Arlene Dubrowski Email & Phone Number

Braintree, MA

• Oversaw the day-to-day relationship between the client and BBH by partnering with internal processing teams to address client concerns and solve problems. Tracked and measured client satisfaction by using both in-house.
• Increased team productivity by centralizing tasks, documenting procedures and creatively rescheduling work hours, which led to the elimination of overtime and a 20% increase in client base without adds to staff.
• Coordinated all stages of the business cycle to include new business integration, product implementation and exiting / liquidating client relationships.
• Developed and delivered customized client presentations for both on-site due diligence meetings and off-site visits. Disseminated to all key stake holders critical issues and finalized all major action items for.
• Determined “Best Practice” by participating in department-wide meetings to document controls and procedures. Proactively managed the clients and the firm’s risk by ensuring regulatory requirements were met.

• Managed 5 client relationships with varying degrees of complexity representing 180 mutual funds. Led a team of 18, including 5 managers. Key participant in bank-wide initiatives and committees. Client Relationships
• Instituted new controls to manage workflow resulting in improved client satisfaction rating from “Meets Expectations” to “Exceeds Expectations” due primarily to increased timeliness and accuracy of daily cash reporting.
• Increased revenue growth by cross-selling State Street products. Coordinated roll out to ensure client satisfaction.Bank Oversight and Committees
• Managed P&L for each client relationship and increased productivity each reporting period by 8-10%.
• Active involvement in department wide committees. Cash Redesign Committee, which managed the outsourcing of cash reporting. Traveled to India to lead training efforts.
• Served as member of Operations Review Committee, the forum for information sharing, and leveraging knowledge and expertise within Investors services; also documented Standard Operating Procedures.

Working towards the goal of bank-wide improvement efforts, key part of a team that worked as a dedicated resource for a department of 300 employeesReviewed and documented group processes for "Best Practices"Created training materials to meet needs identified throughout the department and delivered it to staff one-on-one and in the classroomDeveloped and.

As a new manager, successfully took on the supervision of a difficult and complex group, as well as client dissatisfaction situation, unreconciled accounts, lack of controls, no staff trainingTurned around client relationship and saw client add new businessImplemented time-saving enhancements to the group: Initiated use of technology to streamline tedious.

Toward M.S

B.S