As a Business Management professional at Nuveen and TIAA, my responsibilities continuously expanded and adapted to the priorities and projects facing the business in any given year. Throughout my tenure in these roles I provided oversight of and leadership to the organization for all matters concerning the TIAA and CREF Funds Board Operations Committee, annual Section 15(c) reporting process, and registration statement updates; further, I supported a range of internal audit and compliance examinations each year. As a Director, my business unit re-organized into the Office of the COO and in addition to the continuation of prior duties:- Acquired primary management function supporting the TIAA and CREF Funds Board Investment Committee, and in partnership with a working group of Trustees, led a refreshment exercise of Investment Committee performance reporting materials- Developed an evaluation framework to assess the current state and develop a recommended target state for a new global operating model to recognize and take advantage of and implement scalable shared service models to apply across the range of TIAA's business areas and more completely integrate its suite of global asset management, recordkeeping, and banking businesses

In addition to prior Business Management duties:- Expanded role in oversight and development of third party business through multiple channels and across product suites beyond registered 40-act vehicles including institutional separate accounts- Expanded visibility and presentation responsibility with fund board and outside counsel related to advisor economics, annual fund pricing negotiations, costs of distribution and other various matters- Operational and regulatory impact assessments of client onboarding capabilities for institutional clients; identified areas in need of additional support and developed processes necessary to sustain new lines of business- Cross functional liaison to wide range of functional leads impacted by mock SEC exams- Support RFP team in pursuit of institutional asset management and consultant relations business

In addition to the duties and responsibilities identified in my prior role, I gained responsibility for P&L oversight of distribution activities affecting the fund business (~$300B AUM)- Engage regularly with third party distribution team leaders to support integration of TIAA products into sales process of newly acquired partner, Nuveen, which absorbed TIAA's third party distribution organization- Developed and launched a new mutual fund share class for TIAA Funds more suitable to the distribution environment - Present results of third party distribution at regular intervals to the TIAA Funds Board including success of promotional campaigns supporting focus funds and new product launches as well as the relative allocation of time and costs associated with third party distribution among teams working through the learning curve with TIAA product- Serve as business lead to review existing distribution agreements, negotiate distribution contracts and pricing arrangements with third party distributors

Operational oversight responsibility for TIAA Mutual Funds and CREF Annuities; ~$300B combined AUM- Fund Board Operations Committee lead; own and structure quarterly Fund Board agendas and presentation materials; ensure timeliness and quality of submissions from business partners across the business- Program Manager to registration statement updates (prospectus and SAI); wrote SOP covering four annual update cycles and drove timely input from multiple stakeholders across the organizationRIA and Distributor Annual Contract Renewals - Section 15(c) Reporting- Project Management duties covering production of all documentation and analysis prepared in support of annual advisory and distribution contract renewals. - Established and developed relationships among senior leaders across the full TIAA organization; all C-Suite Executives have teams that must submit reporting to the funds' shareholder boards annually in support of these contract renewals - Peer group formulation and analysis; drove evolution of industry leading comparison methodology Strategic Planning and Budgeting- Collect, organize and prioritize strategic and tactical initiatives requested by investment and product leadership teams to be included in annual budgeting cycle- Liaise with senior investment and product leadership as well as HR, Tech and Ops, FP&A and others to develop cost benefit and business case analysis for projects, product launches, headcount, operational infrastructure or other resourcing requests supporting all public equity and fixed income investment teams and product managers

Consistently exceeded sales and service goal metrics. Lean Six Sigma for Financial Services graduate; partnered with operations teams to represent customer and national contact center employee experiences to redesigned workflows to improve processing accuracy and customer experience. Train and mentor new hires.

Insurance and retirement product sales and service.

Program management duties supporting a series of pre-deployment conferences to help prepare US Marine and US Army leadership for in-theater arrival during OIF. We gathered departing representatives from US and allied armed forces, as well as NGOs, non-profits, and local business and government leaders to help build relationships and transfer current knowledge in order to manage the handoff from one military unit to the next.