Edward Mobberley

Similar Profiles

• Ahmed AdalemoAhmed Adalemo

  <ul> <li>Assigned and reviewed daily net asset value calculations performed by Senior Fund Accountant.</li> <li>Maintained accurate records of employee performance, attendance, leave requests, and disciplinary actions.</li> <li>Tracked progress on projects and provided timely feedback to staff members.</li> <li>Participated in recruitment efforts by interviewing prospective candidates for open positions.</li> <li>Ensured timely and accurate responses to client inquiries, managing quality of deliverables.</li> <li>Created staff allocation plans based on activity SLAs, assisting with internal and external queries.</li> <li>Facilitated successful completion of new client onboarding and fund launches.</li> <li>Reviewed administrative and accounting procedures, recommending solutions for efficient NAV production.</li> <li>Provided leadership through training, coaching, and supervision of staff members.</li> <li>Performed end-of-day reports and signed off on net asset valuations.</li> <li>Monitored employee productivity levels on a regular basis to identify areas of improvement.</li> <li>Directed and supervised team of 15 employees in daily operations.</li> <li>Monitored employee productivity to provide constructive feedback and coaching.</li> <li>Identified opportunities for process improvements, leading to cost reductions and increased productivity.</li> <li>Resolved customer complaints and issues promptly, ensuring customer satisfaction and loyalty.</li> </ul> at CIBC Mellon Global Securities Inc<ul> <li>Assigned and reviewed daily net asset value calculations performed by Senior Fund Accountant.</li> <li>Maintained accurate records of employee performance, attendance, leave requests, and disciplinary actions.</li> <li>Tracked progress on projects and provided timely feedback to staff members.</li> <li>Participated in recruitment efforts by interviewing prospective candidates for open positions.</li> <li>Ensured timely and accurate responses to client inquiries, managing quality of deliverables.</li> <li>Created staff allocation plans based on activity SLAs, assisting with internal and external queries.</li> <li>Facilitated successful completion of new client onboarding and fund launches.</li> <li>Reviewed administrative and accounting procedures, recommending solutions for efficient NAV production.</li> <li>Provided leadership through training, coaching, and supervision of staff members.</li> <li>Performed end-of-day reports and signed off on net asset valuations.</li> <li>Monitored employee productivity levels on a regular basis to identify areas of improvement.</li> <li>Directed and supervised team of 15 employees in daily operations.</li> <li>Monitored employee productivity to provide constructive feedback and coaching.</li> <li>Identified opportunities for process improvements, leading to cost reductions and increased productivity.</li> <li>Resolved customer complaints and issues promptly, ensuring customer satisfaction and loyalty.</li> </ul> at CIBC Mellon Global Securities Inc

• Leyani SolerLeyani Soler

  <ul><li>Spearhead all accounting operations, including A/R, A/P, payroll, and general ledger, for a midsized financial services firm, resulting in a 25% improvement in operational efficiency.</li><li>Prepare and analyze complex financial statements and reports, providing actionable insights to senior management and supporting data-driven decision-making.</li><li>Lead and mentor a team of 5 accounting professionals, fostering a culture of continuous learning and development, and achieving a 95% employee satisfaction rate.</li><li>Collaborate with external auditors and regulatory bodies, ensuring compliance with GAAP, IFRS, and internal control procedures, and successfully navigating annual audits.</li><li>Implement and manage a new accounts payable system, reducing processing time by 30% and improving accuracy by 20%.</li><li>Key Achievement: Successfully managed a complex merger and acquisition project, ensuring seamless integration of financial systems and minimizing disruption to daily operations.</li></ul> at Security Financial Services<ul><li>Spearhead all accounting operations, including A/R, A/P, payroll, and general ledger, for a midsized financial services firm, resulting in a 25% improvement in operational efficiency.</li><li>Prepare and analyze complex financial statements and reports, providing actionable insights to senior management and supporting data-driven decision-making.</li><li>Lead and mentor a team of 5 accounting professionals, fostering a culture of continuous learning and development, and achieving a 95% employee satisfaction rate.</li><li>Collaborate with external auditors and regulatory bodies, ensuring compliance with GAAP, IFRS, and internal control procedures, and successfully navigating annual audits.</li><li>Implement and manage a new accounts payable system, reducing processing time by 30% and improving accuracy by 20%.</li><li>Key Achievement: Successfully managed a complex merger and acquisition project, ensuring seamless integration of financial systems and minimizing disruption to daily operations.</li></ul> at Security Financial Services

