A career built leading through the moments when the business outgrew how it operated.

At Morgan Stanley, I owned the operating model for investment operations and data operations within Parametric, supporting a $350B AUM multi-asset platform. I led a global organization of more than 110 people, carried approximately $75M in operating responsibility, and served on the firm's Executive Risk Committee.

Parametric's acquisition by Morgan Stanley coincided with the integration of the Eaton Vance SMA business. That created simultaneous organizational, technology, data, risk and governance change. My role was to keep the business operating while redesigning the structure around it for greater scale, stronger controls and a different level of institutional rigor.

At Parametric, I led a 60-person investment operations organization spanning data, controls and workflow functions across a complex multi-asset business. The role centered on building the operating capacity the business needed to keep growing, including global coverage, stronger control disciplines, better decision visibility and more scalable technology-enabled workflows.

It was where operations, data and technology became inseparable parts of the same leadership problem: how to increase scale and complexity without losing control, service quality or organizational effectiveness.

I joined Parametric in 2013 and moved into the Director role the following year. I led a 30-person organization across post-trade, reconciliation, corporate actions and market data, while taking on both organizational turnaround and core infrastructure change.

The work required stabilizing a challenged organization, strengthening leadership and operating discipline, and replacing systems that had become constraints on growth without disrupting client service.

I worked with executive leadership and financial advisors across a four-state wealth management complex on investment and operational risk, trading discretion, and KYC and AML requirements. I served as risk counsel to branches on complex supervisory and client matters and acted as the region's designated Futures Risk Specialist for its most complex client relationships.

The role gave me direct operating exposure to the advisor-facing wealth management model, where risk, regulation, client needs and frontline judgment intersect.

I progressed through internal controls and investment operations leadership at Edge, ultimately serving as Vice President, Investment Operations for a $26B+ institutional and mutual-fund business. Then part of Washington Mutual, the role reached well beyond traditional operations into fixed-income and derivatives processes, GIPS compliance, regulatory reporting, technology implementation and acquisition integration.

It was also where the business-technology relationship became fundamental to how I worked. I became comfortable getting close to systems, data and technical decisions because understanding what the business needed and what the technology could make possible were rarely separate questions.