Advisor Group project lead for assessment of managed services providers resulting from AIG divestiture. Core focus was to identify a partner capable of providing the Advisor Group with the IT infrastructure previously provided by AIG while enabling seamless continuity of business capabilities, advisor experience, application performance and services equal to or surpassing levels under AIG. Authored requirements for Data Center, Telephony, End User Compute and Managed Services. Worked closely with external consultants to identify providers, develop RFP, vet provider capabilities, assess IT security comprehensiveness, review SOWs and provide cost/benefit assessments to CIO. Ensured that, as a stakeholder, the Advisor Group’s IT needs were closely aligned with future partner’s abilities and that any application, function, platform or service dependencies not within the vendor scope were identified.Interacted closely with provider’s executive team, program managers and technical/engineering staff. Promoted close collaboration to leverage provider and consultants’ experience, proactively identify issues, influence key project decisions and achieve rapid outcomes.Participated in numerous summits related to each tower (Data Center, Telephony, End User Compute, Operational Readiness) to engage in opportunistic enhancements to infrastructure and services, contingency planning for areas of risk and to provide detailed information to stakeholders.Worked closely with AIG Transition Team leads; built a strong rapport that enabled the Advisor Group position to be heard while operating under the constraints of the Transition Services Agreement.

Recruited by CIO to aid in strategic initiative focusing on marketplace competitiveness for AIG broker-dealers. Initiative’s charter was to identify potential business and system processes subject to productivity improvement and implement innovative solutions to support a narrow-margin business model. Responsible for delivering the initiative’s first outcome: retirement of licensing and registration legacy systems maintained on separate broker-dealer platforms (AS400, ALPHA, CEASAR) and replacement with a single licensing application. Subsequent projects included realignment of broker-dealer regions and broker-dealer consolidations.Managed all phases of the IT project life cycle, including project initiation, requirements and specifications, design, construction, testing, installation and post implementation for a variety of net-new systems and enhancements to existing systems. Examples include: Sponsor-Product Management System; Legal Tracking System; Client Letter System; Protegent PTA (Sungard); Prospectus Fulfillment.Managed annual compliance mailing to over 1.5 million clients; held costs constant over a three year period.Engaged third party vendor for initial client address cleanup, ongoing verification and automated bar code employment on mailings. Result: accurate delivery and forwarding of regulatory materials; databases that reflect accurate and current client address; significant postage discounts; and reduced materials cost. Assigned to lead Advisor Group participation in AIG Disaster Recovery exercise; executed first successful Disaster Recovery exercise in Advisor Group history.Methodology: Engaged multiple business and technology groups and worked with virtual teams located offshore [India] and across the U.S. [New York, Atlanta, Phoenix, California].

Managed core projects to position Pershing’s broker and institutional workstations as strategic competencies. Responsible for quality of deliverables’ alignment with core business processes. Uncover end-user requirements through interaction, analysis, functional expertise and guided discovery; generate design requirements and specification documents; articulate solutions and manage consensus among business and technology groups; manage the project process across diverse development groups in the U.S., India and Ireland.

Managed development of proprietary tax lot accounting and performance reporting system. Identified system and operational enhancements that facilitated growth of account base from 40,000 to over 1 million accounts on the system. Supervised staff of 6; interfaced daily with Donaldson, Lufkin and Jenrette retail and asset management advisors and branch managers; established strong rapport necessary to align business unit and system functions with expectations, integrate enhancements, underscore commitment and deliver service.

Assigned to The Chase Manhattan Bank, N.A., Global Securities Services. Facilitated implementation of SunGard Systems World Investment System; converted global investment portfolios from both Chase and Chemical banks' existing systems, establishing a concurrent asset portfolio in the SunGard system; for selected pilot relationships, provided daily accounting of investment position.

Produced investment strategy studies; computed and interpreted 26 separate stock averages; administered a hypothetical, actively managed portfolio; interacted with trading desk and institutional clients.

Employed the leadership necessary to guide and maintain the critical focus of military units in a variety of functions. Managed large, autonomous staffs, analyzed and interpreted performance data, and achieved goals. Day to day, hands on experience managing multi-disciplined employees in organizations ranging in size from 40 to 180; provided leadership and motivation while fostering the teamwork and positive attitudes necessary to accomplish organizational objectives.