Example Client Solutions Delivered

Refined the client service delivery model for the 1,700-person global group to better serve its 400+ investment managers worldwide. This included working extensively with senior executives in London, Dublin and Chicago to define the model, optimize key client servicing processes, re-design and align the organization, then team with high potential employees around the globe to identify then scale servicing better practices globally. Recognized at one of the top three initiatives leading the growth of the business unit.

Led the definition, design, and operationalization of a corporate risk strategy to enable 7,000+ employees worldwide to work from home and continue to operate the business in certain emergencies. Throughout this multi-year project, charged with partnering with leadership across Business Units, Technology, HR, Finance, Audit, Operations, Risk, Human Resources, Legal, Education, Corporate Communications in all geographies to identify impacts, build the infrastructure, communicate the value, gain executive sponsorship, and engage the employees to support the program.

Developed change leadership strategy and implemented change management methodology to implement enterprise performance management [linking budgeting, planning, forecasting and strategy]. Developed and delivered organizational learning strategy for the 350 mid- and senior-level leaders, including introducing eLearning, revising competency definitions and updating the performance management process. Was the first non-employee to receive the annual company Outstanding Service Award.

Developed a business transformation approach to assist organization in managing a significant shift in business strategy. Specifically, partnered with top 20 senior business leaders and their key team members to identify key organizational implications of moving the alliance members onto a common technology platform for its reservations system. Developed an extensive learning strategy for each business unit to rollout over a three-year period. Conducted preliminary internal talent assessment to identify high potentials.

Built a knowledge management, organizational development, leadership alignment and learning strategy to prepare the CFO and 2,700-person Finance division to operate as a public company and to prepare for the implementation of SAP Financials. Three-year program included a $1M business process and technology training and e-learning effort to ‘re-tool’ the top 1,000 Finance leaders worldwide. Integrated significant leadership coaching, training for junior staff up to partner level, competency modifications, performance management, succession planning and strategic change initiatives. Led a team of 50 professionals located in North America, Europe, Asia and India.