Grace K. Mora Email & Phone Number

New York, New York

Directed the strategic vision, planning, and execution of programs that met divisional goals for engagement, development, communications and corporate community service.• Directed an award-winning office services program for individuals with disabilities in partnership with a prestigious non-profit, generating favorable social media coverage of the Canon brand and NYS Labor Board recognition.• Negotiated, and implemented 900 LinkedIn e-learning licenses for 3 business units, consolidation introduced favorable pricing for all units.• Directed & led a cross-functional team in the development and deployment of a device-independent intranet, to provide 800 offline, field employees with browser access to Canon communications, a critical communication tool during the pandemic.• Proposed, introduced and led the introduction of the division’s first e-learning application, Lynda.com for offline, field employees; national training expense was reduced by thousands of dollars, substantially enhancing the employee development experience.• Led the project team on the introduction of the division’s first women’s GROW program, a Canon Inc. initiative that ran for one year and met monthly.• Collaborated with senior management and sales directors in the development and design of an account executive onboarding program to educate new hires on division resources, and capabilities, affording peer networking opportunities.• Event director for the division’s annual Sales and Operations meetings, respectively; contracts, scheduling, communications, reservations, lodging, meals, dinners, social events, meeting logistics, and budgets.

New York, Ny

The scope of global responsibilities throughout the 2009-2012 period, included the strategic delivery of cost-cutting initiatives throughout the department in response to the negative economic impact on client activity and volumes industry-wide. • Managed a global department of 4 directs, 90 employees, and an $18M budget.• Reduced equipment and headcount by $2M in response to industry-wide volume drops.• Proposed, managed, and led a key equipment expense reduction initiative cutting an additional $2.9M in equipment expense over a 5-year term.• Effective and efficient management of the global operation deterred outsourcing proposals costing hundreds of thousands more to outsource, as determined by external consultants.

Ny, Ny

Charged with a global services model implementation, which included the recruitment, direction, and leadership of a multi-region management and production team during the 2005-2007 time frame. Centralization of all support services resulted in expense recovery of up to 95% of external client services provided and centralized premium services for internal clients.• Hired, directed and directed a global team of 7 directs, 120 to 150 employees, and a $20M budget. • Proposed, evaluated, and implemented production equipment in N.Y. and reduced expense by $7.5M over a 5-year term while increasing production speeds and turnarounds by 300%. • On location, staffed, equipped, and opened 6 digital production and office service centers in key global banking offices, enabling expense recovery.• Developed & executed a global digital production & color print strategy for Investment Banking pitch books and printed client documents.• Led the project implementation team in the launch of 6 on-demand national check processing centers for Smith Barney’s Private Bank to reduce check turnaround from 7 to 2 business days.• Led the global support teams in the testing and deployment of Technology's digital fax solution, and removal of office fax devices to meet mandated compliance requirements.

Ny, Ny

Recruited by Salomon Smith Barney's General Services management team to re-engineer and introduce best practices of Salomon Brothers and Smith Barney's respective support functions for the consolidated Investment Bank.• Assessed consumable inventory on hand and reduced inventory & expense by $1M in year one.• Re-engineered office support services, merged teams and implemented a national service model as per Banking Management requirements; the London office followed in 2000.• Provided the support team and service function during the 9/11 disaster recovery effort as a member of the Investment Banking Gold Team representing General Services functions.• Identified a missed revenue recovery opportunity valued at approximately £2.2M Sterling ($4M) for the London Investment Bank.