Management of New Securities Working Group (NSWG), which include collaboration with Front Office, Legal and Compliance, Pricing, Middle Office, Analytics, Trade Support, Back Office, and Custodian teams to ensure the capability to support the instruments they intend to trade. Liaison among Portfolio Managers, Brokers, Back Office, and the Compliance Department to guarantee timely trade settlements and account onboarding processes for emerging markets. Oversight of all facets of claims management within the back office, and analysis of claims memo submissions and validating payment authorizations. ― Establishment of new process for closely monitoring status of account openings and reconciliations between internal systems.― Efficient governance in processing across all back-office functions, encompassing Reconciliation, Claims, Trade Settlements, and Project Management.― Employment of a central knowledge base and documentation system which enabled seamless knowledge sharing among teams.― Driving force in delivering process improvement initiatives that brought significant impacts, including:o 50% increase in efficiency and an 80% improvement in stakeholder communication by streamlining NSWG workflowo 15% increase in resource allocation efficiency by implementing monthly business performance metricso 20% reduction in the onboarding time for emerging markets accounts through strategic process improvemento 40% project sign-off rate through the development of dashboards for transparencyo 15% reduction in claims through insights and guardrails utilizing Power BI for claims oversight process digitalization

Execution of monthly governance calls with the administrator to identify key initiatives, pain points, and TRS goals. Leadership to a team of associates accountable for daily operations. Partnership with custodian banks to address investment reporting matters. Final Reviewer and Approver for cash wires for capital calls and fee payments to guarantee timely and accurate execution of cash movements. Development and verification of the Investment Section of the TRS Comprehensive Annual Financial Report (CAFR).― Automation of the data validation process and construction of the investment section of the TRS comprehensive annual financial report (CAFR) which decreased redundancy and manual risks while improving efficiency by 25%.― Enhancement of workflow processes and procedures documentation by addressing key risk areas and establishing remedies, including automation and single source data point.

Implementation of a client fit assessment (CFA) documentation based on the client's proprietary workflows and system utilization, while integrating industry standards across their organizations. Management of key client relationships, including guiding new users through AIM onboarding and engaging with clients daily. Use of consultative engagement for robust buy-side client partnerships. Assessment of client portfolios to identify workflow gaps and opportunities for expanding the footprint of AIM and Bloomberg products. Display of in-depth knowledge of Bloomberg's products and its integration within financial markets, while positioning solutions to address client requirements.― Reductio of 20% in implementation costs by designing a framework for project engagements, fostering collaboration across departments and reducing data-gathering redundancies through standardized documentation and streamlined communication.― Key efforts in minimizing the average project duration by one week through continuous automation that increased data accuracy and risk mitigation.― Improvement in the average net sale amount by 9.5% by guiding a team of four, identifying their strengths and assisting the Sales Team in achieving new business targets.

― Generation of annualized savings of approximately $800K through successful and timely implementation of a new OMS trading platform.― Reduction of failed trades by 50% through development of system best practices on Eze Castle and Bloomberg for Portfolio Managers and Traders to create and execute trade orders across all asset classes matching industry standards.― Re-engineering of operational process to limit risk of potential manual errors resulting in single point data entry and to limit redundancies to increase efficiencies, which minimized reconciliation breaks by 30%.