ACP Art Management is the management company of a privately offered closed end art fund that invests in fine art as an asset class.

L. D. Conrad & Co. is a boutique strategy & operations consultancy that works with clients in the education, real estate development, and finance industries.Establish strategic direction for firm and manage all aspects of sales and marketing, with full accountability for firm P&L. Provide general consultancy with focus in operations, finance, real estate development, and technology. * Developed successful strategies for investing in high growth stocks, as well as blue chip cryptocurrencies and yield farms, achieving 40%+ ROI for 2021 calendar year.* Currently brokering $50 million out-of-the-ground real estate deal between Empire Group (real estate development company) and a prominent charter school in Harlem, NY. Brought parties together and oversee negotiation process. Organize and lead calls with architects, developers, engineers, lawyers and all other subcontractors. Consult with CEO to secure bond financing.* Spearheaded projects for other entities that included Victory Education Partners ($100,000 contract), Newton Construction ($30,000 contract), and U2I Technology Development ($40,000 contract).

Served as official liaison to SVP of Customer Experience (CX), as well as voice across organization. Collaborated with 13 direct reports of SVP’s leadership team to coordinate priorities across Customer Success organization with 950+ FTE employees, providing frontline services to 16,000+ clients. Assisted SVP in overseeing daily group operations, providing support in SVP’s role as director, officer, and fiduciary for various regulated TriNet subsidiaries.* Supported SVP as fiduciary of Retirement Committee of TriNet’s Board of Directors, accountable for over $7 billion in assets under management on behalf of 145,000 plan participants.* Assisted with execution of robust customer journey mapping exercise. Improved customer retention 7% by helping to build complexity model and risk rating system that monitored and responded to customer attrition risk in real time.* Ran point for Little Bird team following its acquisition by TriNet. Provided financial models, historical performance indicators and worksite employee metrics. Led finance/accounting and technology stack aspect of Little Bird HR integration into TriNet ecosystem, completing on time with zero issues.* Played key role in resolving customer issues following conversion from single point of contact support model to 24/7 high availability customer response center. Achieved 85% same-day complaint resolution.

Recruited to overhaul existing outdated operational functions into more modern and responsive PEO. Supervised 3 direct and 8 indirect reports. Managed P&L and owned functions that included finance, customer experience, customer onboarding, compliance, day-to-day operations and technological development. Recruited, interviewed, and hired development team and functioned as internal product manager for initial period of development. Managed offshore external consultants. Prepared and presented financial results to board of directors.* Major contributor to company being ranked 508th fastest growing company by INC 5000 in 2018.* Provided end-to-end leadership of acquisition deal resulting in sale of Little Bird to TriNet that yielded 600% gross profit, serving as main point of contact for deal negotiations. Worked directly with TriNet’s M&A team and Little Bird M&A advisers and lawyers to secure deal. Brought parties back to negotiating table following initial deal collapse.* Achieved revenue growth of 994% (FY 2017 to FY 2018) by changing revenue model to capture and include revenue received from insurance services.* Led overhaul of entire accounting and FP&A function to ensure availability of actionable metrics and financial data:- Gained insight into key PEO metrics such as worksite employee account and month-over-month worksite attrition. - Built custom Excel reporting dashboard that fed into QuickBooks and provided automatic updates.- Created financial modeling template that slashed receipt of month end financial data by 88% (4 months to 15 days).* Achieved worksite employee growth of 24% in 2018, 15% in 2019 and 36% in 2020.

