Manager Project

NANCY M. LARKE

*** ***** **** ***** ****: (***)

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Rochester, Michigan 48307 E-Mail:

******@*******.***

SUMMARY

Extensive Executive Leadership experience in Financial, Accounting, and

Consulting industries. A pro-active, caring yet requiring, executive

administrator specializing in building Team Competence by way of

identifying, developing and leveraging individual skill sets. A high energy

employee, proficient in providing and fostering technical expertise.

Extremely organized in all areas of record-keeping, time management,

delegation and follow-up. Sensitive and timely in response to employee

issues and concerns while supporting management policies and employment

laws. Hands-on experience in:

Vendor Negotiation Policy & Procedure Development /

Writing

Information Systems / Communication Skills Training

Management

Franklin Time Management Salary / Budget Administration

NYSE / SEC Compliance Audits Facilities Management

Recruit, Hire, Train, and 'Grow' High Caliber Support Personnel

PROFESSIONAL EXPERIENCE

TACTICAL ALLOCATION GROUP, LLC, Birmingham, Michigan 2006 - 2009

An SEC Registered Investment Advisory Firm

Client Services Manager

Responsible for both direct and sub-advisory client service at high-level

account administrative level; new account openings, responding to /

resolving broad spectrum of account inquiries via Fidelity Investments

custodial venues, apprising CEO of transferred and funded new account

assets. Wholly responsible for maintaining client Investment Advisory

Agreements, adjusting management fee rates [both individual and

householded], and preparing / executing all data for quarterly billing

cycles, inclusive of manually prepared client invoices in an entirely

manually-driven system.

. Streamlined manual client billing process utilizing Excel spreadsheets

linked to data-gathering websites; successfully completed quarterly

billing cycle within 3-7 days of new quarter, encompassing $400,000,000

in assets from 450 direct clients and 15 Sub-Advisory clients;

. Orchestrated revamping of HNW client filing system for 450 individual and

200 householded TAG direct clients resulting in positive SEC Audit

feedback;

. Introduced and designed TAG New Employee Orientation process resulting in

a more positive image from the new associate perspective and a more

positive 'ramping up' and learning process for all TAG associates;

. Managed TAG's Hedge Fund POM process by way of logging, preparing, and

sending approved subscriptions to HNW clients ranging in initial and

additional investments from $200,000 to $5,000,000;

. Managed weekly Operations Meeting process by way of creating agendas,

facilitating work sharing process, and opening lines of communication

among TAG operations co-workers;

THE AYCO COMPANY, Troy, Michigan 2005 - 2006

A wholly owned financial services subsidiary of Goldman Sachs

Director of Office Operations

Responsible for directing/managing all aspects of a 40-employee office,

inclusive of support personnel management/development, property management

liaison, new space project planning, invoice/billing/fee resolutions for a

700-client base, internal/external client and employee meetings, event

planning, and salary/entertainment/supplies budget expenditures. Oversee

the delegated tasks of telephony and IS administration, training, vendor

invoice payment, and local benefits administration.

. Restructured support back-up teams, from a previous 'silo' culture,

ensuring high quality, seamless Account Manager and client service.

. Successfully addressed several long-standing employee performance issues

by way of coaching, counseling, mentoring, setting

objectives/accountability standards, resulting in measurable and positive

outcomes in improved attendance, interpersonal interactions, and

initiative in problem-solving and communication of same.

. Established weekly support team meetings to strengthen

intercommunications, ensure cross-training and work-sharing, and

brainstorm office and revenue-enhancing projects.

. Created financial spreadsheets to track/monitor region expenditures

encompassing supplies, entertainment, facilities, vendors, and new space

budgets.

HEWITT ASSOCIATES, Troy, Michigan 1999 - 2005

An international human resource consulting firm

Administrative Office Manager

Responsible for managing daily operations of 40-associate local office, and

two remote offices, inclusive of facilities, food services, property

management liaison, budget and salary administration, and information

systems. Unit Manager to 15 support associates in multiple practices and

locations; encompassed recruiting, interviewing, hiring, training and cross-

training, mentoring, and negotiating differences. Project Manager of high

profile client events, office relocation, renovations and remodeling.

