Director-level operations professional with fifteen years of strong operational, client services and relationship management experience. Proven track record of leveraging technology to strategically create efficiencies and improve processes that result in an impeccable client experience. Background also includes custodial services, compliance, risk management and corporate governance.
Accomplished Consultant drives organizational improvements through leveraging expertise in research and system enhancement. Well-versed in collaborating with employees and leaders to resolve control and procedural problems negatively affecting business operations. Dedicated to cost, process and resource optimization.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. J.W. CRAIG
61 REVERE STREET, UNIT 3, BOSTON, MASSACHUSETTS 02114
(603) 305-2733 | bostondubs@gmail.com
EXECUTIVE PROFILE
Director-level operations professional with fifteen years of strong operational, client services and relationship management
experience. Proven track record of leveraging technology to strategically create efficiencies and improve processes that result
in an impeccable client experience. Background also includes custodial services, compliance, risk management and corporate
governance.
SKILLS/TECHNICAL EXPERTISE
● Operations & Client Services
Management
● Client Service Improvement
● Strategic Leader and Thinker
● Team Manager
● C-Suite and Executive-level
Presentations
● Verbal & Written Communication
● Microsoft Office
● Perform by Investortools
● Business Relationship
Management
PROFESSIONAL EXPERIENCE
BRECKINRIDGE CAPITAL ADVISORS, INC, Boston, MA 2006 – 2016
Vice President/Key Accounts Manager, Consultant Relations (2015 – 2016)
Directly responsible for business development and relationship management of clients totaling approximately
$10B out of a total $26.5B AUM.
▪ Successfully initiated, developed and retained relationships within RIA, broker-dealer and institutional business
channels resulting in net positive annual growth.
▪ Leveraged Salesforce to consistently meet annual pre-defined sales goals through the execution of business plan.
▪ Performed new business and client review presentations to C-Suite and executive-level investment professionals,
effectively gaining and retaining client accounts.
▪ Mentored and trained new employees sharpening skillsets and increasing experience necessary for success in
consultant relations.
Vice President, Director of Client Services (2011 – 2015)
Improved operational efficiency through identifying process issues and implementing strategic, technological solutions while
maintaining economies of scale.
▪ Managed all aspects of Client Services team of three individuals including acting as escalation point to resolve
client and account issues; conducting annual employee reviews; supervising new hire process when needed.
▪ Assisted Chief Compliance Officer with annual mock audit and acted as secondary point of contact for overall
compliance-related operational issues and review of marketing content ensuring compliance with SEC regulations.
▪ Selected to serve on Governance Committee and as head of Risk Committee.
Vice President, Marketing & Business Development (2006 – 2011)
Was an integral part of Business Development team of three professionals responsible for increasing AUM by 30% and 34% in
2008 and 2009, respectively.
▪ Served as primary liaison between Client Services/Operations & Business Development teams, guaranteeing
portfolios were implemented correctly per client-specific customization and Investment Policy Statements.
▪ Collaborated with EVP and SVP to execute sales strategy, helping to grow business from $4.6B to $15.4B in five years.
▪ Produced and presented portfolio analysis reports for prospective end-clients, partnering with advisors to obtain new
clients.
2. J.W. Craig Page 2
SHEPHERD KAPLAN, LLC, Boston, MA 2004 – 2006
Operations Associate
Coordinated with executives and partners of firm to develop operations department while spearheading the development of
best practices involving operational policies, processes and procedures.
▪ Effectively worked with both managing partners and investment advisors to provide client portfolio analysis for
productive client meetings.
▪ Successfully managed the investment manager due diligence and mutual fund research processes allowing the
Investment Committee to make more informed recommendations.
▪ Oversaw client reporting for private client and institutional consulting groups producing timely and accurate client
reports.
▪ Managed overall client service, including working with custodians on all account-related activity to ensure smooth
transition of accounts and client satisfaction.
BRECKINRIDGE CAPITAL ADVISORS, INC, Boston, MA 2003 – 2004
Client Administration Associate
Responsible for all aspects of client “life-cycle” tasks including client “on-boarding”, accurately administering changes in client
information and processing client terminations.
BROWN BROTHERS HARRIMAN, Boston, MA 2002 – 2003
Corporate Actions Specialist, Global Custody
Responsible for performing specialized operational securities processing activities in support of the firm’s business lines.
Primary focus was on daily deliverables and execution of defined procedures and analysis while gaining and understanding the
“big picture” and how work impacted the firm.
EDUCATION
B.A., Economics, magna cum laude; Concentration in Japanese Studies, GETTYSBURG COLLEGE Gettysburg, PA (2001)
▪ Study Abroad, KANSAI GAIDAI UNIVERSITY, Osaka, Japan (Fall semester, 2000)
SECURITIES LICENSE
FINRA Series 65
VOLUNTEER ORGANIZATIONS
Dana-Farber Leadership Council 2011 – Present
Annual Giving Committee Co-Chair 2014 – Present
Visiting Committee, Basic Science and Personalized Medicine 2013 – Present