01
Financial Services
Customer relationships, payments, risk, fraud prevention, service recovery, and commercial accountability.
About Michael Stewart
I didn't change careersand start over.
I accumulated disciplines.
Banking taught me customers, relationships, risk, financial services, and leadership. Entrepreneurship taught me ownership. Production taught me process and quality. Regulated operations brought those disciplines together at scale.
Today, I'm adding another layer: using data, technology, and practical innovation to build better operating systems.
Career Throughline
1
Financial Services
2
Entrepreneurship
3
Operations & Quality
4
Regulated Operations
5
Systems & Innovation
Different environments. Each one added another way of understanding how organizations perform.
The Experience Stack
Each chapter added something to the next.
02
Entrepreneurship
Ownership sharpened my understanding of customers, people, costs, execution, and the consequences of every business decision.
03
Operations & Quality
Production and quality leadership strengthened my focus on process discipline, consistency, standards, and frontline execution.
04
Regulated Operations
Plasma operations brought those disciplines together in a complex environment where people, quality, compliance, productivity, and customer experience intersect.
05
Systems & Innovation
Today, I increasingly use technology, data, and product thinking to design solutions to problems I encounter in live operations.
Career Journey
The progression behind the portfolio.
This is not simply a sequence of jobs. It is the accumulation of experiences that shaped how I approach customers, people, operations, risk, and innovation today.
01
2003 — 2019
National Commercial Bank
Jamaica
Banking • Payments • Customer Experience • Leadership
The foundation.
My professional and leadership foundation was built during a 16-year career in financial services. As my responsibilities grew, so did my exposure to the different forces that shape a business: customers, people, risk, technology, relationships, controls, and performance.
My experience included payment services and card acquiring, merchant relationship management, credit and debit card fraud expertise, customer escalations, service recovery, and leadership responsibilities. It taught me to look at a business problem from more than one perspective.
Financial ServicesPaymentsCard AcquiringCustomer ExperienceRiskLeadership
02
Within NCB
Payment Services
National Commercial Bank
Merchant Relationships • Card Acquiring • Fraud Prevention
Where technology, risk, customers, and commerce connected.
Working in card acquiring meant operating at the intersection of financial technology and the businesses depending on it. I managed merchant relationships while developing deep knowledge of credit and debit card fraud and the evolving risks surrounding electronic payments.
That expertise also created opportunities to educate merchants on emerging fraud trends and prevention practices — reinforcing an approach I still use today: understand the problem deeply, then make the knowledge useful to the people affected by it.
Merchant RelationshipsCard AcquiringFraud PreventionPaymentsClient Education
03
Within NCB
Customer Retention
National Commercial Bank
Escalated Customer Relationships
Learning what customer trust is worth.
Another chapter of my banking career centered on highly escalated customer relationships. These were not routine service interactions. The objective was to work with customers whose relationship with the institution had deteriorated to the point where they were prepared to leave.
Resolving those situations required listening, judgment, ownership, negotiation, and the ability to rebuild trust. It shaped how I think about customer experience today: the metric matters, but the relationship behind the metric matters too.
Customer RetentionService RecoveryEscalation ManagementRelationship ManagementProblem Solving
04
2019 — 2021
Deluxe 28
Jamaica
Owner & Founder
Leadership feels different when the business is yours.
Entrepreneurship changed my perspective from managing within a business to being accountable for the business itself. Decisions around customers, employees, costs, service, execution, and reputation were no longer abstract management concepts — they directly affected whether the operation succeeded.
That experience strengthened my commercial instincts and reinforced the importance of staying close to both the customer and the frontline reality of the business.
EntrepreneurshipBusiness OwnershipCustomer ExperienceCommercial OperationsPeople Leadership
05
2021 — 2022
Fourth Street Barbecue
Operations
Production / Quality Control Supervisor
From commercial leadership to process discipline.
Production and quality control added another dimension to my experience: managing consistency, standards, workflow, and frontline execution in an environment where the quality of the output depends on the reliability of the process.
It became an important bridge between my financial-services background and the highly regulated operational environments that followed.
ProductionQuality ControlProcess DisciplineFrontline OperationsStandards
06
2022 — Present
CSL Plasma
United States
Quality → Operations → Center Leadership
A new industry. Not a new leadership foundation.
My move into plasma operations brought my previous experience into a highly regulated environment where quality, compliance, people, customer experience, productivity, and financial performance must operate together.
Beginning in quality and progressing through operational leadership into Center Management expanded my responsibility, but the underlying approach remained familiar: understand the system, develop the people, protect the customer experience, follow the data, and improve the operation.
Regulated OperationsQualityComplianceOperations LeadershipPeople LeadershipPerformance
Leadership Progression
From qualityto full center leadership.
My CSL progression expanded both the scale and complexity of the operation I was responsible for — while giving me exposure to the system from multiple perspectives.
012022 — 2023
Quality Specialist
Quality systems, compliance, operational standards, and regulated-process discipline.
022023 — 2024
Management Trainee — Operations
Broader operational leadership, people development, performance, and center execution.
032024 — 2025
Assistant Center Manager
Expanded responsibility for center operations, workforce performance, customer experience, and improvement initiatives.
042025 — Present
Center Manager
Full operating responsibility across people, performance, quality, compliance, customer experience, and financial accountability.
Education
Experience built the foundation.Education keeps expanding it.
My education complements the disciplines developed throughout my career — with my current graduate studies deepening the analytics and data-driven decision-making capabilities behind the next stage of my work.
Graduate Education • In Progress
M.S. Business Analytics
University of Dallas
Satish & Yasmin Gupta College of Business
Expected 2028
Expanding my capability in business analytics, quantitative decision-making, and the application of data to operational and business strategy.
Undergraduate Education
B.S. Business Administration
University College of the Caribbean
Jamaica
How I Lead
The industry changed.The principles accumulated.
01
Stay Close to the Work
Dashboards tell you what happened. Employees and customers often help you understand why.
02
Understand the System
Most persistent problems sit between people, processes, incentives, information, and technology — not inside only one of them.
03
Build When Necessary
When the existing process cannot adequately solve the problem, I am comfortable designing and testing another approach.
04
Measure What Changed
Innovation becomes meaningful when there is evidence that the intervention changed something that matters.
The Current Chapter
Operations leader.Systems builder.
The HIVE, Project Ambassador, and New Donor App are not separate from my operating career. They are the latest expression of it.
Each began with something observed in the real operation: information that could be more useful, customer time that could create more value, or a workflow that could be more connected.
The Throughline