. Facilitated local Detroit office growth from 4 to 15 support staff,

including virtual management of administrative teams in Pittsburgh and

Cleveland; coordinated bi-annual Performance Feedback sessions with local

and virtual support teams, and guided growth and objective attainment via

personalized and regular mentoring meetings.

. Assumed full responsibility for Food Services budgets in Detroit,

Pittsburgh, and Cleveland; created Excel formula spreadsheet to track

daily, weekly, and annual expenditures, resulting in under-budget savings

ranging from $3,000 to $15,000 for 6 consecutive years. Engaged by upper

management to train peer managers in Minneapolis and Chicago to initiate

similar cost-tracking practices.

. Project managed office move from 11,000 sq. ft. to 19,000 sq. ft. of new

space, encompassing office design, finish selections, furniture,

telephony, information and security systems, and food services.

MORGAN STANLEY, Troy, Michigan 1997 - 1999

An international investment firm

Executive Assistant to Branch Manager

Responsible for supporting Sr. Vice President/Branch Manager and

Administrative Supervisor in all administrative areas of office operation;

recruiting, sales promotion, communications, information systems, accounts

payable/receivable, facilities, supplies & requisitions, personnel & HR

administration, compliance, client service. To serve as liaison between

office of Sr. VP and branch office personnel, North Region, and national

network of Morgan Stanley.

. Assumed responsibility for entire information systems network for office;

included managing employee moves, tracking PC user ID's, and meeting firm

compliance requirements.

. Voted by office staff as Hardest Working and Most Professional, 1997.

COOPERS & LYBRAND, L.L.P., Detroit, Michigan 1995 -

1997

An international Professional Services "Big Six" Certified Public

Accounting Firm.

Manager, Office Administration

Responsible for managing daily operation of 500-employee CPA office over

five floors and eight departments including facilities, telecommunications,

information systems, research library, word processing and the hiring,

training and development of 40 executive-level secretaries.

. Facilitated election and created Support Services Advisory Council to

Management encompassing eight departments, 65 employees, and 13 elected

representatives for the purpose of effecting positive changes in the

workplace.

. Administered $1.2 million salary budget and annual review process for

four departments encompassing 45 employees.

DRAKE BEAM MORIN, INC., Troy, Michigan 1992 - 1995

The world's largest career consulting firm with over 150 national and

international locations.

Administrative Director

Responsible for the daily administration of an office supporting a Managing

Director, 35 Consultants,

3 satellite offices, 6 career centers, and more than 150 executive-level

candidates.

. Wrote, created, facilitated formal orientation for new candidates on

office procedures, introduction to database support systems, and job

search resources, which set the tone for a consistent and routine-based

environment for outplaced executives.

. Assumed responsibility for coordinating weekly career transition

seminars, encompassing 35+ workshops, 600+ participants; decreased

overall costs by eliminating pay to adjunct consultants at rates of $100+

per day.

. Promoted to Administrative Director with 15% increase in first 10 months

of employment.

MERRILL LYNCH, Bloomfield Hills, Michigan 1976 -

1991

Capital Markets Division

Administrative Manager, Assistant Vice President

Administrative Manager to parent and associate offices with combined annual

sales of $40 million. Involved in all areas of conflict management, law

and compliance of brokerage industry, litigation, customer service, and

human resources. During tenure, offices grew from 15 to 90 Financial

Consultants, 4 to 50 Administrative Assistants, and increased annual

revenues of $37.5 million.

. Administered $800,000 annual salary budget for parent and associate

offices, and scheduled 30 to 50 comprehensive annual performance reviews.

. Decreased Administrative Assistant turnover by 20% via implementation of

an original formal, structured training program, which was ultimately

adapted by other Midwest offices.

EDUCATION and PROFESSIONAL DEVELOPMENT

Oakland University, Rochester Hills, Michigan

School of Business Administration, 3.9 GPA

Recipient of 2003 Oakland University Writing Excellence Award,

First Place, Category 1 for "Detroit City Governance"

Michigan State University, East Lansing, Michigan

Mott Community College, Flint, Michigan

Managing People at Hewitt (HA) - 2000

Legal Issues (HA) - 2000

Adapting to Communication Styles (HA) - 2000

Diversity - Benefiting from Differences (HA) - 2000

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