Here, I lead the Advanced Sales Team in a $52B AUA company, supporting all product lines: Financial Planning, Insurance, Investments, and Retirement. I develop advisors working in the field to strengthen their product and service knowledge. I steer the company’s conference strategy (live and virtual), educational materials, event agendas for 250+ participants, and keynote speaker relations. I also conceptualize and execute business development initiatives to help advisors grow their business. As a leader of the Business Development Committee and member of the Client, Product, Risk Committees, I propose solutions to advance business goals. ➥ I increased the number of advisors due to an excellent support system (education, training, and partner relations support). ➥ I transitioned the company from an inbound call service to an outbound consultative team by introducing a new mindset, compensation, and metrics. I led 5 direct reports, hired 14 new team members, and built the management layers for efficient operations.➥ I spearheaded change by creating the case plan and defining advisor roadmap for communications with the head office. Trust and responsiveness increased across the team.➥ Together, we shifted the focus to quality of consultations and solutions. As a result, I positioned the company as one of the leaders in the industry. ➥ I expanded the Alliance Partner Program, a revenue sharing program with asset managers, by adding insurance companies, record keepers, and strategists. I managed an events budget of $200-230K during COVID-19.➥ I launched 2 new programs to enhance advisor support and gained $170K revenue from one of them since 2019. ➥ I improved Portfolio Construction Engagements by building, from the ground up, a team that created models and comparisons to help advisors build models for their clients. Since the launch in July 2019, the program brought in 125 Portfolio Reviews, 58 sales cases, and $63.9M revenue.

I led a team of 18 wholesalers located across the country. In partnership with colleagues and division managers, I built relationships with the dealer firms. I provided extensive coaching and consultative sales training to the team and traveled throughout various sales territories to build relationships and establish trust. To advance the team’s capabilities, I strategized and organized regional meetings and conferences. I oversaw a Channel T&E budget of $1.6M. FPD was responsible for Ivy Funds sales at Independent Broker-Dealers and Waddell & Reed.➥ I generated sales upwards of $6B across the FPD firms.➥ I propelled sales with HD Vest from zero to $300M. ➥ I grew Edward Jones account to $368M.➥ I guided the Firm’s Central Division external wholesalers with cross-channel capabilities, allowing access to all BD’s and RIA’s.

I guided the company during the expansion of coverage and building out the team of wholesales with a channel sales goal of $5.2B and channel T&E budget of $1.4M. Here, I hired and trained a team to grow the channels as well as defined and built the territories and geography. I implemented and managed a nationwide sales team offering Ivy Funds and Waddell & Reed Funds. My team and I grew the channel from 6 hybrid territories to 18 full-time wholesalers nationwide. ➥ I propelled inflows from $35M to $270M at a specific non-partner broker-dealer (EDJ).➥ I led Ivy Funds and Waddell & Reed mutual fund sales ($5B) within WRA channel.➥ I traveled throughout all sales territories to build relationships at all levels.

➥ I grew a cross-channel, inbound, and outbound sales desk from 12 to 40+ internal wholesalers. ➥ I created and operationalized the first hybrid wholesale team with 6 wholesalers.➥ I led a DCIO team focused on capturing $1B+ sales within their respective channel. ➥ I hired and trained a competitive team of 40+ members.