Julie Muse is a strategic project lead with 18 years of experience in financial services. She excels at leading collaborative efforts to solve business challenges and build effective teams. Her expertise includes relationship management, leadership, process improvement, business development, compliance, risk management, and operations. Previously, she held vice president and manager roles at SunTrust Robinson Humphrey and SunTrust Investment Services, where she led initiatives to improve controls, reduce costs, and increase use of client data. She also has experience as an independent consultant and financial advisor.
Growing mid-cap firm is seeking a FPA Director for the group's leadership team. Must have experience building data analytics & partnering with business. Comp =$170K+
ITSMA Infographic Six Steps to Engaging the C-SuiteITSMA
The rise of the connected economy and new business strategies has made executive engagement and executive-level selling more important than ever.
ITSMA’s new infographic, based on survey data with 50 senior marketers from leading B2B technology and business services firms, highlights the six ways in which leaders in executive engagement stand apart from their peers, including:
Strategy and planning
Executive insight
Content for conversation
Training and support
Collaborative innovation
Measurement and review
With billions of dollars being invested in aging infrastructure, Strategic Performance Management programs are essential to confirming the mission, vision and goals of the organization, managing costs, meeting regulatory requirements and meeting customer expectations. A well implemented program provides effective and efficient business process improvement, strategic planning, asset optimization and service delivery.
How to create the bond between client and vendor that will bring the success in the uncertain world of software development?
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural, resource and location constraints has proven to be challenging. From the perspective of the client, let’s see how to use Agile and create definition of done, obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view, let’s see what to give to provide to the client and how to communicate with during the development.
Growing mid-cap firm is seeking a FPA Director for the group's leadership team. Must have experience building data analytics & partnering with business. Comp =$170K+
ITSMA Infographic Six Steps to Engaging the C-SuiteITSMA
The rise of the connected economy and new business strategies has made executive engagement and executive-level selling more important than ever.
ITSMA’s new infographic, based on survey data with 50 senior marketers from leading B2B technology and business services firms, highlights the six ways in which leaders in executive engagement stand apart from their peers, including:
Strategy and planning
Executive insight
Content for conversation
Training and support
Collaborative innovation
Measurement and review
With billions of dollars being invested in aging infrastructure, Strategic Performance Management programs are essential to confirming the mission, vision and goals of the organization, managing costs, meeting regulatory requirements and meeting customer expectations. A well implemented program provides effective and efficient business process improvement, strategic planning, asset optimization and service delivery.
How to create the bond between client and vendor that will bring the success in the uncertain world of software development?
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural, resource and location constraints has proven to be challenging. From the perspective of the client, let’s see how to use Agile and create definition of done, obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view, let’s see what to give to provide to the client and how to communicate with during the development.
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
1. JULIE A. MUSE
2159 Parkview Lane NW | Atlanta, GA 30318 | 404-545-4203 | juliemosysko@gmail.com
STRATEGIC PROJECT LEAD
Leads collaborativeefforts to solveboth client-facingand internal business imperatives. 18 years of
corporate experience across various business verticals with specialized focuson financial services. Excels
as a liaison between various organizational leadership levels to build effectiveteam structures.
Accomplished at solving client and team challenges with creative solutions and strategies that align
actions and behaviors with business vision and mission. Strategic thinker and practitioner with intense
focuson financial and cultural productivity.
EXPERTISE
Relationship Management Leadership Process Improvement
Business Development
BSA/AML, KYC
Compliance, Risk,
Governance
Tax Info Reporting
Operational Risk
PROFESSIONAL EXPERIENCE
CONSULTING, Atlanta, GA, 2014 -2015
Independent Consultant / Contractor
Scoped, assessed and performed independent audit of Broker-Dealer’s Anti-Money Laundering
Program
Implemented Control Officerrole: prepared and offered solutions to strengthen control
environment and provided guidance forimproved use of data to support upcoming regulatory
changes at First Data Corporation
Notable Achievements
Providequality consultative services within scope, budget and expected timeframe
SUNTRUST ROBINSON HUMPHREY, INC., Atlanta, GA, 2007-2013
Corporate Investment Bank | Capital Markets, a division of SunTrust Banks, Inc.
Vice President, Capital Markets Operations
Liaised across six product verticals maintaining workingknowledge of areas of risk, compliance,
corporate policy,and industry best practices within each functionalarea including: Equities, Fixed
Income, Derivatives, Agency Services, Syndicated Finance and Foreign Exchange
Developed and maintained relationships withkey stakeholders, served as a liaison between
business leaders and Compliance, Operations, Operational Risk, Legal, Audit, and Technology
Providedmanagement with information to accurately determine compliance / operational
deficiencies and led effortsto develop and implement programs designed improve overall process
and controlenvironments
Notable Achievements
Led initiatives to improve controls, data integrity, and trade processes resulting in an estimated
$2M+ cost savings whichalso significantly reduced operational risks
Orchestrated multi-department, $1.5M initiative to centralize Client Onboarding; identified and
pursued more than 100 improvement opportunities; reduced and reallocated head count by 60%
Coordinated with operational teams and business leaders to improve collectionand management
of client information; thereby, exponentially increasing use of data for management and metrics
2. SUNTRUST INVESTMENT SERVICES, INC., Atlanta, GA, 2005-2007
Retail Broker Dealer |Registered Investment Advisor, a division of SunTrust Banks, Inc.
Program Manager, Compliance & Operations Manager, Business Analyst
Gained 3 promotions overa 5 year period increasing scope and responsibility forexemplary
contributions supporting both the flagship branch officeand at the corporate level.
Key contributor and leader in effortsto consolidate SunTrust Securities and Alexander Key
Investments (2005); acted as Subject Matter Expert and liaison to Operations, Technology,
Compliance and Accounting on pre- and post-consolidation projects
Assisted in the development, administration, and monitoring of processes and trade practices to
ensure compliance with applicable laws, regulations, and rules governing operations
Notable Achievements
Facilitated $1M+ in savings by consolidating and re-negotiating market data and vendor contracts
Directly supported the CEO,and delivered expert, broad-based guidance to branch networks
Playeda key role in building the flagship branch officeby establishing and implementing Ops &
Compliance procedures
Oversaw and supervised sales trading practices, client onboarding, and full scope of branch
operations
MORGAN KEEGAN & CO., Atlanta, GA, 1999-2002
Financial Advisor
Specially chosen to transition from a Registered Sales Assistant to Financial Advisor, successfully
completed all fourphases of the firms’ intensive Financial Advisor Development Program
between 2000-2001
Notable Achievements
Primarily accountablefor transitioning $16M+ AUM from transactional/commission basis to fee
based managed advisory services.
Delivered exceptional client service: business development, prepared and lead performance
reviews and client meetings
PROFESSIONAL DEVELOPMENT
Licensure
FINRA Series 7, 9/10, 63 & 66
CRD# 3179647
Lean Six Sigma, 2010
Green Belt Training
EDUCATION AND TRAINING
Master of Business Administration
Webster University, Charleston, SC
Bachelor of Science, Economics
University of West Georgia, Carrollton, GA