Driving changes across the enterprise to modernize how MSCI builds the next generation of risk analytics, index, ESG and data experiences for MSCI customers.

Worked with process owners across the organization to identify & execute process improvements to better enable Agile development teams to deliver.

Management and oversight of the Institutional Securities Technologies (IST) Division's portfolio of over $600M in technology spend, comprised of 100+ programs and 500+ projects. Partnered with Senior Executives in Technology and key Business Sponsors, developed roadmaps for strategic technology programs with specific business objectives. Matrix management of ~60 Project Managers and PMOs.
• Created and managed a comprehensive budget and subsequent quarterly forecasts for the portfolio of work, including appropriate approvals from Business Sponsors. Monitored actuals and reported on estimate to complete.
• Managed monthly delivery status reporting highlighting "at-risk" projects and programs in the IST portfolio for CIO, COO and management team. Provided frequent updates on deliverables, timeline, budget and resourcing needs.
• Managed communication with key stakeholders and assessment and monitoring of portfolio status, issues, risks and dependencies. Maintained relationships with key sponsors, managing ongoing needs and expectations.

Directed an 800-person division of Morgan Stanley’s Institutional Securities Group Technology silo that supports Prime Brokerage and Corporate Treasury functions. Reported directly to the head of Prime Services & Funding Technology.
• Created and managed the annual PSFT $140M budget and subsequent forecasts across 17 practice areas, ensuring compliance with the Technology Division workforce strategy.
• Provided transparency to business units on 100+ in-flight technology projects through monthly status and engagement.
• Program management of Morgan Stanley’s $50M OTC Derivatives Client Clearing platform buildout, a strategic program monitored by firm management and included solutions from 5 Technology and Operations divisions and over 200 staff. 
• Managed PSFT’s compliance of regulatory and operational risk requirements.

Ongoing management of all internal Management Information Systems, including:
• Rollout of Hyperion Essbase for financial planning and SEC reporting
• Salesforce.com for all sales tracking, marketing, client management, invoicing and operations management
• ADP Payroll implementation
• SPECTRUM iVantage HRIS for 1,200 employees across 12 countries
• Implementations of Atlassian Confluence and JIRA.

Led a global team of 70 Account Managers that were responsible for supporting all clients representing $100M in revenue for the Governance Services business at RiskMetrics Group. Successfully completed strategic transformation of team from reactive client support model to proactive account management, with key focus on up-selling clients with additional products and services to help them meet their needs. Grew renewal rate from 92% to 93% while reducing team size and profile from 90 to 70 account managers.

Led all aspects of merger integrations when RiskMetrics Group acquired Institutional Shareholder Services (ISS), CFRA, Invest and KLD. Designed integration strategies and ensured all integration activities were performed according to plan, including HR, legal, finance, systems, contracts, infrastructure and facilities.

Managed all Project Managers in the Wealth Management group performing client implementations of RiskMetrics’ WealthBench portfolio risk analysis software for 8 major international private banks. Reduced the average implementation time from 15 months to 6 months and maintained 100% renewal rate.

Directed the finances, operations, and marketing efforts for 7 family-owned businesses in Real Estate, Property Management and Children’s Summer Camps with yearly revenues of approximately $5 Million.

Management for all development and operations activities in 10 Eastern markets, with over 200 software development consulting resources (Senior Project Managers, Architects, Team Leads, Programmers). Created, approved and managed combined budget of $25 Million per year.

Performed all functions of sales and business development and development team management, including role of chief project manager, responsible for approving all project plans, budgets and staff allocation.

Co-Founder and President of Castle Point Systems, a 20-person custom software development consulting firm. As President, acted as head of Corporate Strategy, Sales, Marketing, Development and HR. Managed P&L for entire company. Grew annual revenue from $750K to over $3M and saw 100% increase in YoY profit through increased sales and reduced costs. Negotiated the terms for a successful sale to Meritage Technologies.

As Technical Infrastructure Team Lead, performed technical and business analysis and managed team of 5 IT resources on the Proposal, Analysis and Design phases of a large, multi-million dollar SAP implementation for a major pharmaceutical/consumer products company.

Led the functional requirements gathering and design for a $2 Million airport ground transportation system. Managed a team of 5 programmers and technical architects in all phases of system development. Delivered on time and under budget.