UNIVERSITY OF MASSACHUSETTS
Master of Business Administration, UNIVERSITY OF MASSACHUSETTS, Boston, MA
Collaborative senior manager with expertise in operations, business controls, project and change management. Highly skilled in communicating with C-suite executives and stakeholders across business functions. Utilize project management and agile skills for managing change requests. Recognized for ability to work within a cross-functional matrix, leveraging subject matter expert's knowledge to achieve tactical and strategic goals for high worth (between $1T and $500B) asset managers. A proven leader capable of blending big-picture view with resource, schedule, and quality considerations, building trust continuously with clients to achieve goals and create organizational project assets and lessons learned for future projects/RFPs.
AREAS OF EXPERTISE
•Project Management and Business Process Management Improvement - Led dozens of projects over tenure, both for internal operational control efficiencies, self-identifying and seeking continuous improvement in business operations within audit suitable controls, and external, processing 10K data points daily from scratch while managing a 15% reduction in staff. Created global escalation and responsibility matrix within operations supply chain, helping reduce data errors across teams by ~20-30%. Methodologies include: Agile, Waterfall, and Hybrid.
•Operations Management and Data Analysis - Led external control audits for the past five years. Create efficient controls within cross-functional matrix to improve cyclical information delivery 50%; create metrics to quantify outputs.
•Change Management - Co-manage client requests, both tactical and strategic, negotiate resources, design SOPs, anticipate environmental and political impacts, and solve problems using analytical tools and business analysis.
•Client Relationship Management - Frequent push, pull, and interactive communication with C-suite stakeholders on day-to-day basis as well as ad hoc basis per project/change initiatives. Present frequently on progress and metrics. Understand client sentiment and rationale, take a pragmatic and transparent approach communicating to leadership,
and manage different communication styles for clear and preferred intake by for all business partners.
•People and Talent Development - Managed teams for the past 10 years of up to 14 people, frequently meeting to align company and employee goals. Exchange and active listening led to engagement and quantifiable gains across initiatives.
•Technical Skills / Additional Skills - Microsoft Office, finance, data analysis, interpersonal skills, agile, project management, change management, cross functional collaboration, leadership, operational risk management
communications, problem solving, strategy, active listening, business management, entrepreneurship, and consulting.
Master of Business Administration, UNIVERSITY OF MASSACHUSETTS, Boston, MA
Bachelor of Business Administration, JAMES MADISON UNIVERSITY, Harrisonburg, VA
Use disciplined approach to manage change requests,, analyze their cost impact to both client and internal operations, articulate results and prioritize requests based on analysis and stakeholder input.
Created and led a cross functional operations team in building a responsibility and escalation matrix to improve data flow and corrections that may be needed from upstream raw data sources through supply chain to middle office teams and ultimately to clients.
Work with external auditors to articulate and demonstrate controls created that show appropriate protocols in line with industry standards. Directed the SOC 1 external audit for 5 years (2015-2020).
Seek to continuously improve internal controls, analyzing agreed upon thresholds if they need to be adjusted based on market trends or other external environmental factors, and self identify areas of improvement.
Led team that compiled ~800k data points, worked within the team to analyze in groups, and compare these data points and work per FTE to their talent assessment test in these respective areas. Result was understanding where work allocations need to change based on test results and where training among the staff and specific areas should be.
Using internal expertise to determine metrics and KPI outputs most important to the client, as well as having meetings to discuss with clients, build % on time metrics (based on client deadlines), controllable within the framework of the team or uncontrollable from upstream counterparts, trends, why we maybe see reduction or uptick in late or issues with outputs, and articulate next steps to reduce issues going forward.
During BAU activities and when connecting with clients, worked with processing teams to reconcile different platform data outputs to its book of records, understanding differences in methodology for clear understanding for clients.
Continuously improving internal business functions to maximize quality and timeliness of outputs, adjusting to short and long term changes to external factors such as stakeholder preference or direction of strategy.
Built a daily reconciliation and output platform, as well as tolerances based on standard deviations and client agreement to identify and confirm outliers and solve any issues before they become larger and more difficult to remedy.
Provided compensation and bonus distribution based on weighted system, co-created with global department head, to appropriately reward and disseminate compensation pool with transparent feedback.
Manage global client relationship for investment performance, collaborating, consulting, and managing resource allocation and scheduling with 85 operations professionals globally to meet challenges and RFPs where scalability and global consistency
must be met. Maintain and oversee operations of 15,000 monthly data points for delivery.
Managed 13-person team for all North America domiciled portfolios (~700 total), maintaining and encouraging transparent
conversations about work allocation, individual goals, and being a positive influence on their career directions.
Created a competitive advantage of output availability to consumer and potential increase in revenue via new business.
decisions with high data quality. Result was going from 0% daily availability to ~90% within a year of completion.
efficient escalation and work-flow procedures leading to long-term process improvements, stressing attention to detail.
reengineered measurable late/reason codes, and workflow rules when data fell outside of agreed upon standard
deviations; led to 15% reduction in ad hoc requests year of year and 20% reduction in restatements.
business analysis tools, leading to stronger relationships with clients and prospects and future revenue possibilities.
Promoted to Vice President within a year of being promoted to AVP, having gained confidence of senior staff and team
through body of work and completion of MBA as well as consulting and influencing direction of group throughout tenure.