Mike Parrinello is a director within the Financial Services practice. He leads large and impactful change initiatives for his clients and has extensive experience working with accounting systems of large asset managers and service providers, managing various aspects of the system development life cycle, and providing oversight of significant technology implementation and migration projects in middle- and back-office environments.
Mike is a trusted advisor to senior executives at some of the world’s top asset managers and service providers, advising them on how to best effect operations and technology changes within their organizations. He is a seasoned project manager, facilitator, and expert communicator, who frequently represents clients in front of their business partners in the investment management industry.
Select project engagement experience includes:
Led the development of the service provider oversight model for an asset manager’s credit investment group; developed the client’s oversight procedures, end-state process flows, and the requirements process for a suite of oversight/control reports to be developed by the service provider; spearheaded all migration testing prior to each wave of conversion, including the reconciliation of asset attributes, month-end tie-outs, and performance returns. As a result, the client reduced costs and improved the control environment of the outsourced model, while growing the assets exponentially and continuing to successfully launch new collateralized loan obligation vehicles.
Created and executed an initial growth plan for a sizable hedge fund administrator, including the appropriate staffing by functional area; managed the recruiting efforts, working directly with the recruiters and the managers of the group, personally screening resumes, and interviewing candidates for supervisory and management positions. While acting as chief of staff, the group grew from less than 40 people to over 100 operations personnel in one servicing location.
Assisted a global asset manager to improve their client onboarding process. Mike and a team of business analysts helped the asset management group establish standards for client onboarding, allowing the group to narrow its focus, improve the process for nonstandard client/fund launches, and identify attributes of new business that create complexity in onboarding, and therefore could expose the organization to additional risk. Mike’s team created a prototype tool that captured all drivers of complexity, assigned complexity ratings, and facilitated the data capture of client information and the flow of information to downstream users in the organization, including operations, risk, finance, sales/relationship management, and compliance.