I recently joined this new fintech firm to help them introduce a new AI-powered investment solution to institutional investors such as registered investment advisors, banks, and family offices. NextFolio’s ensemble active management (EAM) transforms active investing with advanced data science and machine learning. We tackle the major challenges of traditional active management: high fees, inconsistent results, and dependency on single-manager insights. By employing Ensemble Methods we tap into the real-time collective wisdom of multiple talented mutual fund managers. This innovative approach allows us to craft dynamic and precise strategies ready for clients to deploy.

Why Mousetrap? The word is synonymous with innovation. And it fits my entrepreneurial spirit. My wife and I set-up Mousetrap Enterprises as an umbrella for our diverse projects including our (short) foray in the fitness industry, our successful small-scale hospitality business (airbnb.com/h/mousetrap), and my current consulting projects. While the word mousetrap is a symbol of entrepreneurial spirit, the name of our business interest was first inspired by the mousetrap-shaped door knocker on our guest cottage.

I was hired by the founders, two ultra-wealthy industrialists, to manage the back office of this boutique fiduciary services firm – 80 clients with avg net worth of $650M – while the president handled sales and relationship management. Despite that, within 3 months I was assigned 4 clients and then within a year 4 more. I then added 3 new clients to the roster. The avg net worth of my clients was $1.8B. Back at the office, I focused our business on ultra-high net worth (UHNW) client advisory services by pursuing high value-added strategic wealth planning opportunities with UHNW (>$200M) families. I implemented a trustee fee increase of 400% and re-negotiated custom advisory fees. I also built a new information security program and improved board communication and operations.

I was hired to orchestrate a management buyout from the parent company, Camden National Bank. To satisfy prospective capital providers, I needed to make substantial improvements to achieve competitive return for shareholders. I increased profitability and reduced risk by: selling our retirement-plan business line; terminating unprofitable accounts; increasing fees; and improving our new business results. Annualized revenue increased 31% per relationship and overall annualized expenses reduced 24%. After four years of improvement and numerous potential suitors, the parent company elected to keep and integrate the business.

• Organizing member, new financial holding company to operate as a private bank using mutual ownership model, in which clients are owners.• Conceived ground-breaking business model and developed business plan.• Developed 80 prospects, including more than 30 family offices, with average assets of $300M.• Conducted pre-filing meetings with Office of Thrift Supervision and Federal Deposit Insurance Corp – developed relationships with senior regulatory officials.• Recruited management team of seven senior investment, fiduciary, and banking professionals, as well as attorneys from several national law firms.

Managed overall operations of private corporate and family office (Four Sixes Ranch, oil and gas, security, real estate, aviation) including financial and human resources management, oversight of investment portfolio, and oversight of operating entities (175 employees). Signing authority for all legal entities and accounts.

As Chief Technology Officer, I improved the reliability and responsiveness of the tech organization to our business units. When Franklin Templeton acquired our company, I was a key member of the 5-member business integration committee. I also lead disaster recovery planning, which was put to the ultimate test when our offices in the World Trade Center were destroyed. We had systems back online within a day and were ready to trade when markets re-opened 4 days later.I was then promoted to be the first Chief Administrative Officer of the High-Net Worth division, serving for 4 years with responsibility for strategic planning, relationship management, client and account administration, budgeting, personnel, operations and technology. I managed 60 professional staff (including 30 portfolio managers) and 220 administrative personnel. Key projects included off-shoring our account administration, which reduced NY admin headcount by 63 FTE and admin payroll expense by 63%. I had personal responsibility for 3 of the firm’s largest clients (total assets of $250M) and led a sales team in landing a significant new client with $100M in assets.

Global financial services, operations and technology, consulting and outsourcing.