THOMAS J. GRANAGHAN32 Bond Street(732) 801-3833Bridgewater, NJ firstname.lastname@example.org COO/SVP, CLIENT/INVESTOR SUPPORT SERVICES FINANCIAL SERVICES/ASSET MANAGEMENTA leader in the financial services/asset management industry, experienced at Asset Management, Broker Dealer Strategy and Client/Investor Services consistently delivering quality results. Accomplished at managing diverse business units, and diverse groups of people, to help organizations grow through process change. Fosters an environment of empowerment with high employee involvement, motivation and morale. FINRA Licensed: Series 7, 24, 65, 99. MBA. CORE COMPETENCIES: Asset Management, Operations, Compliance, Client Service Delivery, Risk Management, Marketing, Product Launches, Distribution Strategy, Project Management, Six Sigma, Green Belt, SOX, Process Improvement/Re-Engineering, Outsourcing, Vendor Management, Employee Development/Team Leadership, CRM - Salesforce.com, Sales Logix, Microsoft Office
EXPERIENCELORD ABBETT & CO, Jersey City, NJ 2004 2015Leading asset management company with $140B in assets.Managing Director, Distribution Sales & Marketing Managed the Sales, Marketing and Services Departments with 32 on-site and 25 outsourced direct reports. Directed the Retail Service Center, providing support to Financial Advisors, Branch Offices, Wholesalers. Supervised a team handling all mutual fund and offshore/UCITs funds client service. Oversight of the Institutional Service Center. Managed the Sales Distribution budget (MF/IRAs $6.3B). Managed key vendor partners - Transfer Agent (DST), Broadridge, Merrill Corporation, RR Donnelly. Reduced Mutual Fund expenses by $5 million annually causing the average expense ratio to be reduced by 2bp: Assessed all drivers contributing to fund expenses. Led team which implemented - electronic delivery of shareholder communications, elimination of redundant advisor reports, replacement of paper stock for prospectuses/annual reports, combining multiple mailings, switching fulfillment vendors, elimination of unnecessary communications, establishment of new fee schedules. Increased market share of retirement plan products. Conducted assessment of all products and client experiences. Presented 75 recommendations - eliminated annual custodial fees, simplified applications and forms, added functionality to website, established real time client feedback process, re-designed quarterly statements, updated problem resolution processes, enhanced service training: Resulted in a 750% sales increase (from 2,000 to 15,000 new accounts annually in 5 years). Improved brand recognition and market share by transitioning from mass marketing to strategic targeting of advisors. Built a comprehensive strategy focusing on creating rules and governance for data streamlining and organization. Planned business requirements, technology resources, budgets, milestones: Overall reach and touch points increased 200% in first 3 years while number of advisors buying Lord Abbett mutual funds increased 67% from 30,000 to 50,000 over 6 years. Increased the SMA product profit margin rates from 3% to 15%: Exited platforms that were unprofitable as well as adjusted fees for existing relationships to appropriate levels. Implemented new protocols to determine future profitability when considering new SMA products.THOMAS J. GRANAGHANPAGE TWO
LORD ABBETT & CO (continued) Reduced the number of Institutional Service and Support personnel by 50% over 9 months and annual support costs by 30%. Reduced turnaround time for client requests by 70%: Using the Harvard Business School Process Re-engineering approach, led a cross organizational group which assessed all processes and services which supported the Institutional business - comprehensive gap analysis and envision future exercises conducted producing over 175 recommendations. Increased overall sales by 80% by increasing usage of the enterprise CRM tool from 10% to 90% over 3 years:Conducted interviews with senior members and sales personnel to determine what information was being used to effect sales behavior while working with IT and CRM vendor to determine most effective ways to enhance CRM offering. Numerous enhancements as well as improved data quality enabled sales team to more effectively determine sales touch point approaches. Shareholder and Advisor client services were mostly outsourced providing no transparency on how well clients were served. Produced analytical touch point strategy that detailed the impact of advisor behavior to future sales. Determined which warranted full transparency: Insourced 40% of service touch points. Implemented call tracking procedures with 3rd party service providers. Now have access to 100% of all service interactions. Quarterly Mutual Fund Shareholder statements were ranked very low in the industry by 3rd party expert, Dalbar. Worked with Dalbar to conduct a competitive assessment and perform a comprehensive gap analysis to determine enhancements needed. Over 75 recommendations offered with majority of changes implemented: Improved yearly Dalbar rankings from #52 (out of 55) to #2 within 2 years of changes and ranked #1 over the past 2 years.
MERRILL LYNCH & CO, INC., Somerset & Hopewell, NJ1988 2004Prior to the merger with Bank of America, a leading financial management and advisory company managing client assets of $1.6 trillion.Director of Brokerage Services, Financial Advisory Center/Merrill Edge Responsible for managing an organization of 180 service and processing professionals supporting 400 Advisors that managed $25B in client assets. Implemented new service model, "Virtual Assistant", combining elements of a branch office and home office service enabling successful absorption of 25,000 new accounts per month. Model in place 13 years later: Completed end-to-end assessment of all services and processes needed to handle rapid amount of accounts being absorbed and determined "best practices" of account processing conducted in the home office and branch offices. Promoted from Director, Senior Vice President, Merrill Lynch Trust Company; Director of Strategic Solutions, Merrill Lynch Re-Invent; and other positions.
EDUCATIONMBA, Business Management, 1991, RIDER UNIVERSITY, Lawrenceville NJBA, Finance, 1988, RIDER UNIVERSITY, Lawrenceville NJ