I am responsible for building and maturing Vanguard's Personal Investor sales capabilities and infrastructure in a highly matrixed and collaborative environment to help Vanguard grow as a sales organization and exceed sales and service goals. In developing and improving our needs-based sales program delivery and execution, I drive strategy for the sales program by acting as a central thought-partner across Vanguard around a coordinated sales ecosystem, process, skills, coaching, culture, and sales tools/resources for a superior client experience. Key focus areas include: Sales Strategy & ImplementationSales Maturation & CultureSales Training & OnboardingSales Targets & Growth

I was selected to establish and lead a Dedicated Outreach business within the Relationship Management and Sales Division. Leaning on prior “start-up” experience and extensive sales knowledge, influenced the framework, structure, and future state vision of this initiative RMS views as critical to achieving Vanguard's Retail Investor Group's growth objectives. Efforts included hiring and leading the inaugural team and close collaboration with key stakeholders (marketing, legal, compliance, risk, department heads, and strategic project support) to define scope and breadth of the business. Additionally, I identified the need to re-level the positions reporting to me, and successfully navigated the process of defining the new job description which more closely aligned with business requirements. I consistently offered insightful and effective coaching with a deep lean on experimentation, and experienced “cold-calling” techniques, while maintaining a focused approach to client satisfaction through all stages of the sales pipeline.

I was responsible for leading several components of process improvement within a Vanguard Operations department, which led to significant increases in efficiency and cost savings. Examples include management of departmental transition to integrate a Broker Dealer environment under new FINRA rules which reduced new hire training time by 50%, a 25% increase in efficiency on processing client requests, additional career paths and development opportunities for crew, and a strong understanding by the business of effectiveness and efficiency of crew. Reorganized operations team by providing clearly defined roles and responsibilities, created and implemented seasonal planning guides, including staffing, resource management and workflows. Key decision maker responsible for making daily tactical decisions managing in excess of 20K client cases annually.

I was recruited into Vanguard to help lead during the Flagship transformation and introduce in-depth understanding of Book of Business management and sales techniques. Leading within the Vanguard High Net Worth space, I implemented a new, proactive, client-focused approach to optimize the client experience and increase revenue by identifying and assessing client needs to provide strategic solutions. This successful process development was shared across sites and adopted broadly as part of the Book of Business management for our Assigned Representatives.Drove sales growth within $7-billion BOB with 6500 clients contributing assets of $1 million+.

I began my sales experience in the retail banking business as an individual contributor, consistently exceeding sales targets and selected to onboard and train new hires, swiftly moving into leadership, responsible for setting the vision and sales culture of the team. During a merger, I was selected to mentor several new managers and coach them on our sales culture, helping to guide them and their employees into a more sales focused environment. I did this through providing clear communication, training, and side-by-side sessions to lead by example. During my tenure, I was ranked the third highest sales manager in the state, reaching record-setting results year-over-year in new account development.

I created, developed, and implemented the first-ever internal audit program for a regional bank; facilitated training for branch managers to introduce the new system. Spearheaded comprehensive initiative to review and expand standard operating procedures manual.

I served as Chief Operating Officer of a small “boutique” financial planning firm where I was responsible for supporting three independent advisors (RIAs) in their integration efforts of both clients and employees. Working with outside vendors, I directed the strategic corporate positioning, branding, and marketing of the new firm, identifying opportunities to design and develop unified core values, strategies, and company goals. Additional outcomes include modification of the remuneration structure, implementation of key drivers and an award system for employees, reduction of operating budget, and increase in overall efficiency of the company by streamlining company processes and handling of client accounts. An especially impactful part of my redesign was in initiating, designing, and managing the implementation of an internal intranet system, resulting in a digital-first approach which reduced paper documentation and provided centralized information.

I was selected by a US-based technology company to “start-up” their Sydney offices, which previously had US expatriates working via contract. I established each component of the infrastructure, from hiring the talent, to vetting and selecting benefits providers. This effort included responsibility for project management of a complex build-out and move from temporary offices to a permanent location in the city, allowing for the demonstration of my ability to balance risk to the company, define cost/benefit analysis of decisions, manage scope and budgets, and work directly with senior leaders from the Sydney and US offices, along with contractors and architects. Oversaw complex staffing processes, including international locations consisting of technical, creative, and project managers; acted as liaison to immigration consultants and successfully handled expatriate employee relocations.