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Summary

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.

Education

Master of Business Administration

UNIVERSITY OF MASSACHUSETTS

Master of Business Administration, UNIVERSITY OF MASSACHUSETTS, Boston, MA

Bachelor of Business Administration

JAMES MADISON UNIVERSITY

Bachelor of Business Administration, JAMES MADISON UNIVERSITY, Harrisonburg, VA

Skills

Workflow and Processes: Business Analysis

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.

Workflow and Processes: Process Improvement

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.  

Workflow and Processes: Workflow
Auditing: External Audit

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).

Auditing: Internal Audit

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.

General Skills and Activities: Data Analysis

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.

General Skills and Activities: Metrics

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.

General Skills and Activities: Problem Solving
General Skills and Activities: Reconciliation

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.

Management Activities or Functions: Business Process and Operational Improvement

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.

QA and QC: Data Quality

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.

Budget Related: Compensation

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.

Languages

English

Achievements

Certifications

  • Project Management Professional (PMP)®

Work experience

2007-012021-04
STATE STREET CORPORATION, Boston, US

Vice President, Senior Client Relationship Manager

2019-01present
STATE STREET CORPORATION

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.

  • Led project to collate data 800k net asset value impacting transactions, analyze data by category and across talent assessments leading to reallocation of work to higher performing employees and analysis of training needs by person
  • Strategized and problem solved a reconciliation issue between investment book of record (IBOR) and external accounting platforms by collaborating with cross-functional team to produce a global escalation and responsibility matrix within the supply chain, leading to a 30% reduction (month-over-month) and effective business process improvement.
  • Created a global template to quantify resource costs for each change request. Defined, negotiated, and managed client expectations, resulting in a 50% increase in change requests completions in 2020 without needing to increase costs or deprioritize change requests.
  • Led and collaborated with other internal stakeholders to continuously meet changes to client SLAs, procuring and managing resources across teams to measure the impact of change requests and strategic plan going forward.
  • Reported and conducted presentations quarterly on KPIs, data analytics, reporting, and key metrics showing business performance and strategic progression. Conducted real-time collaborative assessment of the current quantifiable strategic direction and used root-cause analysis and meetings to make changes to improve operational effectiveness and achieve operational excellence.

Vice President, Senior Manager Investment Performance

2014-012018-12
State Street Global Advisors

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.

  • Provided project leadership going from portfolio completion rate of 50% in first 10 business days of the month to 90%.

Created a competitive advantage of output availability to consumer and potential increase in revenue via new business.

  • 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.
  • Led a year-long, complex, cross-functional project to provide daily results for clients, positioning clients to make quality

decisions with high data quality. Result was going from 0% daily availability to ~90% within a year of completion.

  • Self-identified and consulted with risk and compliance colleagues to eliminate procedural and control gaps while creating

efficient escalation and work-flow procedures leading to long-term process improvements, stressing attention to detail.

  • In collaborating and showing careful attention to detail with FLOD and internal audit teams, as well as clients and IT staff,

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.

  • Led company mandated reduction in workforce in North America offices, offshored to India. Remained transparent and dedicated to team locally and offshore team, saw less than +1% in errors during the transition period of six months.
  • Facilitated training for State Street global clients 3-5 times yearly on performance metrics and business outcomes using

business analysis tools, leading to stronger relationships with clients and prospects and future revenue possibilities.

Associate to Assistant Vice President

2007-032014-12
STATE STREET GLOBAL ADVISORS, Boston, US

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.

  • Continuously learned and mentored, learning management techniques (transparency and building culture of information sharing), an empathetic approach to management, technical skills (MS Suite, Tableau, Factset, SS&C databases, liquidity risk, among others), and communication skills (noting stakeholder preferences and appropriate communication types, presentation and negotiation abilities) notably with stakeholders, sponsors, and C-suite clients.
  • Proved a quick study, moving up to Principal (manager) from associate with a team of three in the Active Quantitative Equity space (managing ~300 portfolios), then into multi-asset class solutions and currency (OCIO and fund of funds, ~400 portfolios), managing teams within those spaces, before taking over the whole team in 2015 for North America.

Associations

  • CLIENT EXPERIENCE EMPLOYEE COUNCIL CHARTER (Member)
    • Management team building framework for improving employee development culture, creating positive business (Member) outcomes by listening to stories and interactions of employees and lessons learned. Participate and be an active partner in conversations and initiatives to increase gender and racial equality and inclusion