• Jagdish ChaudharyJagdish Chaudhary

  <ul><li>Key Role: Heading the HSE & AI department and acting as a Senior Management Personnel (SMP)</li><li>Responsibilities:</li><li>Corporate HSE & AI Functions:</li><li>Developed and implemented IRM’s HSE & AI policy and management system.</li><li>Spearheaded leadership development and safety culture initiatives across all levels.</li><li>Facilitated internal and external HSE communications and corporate-level engagement programs.</li><li>Oversaw compliance for ERDMP certification, PCB consents, and environmental audits.</li><li>Led HSE training strategy including induction programs and annual training calendars.</li><li>Initiated and monitored HSE & AI performance improvement plans and audits.</li><li>Developed strategic safety KPIs, trend analysis, and corporate-level MIS reporting.</li><li>Managed safety tours, incident investigations, and safety reward programs.</li><li>Championed process safety, MOC, RCA reviews, and critical safety studies.</li><li>Ensured effective GA-level implementation of HSE policies and risk management.</li><li>Conducted safety campaigns, mock drills, and employee engagement activities.</li><li>Geographical Area (GA) Operations HSE & AI Oversight:</li><li>Engaged field teams and contractors for proactive HSE compliance and audits.</li><li>Reviewed and maintained Asset Integrity systems including HAZOP, QRA, and Risk Registers.</li><li>Participated in PNGRB, IMS audits and implemented corrective actions at GA level.</li><li>Facilitated incident reporting to authorities and supported root cause investigations.</li><li>Supported GA-level environmental and emergency preparedness programs.</li></ul> at IRM Energy Limited<ul><li>Key Role: Heading the HSE & AI department and acting as a Senior Management Personnel (SMP)</li><li>Responsibilities:</li><li>Corporate HSE & AI Functions:</li><li>Developed and implemented IRM’s HSE & AI policy and management system.</li><li>Spearheaded leadership development and safety culture initiatives across all levels.</li><li>Facilitated internal and external HSE communications and corporate-level engagement programs.</li><li>Oversaw compliance for ERDMP certification, PCB consents, and environmental audits.</li><li>Led HSE training strategy including induction programs and annual training calendars.</li><li>Initiated and monitored HSE & AI performance improvement plans and audits.</li><li>Developed strategic safety KPIs, trend analysis, and corporate-level MIS reporting.</li><li>Managed safety tours, incident investigations, and safety reward programs.</li><li>Championed process safety, MOC, RCA reviews, and critical safety studies.</li><li>Ensured effective GA-level implementation of HSE policies and risk management.</li><li>Conducted safety campaigns, mock drills, and employee engagement activities.</li><li>Geographical Area (GA) Operations HSE & AI Oversight:</li><li>Engaged field teams and contractors for proactive HSE compliance and audits.</li><li>Reviewed and maintained Asset Integrity systems including HAZOP, QRA, and Risk Registers.</li><li>Participated in PNGRB, IMS audits and implemented corrective actions at GA level.</li><li>Facilitated incident reporting to authorities and supported root cause investigations.</li><li>Supported GA-level environmental and emergency preparedness programs.</li></ul> at IRM Energy Limited

• Brad MitchellBrad Mitchell

  <ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA<ul><li>Manage three separate teams for which their scope includes middle office support for the client relations community including known population remediations, complex reporting as well as a business manager team executing on efficiencies and development opportunities (eleven individuals both domestic and overseas contingent workers). 13 years of Institutional Relationship experience, 7 of those involving people management</li><li>Currently own and assist with facilitating the client relation pieces of various Management Action Plans (MAP) and internal audits within Revenue Credit Account (RCA) and Service Level Agreement (SLA) areas</li><li>In February 2024 released the first Salesforce Intake system at TIAA after five years of development and advocacy. This build has been noted as the blue print for all future case management intake systems within Salesforce at TIAA providing efficiency and ease for the user while reducing risk for the company</li><li>Worked on advancements and efficiencies within the Service Level Agreement process including salesforce automation. Implemented continuous improvement projects which reduced specific quarterly reporting tasks from days to minutes as well as the inception of a single budget code to pull penalties from rather than dozens of different budget codes</li><li>Through partnership with operations, updated the standard operating procedures for Client Service Managers concerning non bulk Lost Earning Calculations in 2021 to be submitted primary through plan focus unless through special exception. This reduced volumes for my team around lost earning calculations by 22% compared to the year prior while providing a more seamless and straight through process for the external clients</li><li>Continue working through obstacles, avoid duplication of efforts between client relations and other support team within different departments while creating synergy towards “working as one”</li><li>Advanced public speaking skills presenting both in person and virtually to groups as small as senior leadership to hundreds of employees on various forums</li></ul> at TIAA