transformation across financial services, banking, healthcare, technology, and government. I’ve partnered with institutions such as Fidelity Investments, Royal Bank of Canada, Bank of America and Merrill Lynch, TIAA, State Street, and Humana—as well as emerging fintech startups and the National Guard Office—supporting operating model modernization, portfolio governance, and leadership decision-making in complex, high-stakes environments.

A consistent thread in my work is bridging strategy and execution. I help leaders translate ambition into operating models that teams can actually run—connecting portfolio priorities, funding, architecture, delivery, and customer outcomes. Frameworks, tooling, and agile methods are part of that work, but they are never the goal. The goal is predictability, accountability, and sustained results.

I also bring deep experience in digital channels and customer experience, particularly in highly regulated environments. Earlier in my career, I led user experience and information architecture for flagship banking and investment platforms. That background gives me a practical lens on adoption, risk, and trust—ensuring that platform and operating decisions show up as usable, compliant, and effective experiences for customers and employees.

More recently, my work has increasingly incorporated data and AI as enabling capabilities—used thoughtfully to improve decision-making, flow, and productivity rather than as stand-alone initiatives. I’m particularly interested in how institutions build the governance, operating discipline, and talent models required to adopt new capabilities responsibly at scale.

Across all of this, my role is consistent: I work with senior leaders to bring clarity, alignment, and execution discipline to complex change. I’m drawn to environments where the stakes are real, the systems are complex, and success depends on trust as much as technology—where transformation shows up in how teams collaborate, how cultures evolve, and how customers experience the organization, so the people building the work believe in it, and the people using it genuinely value it.