Jillian Daly

Led a full operational process redesign and system integration initiative to improve efficiency and scalability across private equity operations. Initiating Identified significant
operational bottlenecks impacting delivery and control. Defined objectives for process redesign and system integration. Planning Developed a detailed project plan for immediate
and enterprise‑wide implementation. Conducted cost‑benefit analysis and resource planning. Executing Led implementation of redesigned processes and system integrations.
Managed and developed a team of six across settlement, reconciliation, and administration functions. Coordinated with technology teams on API‑based integrations. Monitoring &
Controlling Managed risks, dependencies, and quality controls during implementation. Tracked operational performance metrics. Closing Delivered improved operational workflows
and controls. Presented project outcomes to executive leadership. Outcome Improved operational efficiency and strengthened controls for portfolios totaling $3.5B in assets.

THIS IS THE "OVER THE EDGE" EVENT THAT I WAS
THE PROJECT MANAGER ON WHERE I COORDINATED 10 WELLS FARGO EXECUTIVES FROM THE NORTHEAST TO ACTUALLY JUMP OFF A 13 STORY BUILDING IN HARTFORD,
CT TO RAISE $10K FOR THE SPECIAL OLYMPICS.

Served as Project Manager for Phase 0 and Product Owner for a strategic digital transformation initiativewithin Private Bank and Wealth Management. InitiatingDefined project
objectives for awhite‑label Margin Lending and Securities‑Backed Lending platform. Engaged stakeholders across technology, legal, compliance, and business. Planning
Developed project plans, roadmaps, and backlogs. Established governance, cadence, and delivery milestones. Executing Led cross‑functional Agile teams through execution of
Phase 0 deliverables. Coordinated delivery of regulatory, technology, and business outcomes. Monitoring &Controlling Managed scope, risks, dependencies, and stakeholder
expectations. Tracked progress against milestones and KPIs. ClosingCompleted Phase 0 and transitioned deliverables to next project phase. Delivered measurable improvements
to internal client experience. Outcome Achieved a 25%increase in internalNPSand delivered Phase 0 successfully

Led an enterprise‑wide digital transformation initiative for syndicated loan closing and operational processes. InitiatingConducted enterprise stakeholder analysis and needs
assessment. Presented findings and business case to ExecutiveCommittee. PlanningDefined project scope, milestones, and benefit realization. Developed Key Business
Requirements andUATcriteria. Planned systemintegrations and process re‑engineering initiatives. Executing Led multi‑streamexecution including APIintegrations andworkflow
redesign. ManagedUAT, systemimpact analysis, and change management activities. Monitoring &Controlling Tracked schedule, risks, and benefits realization. Ensured delivery
alignedwith quality and regulatory standards. ClosingDelivered two systemintegrations generating $3.147Min efficiency gains. Transitioned solutions into operational ownership.
OutcomeDelivered $3.147MROIand improved operational velocity across front and middle office teams.

Led the design, development, and delivery of an enterprise reporting and analytics platformsupporting executive leadership. InitiatingDefined project objectives in collaboration
with executive stakeholders. Completed knowledge transfer and current‑state assessment. PlanningDeveloped comprehensive project and product plans, roadmaps, andRAID
logs. Defined schedules, dependencies, and acceptance criteria. Executing Led cross‑functional delivery teams through development, testing, and implementation. Coordinated
UATand managed delivery of systemenhancements. Led an emergency project plan to migrate critical APIs under accelerated timelines. Monitoring &Controlling Managed scope,
quality, risks, and stakeholder communications. Ensured alignment to executive expectations and operational readiness. ClosingDelivered Phase 1 and transitioned the platformto
BAU. Documented lessons learned and operational support models. OutcomeReduced operational effort from29 hours to 8 hours per week. Delivered an AI‑enabled reporting
platformsupporting multiple enterprise domains.

Role Description
Project Objective: Leading delivery of an MVPto standardize and automate pre‑campaign cost estimation and analytics, improving cycle time, consistency, auditability, and decision
quality across proxy campaign planning. Project Description &Responsibilities: Initiates and manages project governance, including charter development, stakeholder alignment,
RACIdefinition, RAIDand decision logs, and milestone planning aligned to fiscal‑year objectives. Plans and controls scope through structured discovery, current‑state process
mapping, and prioritization of automation and analytics use cases. Directs cross‑functional execution across product, engineering, data, UX, operations, and finance, ensuring
integration of business requirements into deliverable increments. Oversees data integration and quality management, including definition of data contracts, validation checks, and
rule‑based analytics supporting campaign difficulty indicators and solicitation population optimization. Manages delivery of scenario‑based cost modeling and assumption capture
using finance‑approved pricing inputs with version control and audit trails. Executes monitoring and controlling activities through pilot planning, parallel runs, stakeholder feedback,
and KPItracking. Guides transition to operations by establishing training, adoption metrics, and an ongoing governance model for calibration and continuous improvement. Key
Deliverables: MVPplatformcapabilities, standardized estimate outputs, governance artifacts, pilot evaluation, KPIframework, and future‑state roadmap.