Strategy, planning, execution and change lead for the Private Client Group segment of sales distribution. Accountable for driving direction, execution and ROI of large program to establish a competitive segment of elite advisors catering to high-net-worth consumers.

Guide fact-based strategy for CX, sales growth, operational efficiencies and product line decisions, incorporating industry best practices to drive pacesetting revenue growth in a highly competitive market. Sought as the foremost advisor to C-level executives on vision, enterprise roadmaps, and consumer research due to subject matter expertise and excellent communication skills. Direct operational/innovation priorities to directly match strategic priorities and client insights involving a team of matrixed cross-functional staff; drive constant improvements in handling risks/enterprise value alignment.  Promoted up to Senior Director of Client and Digital Experience Strategy, defined product and financial planning strategy meeting strict requirements, driving cost avoidance ($10M+) and prioritized backlog.  Established best-in-class digital strategy for financial advisor needs which incorporated triangulating research, economics and people/talent capabilities around CRM, advisor portal, and more, and effectively quantified relative benefits of a large-scale transformation CRM effort.

Led 40+ diverse individuals in matrixed organization to innovate and reimagine onboarding path for 2K+ financial advisors annually across 200+ offices in sales distribution, overcoming complex challenges through ingenuity and a superior understanding of financial services. Incubated ideas and raised startup firm within organization to digitize referrals using propensity models, administering a budget of $5M and acting as the primary liaison with senior executives and stakeholders.  Increased productivity (50% in specific tasks), new advisor satisfaction (NPS), client centricity, and financial planning capabilities against major organizational challenges.  Advised and aligned C-level stakeholders to co-create with a focus on empathy and human-centered design, collaborating with design thinking firm in authoring best practices, common issues, and lessons learned as part of business process transformation.  Managed multiple agile teams and delivered digital tools to transform advisor experience and enhance efficiencies, including the digital portal effort which overhauled a vital process and elevated related productivity metrics by 20%.

Helmed articulation of the client experience strategy, identified 200+ distinct client touchpoints via journey mapping, and initiated programs to successfully address 20+ pain points in interactions; directed teams to organize large amounts of data and effectively distill insights. Identified pain points/moments of truth across digital experience and spearheaded transformational culture change to consistently promote a client-centric mindset, with efforts cited as essential to a company relevance and future growth.

Orchestrated crucial corporate product and technology efforts to roll out systems/product enhancements in insurance product lines, positively impacting revenue and supporting substantial increases in overall business growth. Led major projects ($100M+) with multiple teams (300+ team members) to build/enhance insurance products/processes and reengineer operations meeting strict deadlines. Defined governance, process, and standards to improve efficiencies, increase transparency, and speed to output; realized average schedule and budget variance which exceeded goals, and acted as an internal advisor to other managers. Chosen as outcome manager for a large corporate project to bring LTC administration and systems in-house, guiding outstanding group of 200+ to secure savings of $40M with no disruption to clients, product sales, or distribution; earned commendations for stellar work ethic and swift reactions to emerging project concerns.  Re-platformed extensive financial systems to enhance operational cycles 50% and improve accuracy 20%, using techniques which were later scaled out to 5 other projects representing 30% of all company income.  Enforced frameworks/standards and metrics/KPIs for large project/program management group to realize consistency and efficiency across business functions; championed the use of standard and simplified practices to remediate performance and reporting gaps, including work to establish governance model across multiple insurance projects.