Executive Experience
I have spent my career leading across the seams of the enterprise, where operations, technology and data intersect with risk, compliance, governance and organizational change.
I have worked across boutique and global investment organizations, moving from frontline leadership into Managing Director roles with increasingly broad enterprise responsibility. At Morgan Stanley, I owned the operating model for investment operations and data operations supporting a $350B AUM multi-asset platform.
The through-line has never been a single function. It has been the problems that sit between them: integrating an acquired business while our own organization was being acquired, replacing infrastructure that had reached its limit, building data and control environments capable of supporting scale, and leading substantial change without losing the business already running underneath it.
Experience at scale
The numbers establish scale. The more important story is what had to keep working while the organization was changing: client service, controls, data integrity, technology, people and decision-making.
Selected Experience
I launched my own business to help CEOs and leadership teams navigate growth, complexity and consequential change. The practice brings together executive advisory and operating leadership, drawing on more than two decades of experience building and leading complex organizations.
Following Morgan Stanley, I undertook selective executive advisory work while deepening my knowledge of technology, AI and organizational change. I remained active in industry and executive communities, building on my operating experience and exploring where it could contribute next.
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.
2026–Present
I launched my own business to help CEOs and leadership teams navigate growth, complexity and consequential change. The practice brings together executive advisory and operating leadership, drawing on more than two decades of experience building and leading complex organizations.
2024–2025
Following Morgan Stanley, I undertook selective executive advisory work while deepening my knowledge of technology, AI and organizational change. I remained active in industry and executive communities, building on my operating experience and exploring where it could contribute next.
2021–2023
Managing Director, Head of Operations & Head of Data Operations
Parametric Portfolio Associates, a Morgan Stanley company
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.
2017–2021
Managing Director, Investment Operations
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.
2013–2017
Director, Investment Operations
Supervisor, Investment Operations
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.
2011–2013
Risk Officer
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.
2005–2009
Vice President, Investment Operations
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.
Earlier career
My earlier career also included roles at Russell Investments and Smith Barney, as well as earlier roles within WM Advisors/Edge Asset Management. Together, those experiences gave me an early view into investment management and wealth businesses operating at very different scales and with very different models.
What the career adds up to
What worked for an earlier version of the business eventually stops being enough.
Implementation is not transformation. The operating model has to change too.
Data and governance are not back-office disciplines. They determine what leadership can know and therefore what it can decide.
I have experienced M&A as the acquired organization, the acquiring organization and both simultaneously.
I have worked in boutique environments with institutional obligations and inside large institutions where autonomy, judgment and client intimacy still mattered.
Those experiences now shape how I approach organizations facing their own inflection points.
The current chapter
Today, I work with leadership teams when the problem crosses traditional functional boundaries and the answer is not yet obvious. Growth, acquisitions, technology and organizational change often expose gaps that no single function can resolve on its own.
My experience helps me see how those gaps connect, determine what needs to change and provide the judgment and leadership to move the business forward.