Recruited by head of school to formulate and manage institution’s finance and operations team. Directed every Business aspect of educational enterprise encompassing school with 247 students in transformational blended-learning program. Managed financial planning and analyses, strategic direction and growth, and capital improvements projects. Built operations, vendor negotiations, human resource, joint venture analysis, and marketing and purchasing functions. Accountabilities included oversight of capital improvements and $4.5 million operations budget – comprised of $1,182 more revenue received than budgeted at 6% increase in revenue per pupil, over projected amount of $19,610 (per student), and savings of $2,799 per pupil at 15.82% less than expenses budgeted of $17,691 (per student) – and Business Manager and Operations Manager direct reports.* Led $4.3 million renovation of 100-year-old Catholic school building, overseeing day-to-day construction of large-scale project condensed into four-month schedule, finishing initiative and opening school in August of 2013.* Secured initial charter school start-up funding of $500,000 from government charter school program, obtaining additional amount of $125,000 despite state’s original refusal. Attained supplemental funds after proving qualifications as highlighted in comprehensive report, which ultimately reversed state’s decision.* Cut financial services provider expenses by 42.5% – from $120,000 to $69,000 – for fiscal year 2013 – 2014, negotiating hour-based rate contract after analyzing actual usage rate. Used savings to fund hiring of two extra staff to school operations team, after obtaining approval by Board.* Substantially improved Brilla cash flow and financial flexibility, by negotiating terms with general contractor on capital improvements plan, spreading $722,380 bill over course of eight-month period.

Served firm's Managing Directors (MD's). Diverse duties included performing research on trusts/foundations to ensure foundation compliance, researching investments (e.g., fixed income), providing investment compliance advice, and developing tax-planning strategies. Enabled MD's to focus on profit-directed initiatives by streamlining personal and familial responsibilities such as major asset acquisitions, philanthropy, household staff management and day-to-day communications with tax pro-fessionals, lawyers, and estate planners. Reported directly to Family Office CFO.* Helped multiple clients launch foundations by setting up structure, performing accounts maintenance/compliance, and suggesting name changes for foundations desiring to remain anonymous.* Teamed with outside tax planners to develop/implement seminar series focusing on tax law changes and es-tate planning if Bush tax cuts repealed.* Created tracking and filing system to store and easily access sensitive client data. Created bill pay tracking system to automate process of paying recurring bills and one off expenses. * Provided analysis of private jet ownership expenses and coordinated major asset acquisitions (stadium suites, art, automobiles, etc.).

Part of team that accepted challenge to provide firm with outlet for philanthropy and help unite D. E. Shaw community around issues of social import by recruiting speakers to address firm in series on topics including education reform, healthcare, and environmental advocacy. Speakers included Sudhir Venkatesh (renowned sociologist), Kenneth Feinberg (US Pay Tzar), Wendy Kopp (founder of Teach for America), Dave Levin (founder of Kipp), and Paul Farmar (Partners in Health).Fostered and sustained goal of community service; added significant value with development of grass roots philanthropic platform, planned volunteer days including recurring outings at Bowery Mission, a special event at Red Hook Community Farm, a fundraiser for earthquake victims in Haiti, and a holiday coat and toy drive.

Oversaw and provided strategic direction to Corporate Services Group, back-office support group encompassing Communications Department, Reception, and Coverage Generalist Associates and administered spending budgets in shipping & receiving and office supplies. Three direct reports and ~14 indirect reports. Reported to VP in Administration.* Saved 25% from prior years’ bill by moving shipping from UPS to FedEx and committing to longer term con-tract. Also cut annual expenses from $50kk to $45kk by negotiating contracts with new messenger service.* Reduced staff from 14 to 7 associates by adding process efficiencies. This allowed high performing staff to be transferred to other departments, other staff to leave through attrition, and underperforming staff to be let go.* Prepared comprehensive proposal forecasting savings of ~$200kk/year by recommending outsourcing mailroom so company could manage talent to maximum efficiency.

As Lead Associate, rotated among several departments including (but not limited to) Investor Relations, Treasury, Trade Accounting & Operations, Real Estate, Financial Reporting, and Legal to provide help with special projects.Special Projects:* Investor Relations: worked closely with IR management to help prepare RFP’s for launch of new long only fund by preparing documents for shipping on tight deadlines and researching data points on both fund offerings and respective institutions receiving RFP’s.* Financial Reporting: oversaw audit confirmation process which confirmed accuracy of investors’ assets in fund. Cut time to prepare audit confirmations at least 40% and increased process efficiency by working directly with systems department to upgrade/automate process.* Trade Accounting & Operations: monitored trades of Interest Rate Swaps desk and Credit Default Swaps desks, prepared trade confirmations, and negotiated trade agreements’ legal language. Reviewed ISDA master agreements and worked with Legal Department to review contract language.