Career and Leadership Coach | Co-Founder at Matterhorn Coaches | Empowering Individuals and Teams to Achieve Their Best OutcomesAs a seasoned professional with over 37 years of experience in financial services and executive leadership roles, I’ve always been passionate about helping others reach their full potential. My journey has led me from senior leadership roles in investment banking and human resources to co-founding Matterhorn Coaches, where I now focus on career, leadership, and executive coaching.At Matterhorn Coaches, we work with clients at every stage of their career – from early professionals to seasoned executives considering retirement or career transitions. We tailor our coaching to meet the specific needs of each individual, providing personalized strategies for career growth, leadership development, and achieving a fulfilling work-life balance.Our services include deep-dive personal assessments, career strategy development, and mentorship programs designed to unlock new opportunities for growth. I'm proud to be part of a team that is committed to delivering results and making a lasting impact on the careers of our clients.If you’re looking for guidance on navigating career transitions, developing leadership skills, or building a long-term career strategy, feel free to connect. Let's explore how I can help you or your team achieve your goals.

GrowthVisors is a boutique management consulting firm working with leaders of early growth companies. We provide advice and help execute change in the areas of business strategy and planning, organization design and governance, financial planning and talent development. We also provide executive coaching, career counseling and team development services to companies big and small.

Within a constantly changing world of Financial Services, I was called upon by the corporate divisions of UBS to reposition their talent strategy towards a more future focused and diverse global workforce. This required the development and deployment of new analytical processes and educational content focused on behavioral and technical capabilities that deliver industry leading services both internally and externally. From a talent standpoint, the role also required a personal commitment to mentor and coach over 40 high performing professionals and managers.

Faced with the challenge of transforming an ineffective and inefficient Global Finance Division, I led a transformation program on behalf of the Group CFO that focused on process and control simplification, strategic technology investment, onshore/offshore workforce strategy and a future focused talent acquisition and development plan. The global program successfully delivered annualized savings of over $300 million annually as well as a significantly improved delivery of business partnering and accounting/controlling services to the organization. In the role I led a Change function comprised of more than 175 technology and business professionals actively managing a portfolio of over $200 million in strategic investments.

In 2010 I took on a newly created role that carried the challenge of developing a strategic approach to data consolidation, management, metrics and analytics. Reporting to the Group CFO and Group CRO, the position required the collaboration and creative thinking of members of UBS Business Divisions, Corporate Control and Operations functions and Group Technology, as well as outside parties, as we set about establishing the foundation for data usage globally.

A role of transition as I repositioned from London, the role required the creation of a new regional governance structure for client coordination, risk and regulatory matters. Additionally I directed the areas of community affairs, philanthropy, real estate and administrative services in the Americas.

A newly created role reporting to the CEO of the Investment Bank (22,000 people), it incorporated the areas of Human Resources, Communications & Marketing, Administrative Services and the Office of Strategic Planning and Investment Bank Management where I represented the CEO as Chief of Staff. As a member of the Executive Committee of the Investment Bank and Group Managing Board of UBS, I led the teams performing strategic analysis, business planning, budgeting and performance management. As CAO, I led the development of a new governance model for the Investment Bank, focused on end-to-end business alignment of services and fully allocated costs. The development of a new strategic cost management model was a foundation of a successful initiative that reduced the Investment Bank's non-personnel costs by $250 million annually. During the period I personally led the global Human Resources function, reducing costs in 3 years by over 20% annually while shifting organizational emphasis and investment to talent acquisition, development and retention. A revamped global compensation system that emphasized longer term, sustainable performance and the introduction of return on investment criteria was also implemented during this period.

As Chief Operating Officer for the Global Fixed Income Division, I led the Swiss Bank/UBS post-merger restructuring of the business working in collaboration with the CEO. This included the creation of a new three-year global business strategy and plan that included a new organizational design and a repositioning of the workforce. Responsibilities included leadership of a newly combined COO function of 100+ professionals worldwide, with responsibility for business planning and management, cost control, technology investment, workforce strategy and talent development. The development of a new global management information system to assist in performance management, investment governance and compensation decisions was a foundation for the successful delivery of the strategic objectives set after the merger. In addition to the business COO role, I also served as EMEA Regional COO for the Investment Bank.