Dan Murphy Email & Phone Number

Syracuse, New York Area

I started, grew and sold a Syracuse, NY-based professional painting franchise company providing paint services for interior, exterior, residential, commercial, office, and condominium clients. I was able to build an outstanding customer satisfaction and industry referral rating and positioned the company for sale. ■ Consistently generated progressive revenues from $55K to $413K over 4 years.

Here, I managed 100 employees in the securities processing function, representing $8M of a total $16M budget. I led cross functional strategic initiatives and process improvements across all business areas, focusing on improving quality, service and operational effectiveness. I also prepared financial analysis, forecasts and P&L reports in effort to maximize investment returns. ■ Co-managed 2006 merger and consolidation of corporate trust business, resulting in the consolidation of 40% of JPMC’s processing volumes at the Syracuse site while increasing support staff by only 20%.■ Minimized the dysfunctional impact of mergers with BNY and JPMC, and later Mellon Corp; standardized operations following mergers and gained support for Key Performance Indicators (KPIs) with peer site managers. ■ Improved overall service delivery capabilities and cut full time headcount in half by implementing numerous technology and process efficiencies from 2004 to 2010.■ Saved 60% of salary expenses for FTEs after transitioning to Off Shore Support Model for non-client facing operational support functions.■ Introduced industry leading Financial and Management Dashboards providing end-to-end reporting, quality and productivity metrics.

I directed 41 employees in Bond and Stock Transfer Agent and Paying Agent processing functions. I took the lead on the Business Consolidation Initiative to consolidate redundant, parallel operations.■ Saved $1.2M annually and reduced headcount by 16 FTEs after performing functional gap analysis to identify duplications and consolidate 2 business groups. ■ Spearheaded 2 large divestiture and de-conversions, establishing standalone business units for the stock transfer and corporate trust lines departments for the new corporate owners. ■ Coordinated the front office and strategic planning teams to conduct RFP and due diligence reviews.

In this position, I led operations with a staff of 157 employees as the executive team member charged with direct accountability for $12M budget of a total $17M plan. I played a monumental role in managing the operational business growth for all Paying Agent and Transfer Agent operating units. ■ Produced 150+% increase from 1997-2001 through acquisition and market share growth.■ Served as key contributor in executing the Due Diligence and the RFP process for 2 major company acquisitions (PNC, Mellon).■ Boosted processing volumes 150% while only increasing costs 42%.■ Yielded a $1.8M cost savings by investigating and implementing a redesigned imaging system to support CT bond processing, creating better images faster.■ Avoided $1.2M cash vault construction cost by spearheading cross department Initiative to Destroy $3.5B in Bearer Bond Inventory, developing a dual-control reconciliation, shipment and destruction plan to minimize risk.

I advanced through a series of increasingly responsible roles. The management positions involved supporting bond and stock transfer operations, principal and interest/dividend disbursements, dividend reinvestment, proxy solicitation, and reorganization processing. I orchestrated the relocation of New York operations to Dallas, TX, resulting in substantial salary and real estate expense savings. I oversaw up to 100 staff and an $8M budget.