• Project Planning & Implementation
• Business Requirements Analysis
• Team Building Merger/Integration Initiatives
• Operational & Technical Management
• Process Improvement Cost Reduction
• Strategic Planning

Background encompasses more than 20 years of management experience with a major financial institution. A successful track record of improving profitability, operational efficiency, and client experiences through the planning and management of high-visibility, multimillion-dollar critical projects. Proven ability to lead cross-functional teams to deliver projects on time, within budget, and in accordance with high quality standards. Demonstrated the ability to work collaboratively with senior executive team to create viable business/project plans and strategies.

Professional Experience

Confidential,Weehawken, NJ   Mar. 1980 – Apr. 2009
Originally hired by Paine Webber in 1980 and rapidly progressed through positions of increasing responsibility. Remained with company after acquisition by UBS in 2006 and grew to position of Senior Project Manager.

Senior Project Manager/Assistant Director, 1996-2009

Planned and managed large-scale, high-profile projects designed to streamline processes, enhance profitability, and improve system functionality for key internal business groups. Cultivated and managed relationships with all stakeholders and decision makers across the organization to facilitate problem resolution and ensure the timely delivery of projects. Point-of-contact for vendors and internal teams. Provided leadership to 30+ team members.

• Managed and implemented an ongoing core project designed to re-engineer the firm’s relationship building strategy; worked collaboratively with managing directors and other senior leadership to formulate strategic plans to convert company from an account-based model to a relationship-based model.
• Completed the first three phases of project and achieved organizational objectives while adhering to the project’s $2.6 million budget; efforts resulted in increased revenue, greater assets under management, and deeper utilization of account management services; positioned company to generate new revenue streams.
• Implemented model that generated over $100 million in fees in 2008, while streamlining billing processes.
• Oversaw development and modification of internal systems to facilitate the change to new business model; created strategies to overcome internal resistance to new policies and drive cultural change.
• Directed technical and operational work streams including policy and procedural development, marketing, communications, training, business analysis, information technology, and quality assurance.
• Improved the client experience by providing the ability to maintain multiple accounts and track investments.
• Facilitated the acquisition of several firms by coordinating the migration and mapping of hundreds of thousands of cash management accounts; acquisitions included Piper Jaffrey (2006), McDonald Investments (2006), J.C. Bradford & Company (2000), and Kidder Peabody (1996).

• Performed business requirements analysis and formulated comprehensive project plans; coordinated the efforts of technical and operational teams; performed consistently delivered migration projects on time with no interruption to business; completed projects while maintaining day-to-day job responsibilities.
• Co-managed “Project Evergreen,” a major initiative to convert from a single credit card platform to a dual card (debit and credit) platform; provided leadership to 30 team members during an 18-month project; oversaw all work streams for the non-monetary portion of the project.
• Instrumental in delivering high-profile project, which provided firm with a competitive advantage; helped firm become the only financial institution to offer a dual card platform; positioned company to increase profitability by providing a platform that is projected to generate an additional $50 million in annual revenue.

Confidential

• Spearheaded a wide variety of re-engineering, technical, and process development projects, which resulted in reduced operating costs and increased overall efficiency; projects included:
• Internalized and streamlined check sourcing functions; streamlined operations, improved processes, and reduced headcount, while delivering high-quality results.
• Coordinated the conversion of cash management accounts to a new client account platform; ensured full compatibility with all internal units and external vendors.
• Led numerous initiatives to improve key functional areas of the business; analyzed existing processes to identify deficiencies and implement corrective action; documented workflows on all processes.
• Consolidated and improved internal operations while boosting project quality and profitability by developing innovative solutions to process delays; improved client, team, and senior management reporting.

Business Analyst, 1994-1996

Key member of many company-wide, deadline-driven CTB/RTB projects involving the improvement of internal processes. Developed business requirements, planned projects, and wrote test strategy documents. Interfaced with project leaders, department executives, and external vendors to facilitate project completion.

• Overhauled the Resource Management Account System, which resulted in a 30% reduction in quality control tasks; performed strategic analysis and identified significant improvement opportunities.

New Accounts Manager, 1991-1994

Managed day-to-day operations for a group that processed more than 1,000 new cash management account applications per day. Provided leadership to 20 associates to ensure that operational objectives were achieved.

• Promoted to build the New Accounts Department from scratch; developed a solid operational infrastructure and departmental policies to increase efficiency in the processing of new account applications; efforts resulted in greater customer satisfaction and increased account accuracy.
• Achieved a 68% reduction in monthly issues by identifying and addressing areas of high risk and exposure.
• Reduced operation team requirements 50% by increasing automated processes, designing more efficient quality assurance methods, better utilizing internal resources, and enhancing overall communication.
• Supervised and directed activities of staff members; achieved a substantial increase in team performance through evaluations, coaching, and mentoring; developed a harmonious, motivated team.
• Increased departmental productivity by delegating assignments to most effectively utilize the unique talents of each employee; empowered staff to take full responsibility for individual performance and outcomes.

Education

Business Administration