Cheri Spaventa

Managed large-scale projects and introduced new systems, tools, and processes to achieve challenging objectives, resulting in overall growth of PTC from approximately 900 employees to 1400 employees.

• Served as liaison between business end-users and IT to help translate requirements.
• Implemented new and updated operational standards, policies and procedures.
• Coordinated cross-functional teams to determine timely delivery and compliance of project requirements.
• Monitored project progress, identified risks and implemented corrective measures to acquire success.
• Crafted and maintained project plans and schedules to meet organizational objectives.
• Communicated progress and roadblocks to senior leaders and key stakeholders.
• Directed changes to project scope and cost and implemented appropriate change management processes to keep project on track.
• Provided strong leadership to enhance team productivity and morale.
• Held Monthly meetings with business end-users to review their existing project portfolios, potential new projects and address any issues.
• Partnered with IT PMO Director and Project Management team to incrementally review and improve IT PMO methodologies, tools and best practices.

Divestiture of Foresters asset management business

• Managed disciplined and flexible approach to planning and execution of multiple projects that comprised multi-phase transition and business wind-down program.
• Managed and coached 15 Project Managers.
• Results: On-time transition of 400-person sales force with 90% retention, their blocks of business and client data, 42 sales offices – 10 weeks from announcement to deal close.
• On-time transition of asset management business and large-scale conversion of transfer agent and fund accounting functions to third-party administrator.
• Established and managed portfolio reporting infrastructure and process for all transition projects, collaborating closely with multiple buyers and Foresters stakeholders.
• Results: Increased transparency of activities, prioritization of resources and faster issue and risk identification and resolution.
• Assisted in organizing and overseeing assignments to drive operational excellence.
• Provided strong leadership to enhance team productivity and morale.
• Developed proposals and presentations for internal and external audiences.

Project Management Office Leadership

• Ensured consistent application of Project Management methodologies, tools and reporting.
• Implemented best practices in project management methodology to ensure quality results are achieved.
• Evaluated existing procedures and developed new ones as necessary to improve effectiveness of operations.
• Coordinated with Strategy and Planning area to develop seamless approach to planning, execution and capacity management.
• Engaged enterprise PMO to drive consistent application of PMO disciplines.
• Led cross-functional team (Cross-Program Review Committee), responsible for identifying and resolving interdependent project issues (e.g. Resource conflicts).
• Managed and provided leadership to team of 5 project managers.
• Resolved conflicts among team members by facilitating discussions and providing guidance when needed.

• Led and coached team of 4 Project Managers.
• Managed project portfolio reporting process.
• Drafted and distributed reports on project prioritization and resource allocation.
• Spearheaded cross-functional Program Management meetings to discuss project status, issues, risks, resource utilization and prioritization.
• Mentored staff in best practices for project management and problem solving techniques.
• Built relationships with key stakeholders from external organizations to create mutually beneficial partnerships.
• Conducted regular performance reviews to assess employee progress towards team goals.
• Facilitated monthly meetings with department heads to review objectives and metrics for success.
• Oversaw operations and provided corrective feedback to achieve daily and long-term goals.

Planned and managed multiple strategic projects simultaneously, deploying best-practice project management disciplines to execute to plan, engage stakeholders, identify issues and risks, and deploy appropriate mitigation:

• Electronic transformation initiative: new sales tools, paper-less new business processing and e-signature, and change management, resulting in dramatic improvement of NIGO rates (90% to 40%) and complete shift in sales new business processing - from paper-based submissions to near 100% electronic.
• Office Expansion Initiative: streamlined all real estate activities for current and future sales offices, resulting in 3 new offices opened, relocated multiple offices and created real-estate playbook to facilitate future activities.
• Sales Force Optimization/Transformation Initiative: Created Hub & Spoke Offices, realigned Sales Office Regions, title codes and reporting structures.
• Sales Office Expansion Initiative: New Independent Contractor Recruiting Model, improved retention and productivity, new recruiting pools (e.g. licensed reps with no book, outside business owners).

Contributed to growth of Advisory business accounts and AUM from approximately 3000 to over 5000 accounts and approximately 700M to over 1B AUM.

• Managed multiple strategic projects with numerous sub-projects or workstreams.
• Collaborated with business leadership to set priorities based on business needs, resource capacity and risk exposure.
• Identified and communicated customer needs to IT team.
• Facilitated workshops and conducted one-on-one training to educate team members.
• Identified program obstacles and communicated possible impacts to team.
• Maintained positive vendor relationships.
• Participated in pilot tests and revised programs based on feedback resulting in new “Rep-As-Advisor” Program.
• Led Advisory rebranding effort.

Delivered projects that resulted in over $10 million dollars annual revenue from new business streams and have increased the clientele by over 10% over five years.

• Led team of 4 offshore members, offering constructive feedback on their work performance.
• Liaised with clients to better understand business needs and current market landscape.
• Led release prioritization and change management process for multiple trading systems.
• Prioritized roadmap in order to achieve product goals and metrics.
• Developed product documentation to communicate upcoming features and products to internal teams.
• Collaborated with sales, marketing, and support teams to launch products on time and within budget
• Collaborated with sales, marketing, and support teams to launch products on time and within budget.
• Displayed high level of critical thinking in cross-functional process analysis and problem resolution for new and existing products.
• Maintained positive vendor relations to build strong partnerships.