After Invesco's acquisition of Oppenheimer, I took the remainder of 2019 and subsequently 2020 to assist my family with both planned and unplanned life events. During that time I learned that we can achieve our most substantive growth during the unexpected, and I am both grateful and stronger for it.

I was brought in to build out and lead a new DST/Oppenheimer relationship, daily operations and support team from the ground up. As a DST content expert I also assisted in the conversion effort on to the DST system, leading multiple work streams while collaborating with 20+ others.In December 2018 Invesco's acquisition of Oppenheimer was announced, shifting the conversion effort from a migration of Oppenheimer business processes and data to that of a consolidation with already present Invesco data on the DST platform. A monumental effort from all involved resulted in an on-time, supremely successful conversion.Unfortunately as part of the Invesco acquisition Oppenheimer business operations here in Denver were shut down shortly thereafter in July 2019.

After a fantastic career working and living in Kansas City for 20 years, I decided to explore relocating to a new city and find new beginnings. The perfect opportunity arose soon thereafter when Oppenheimer Funds signed on to become a DST customer. I made the move to Denver and came aboard to build out and lead Oppenheimer's DST relationship, daily operations and support team.

This multi-faceted, complex role involved full leadership over the support and success of DST’s largest SaaS customer (100M+ annually). My core responsibilities were relationship management with senior leadership, leading 25 on- and offshore staff, manage financial laden service levels, monitor data security, and collaborate with product managers and Agile teams.Support/Relationship manager- Primary contact and escalation conduit for customer senior management, 24/7 availability for critical issues and outages system-wide- Manage 170+ financial service levels for quality/delivery/availability; SLA penalties up to $2k/min- Meet budget and $3.5M annual revenue goal- Conduct Planning and Operations meetings with customer senior leadership- Own collaboration between internal DST and corresponding customer organizations- Data security. Monitor, approve and report activity and transmissions- Partner with DST/customer portfolio product managers to roadmap enhancements to the system- Support Agile and support teams as a subject matter expert in SLA’s, data warehouse, commissions, payments, daily confirmations and quarterly periodic confirmsSupport team- 25 business, technical and offshore associates- Collaborate daily with 100+ customer associates on 450+ monthly tickets. Some examples would be issue reporting, research, reports, escalation, etc- Web API maintenance and error reporting- Small development projects- Large events such as annual data purges, transcripts, conversions- Data Warehouse support / enhancement- Oversee custom testing platformsNotable achievements:- Increased billable margins 25% by optimizing workflow and intake processes utilizing JIRA, Kanban, and Lean Continuous Improvement- Spearheaded new JIRA based revenue tracking and billing process used for $1M in monthly invoices- Led associate engagement committee overseeing massive cultural change for 1k associates, reporting directly to Executive Management

As a project manager my primary responsibilities were leading a team of project leaders, coordinating with the customer to roadmap the project pipeline and budget, act as a subject matter expert, and lead transformational product enhancements in critical business areas. All required working cross-functionally across multiple organizations within both DST and the customer. I led a team of 6 - 9 project leads responsible for meeting our $10M annual budget. Projects were typically budgeted from 100 - 3500 hours each ($15k - $500k), utilized waterfall / SDLC, and required heavy coordination between our teams, DST internal teams, and corresponding customer teams.As part of the project development leadership team, I met monthly with the customer's project mangers, product managers, and executive management to jointly roadmap the intake, prioritization, and initiation of enhancements to the system.Two of my most notable achievements were the successful implementation of the below:I directly led a multi-year effort to transition the customer to a new commission and fee payments platform. This platform allowed payment for various fee types such as G12b-1, Trailer Fees, Service Fees, Admin Fees, 3rd party payments thru the NSCC / DTCC. Each quarterly payout totaled over $400M.Concurrently, myself and one of my project leaders transformed the customer’s warehouse reporting presence, growing their volume from 20 DB2 tables to well over 400+, representing over 4 terabytes of data. Additionally, we developed week-long SQL training courses given on site to the customer report writers.

My time as a project leader was defined by longer term SDLC projects deemed critical by the customer. The most important typically ran between $250k and $500k, and were highly sensitive due to their direct impact to millions of shareholders and dealers. Most notably were the following two efforts.Migrated the customer to DST’s high feature Output Delivery product that connects with 3rd party vendors (specifically Broadridge) to produce daily confirmation statements. This product handled custom data extraction and delivery for daily, periodic, prospectus, letter of intent, and account option confirmations, as well as redemption and dividend checks.Converted the customer on to the DST share aging commission product used for payment of dealer G12B-1 fees. This was a complex conversion of over 1 billion lines of data and represented approximately $200 million payouts to dealers each quarter once complete.