Fidelity InvestmentsI took ownership of an existing executive tax preparation program that was suffering from fragmented communication and coordination issues. The program involved multiple stakeholders including executives, EY, Ayco, and various internal team members, but lacked a unified management approach. Executives were reaching out to different team members with questions, creating confusion, and our external partners at EY and Ayco were receiving conflicting information about critical payroll timelines—a situation that risked errors and undermined service quality.
To address these challenges, I redesigned the entire process around centralized accountability and proactive communication. I established myself as the single point of contact for all executive inquiries, eliminating the confusion of multiple touchpoints. I instituted monthly check-in meetings with EY and Ayco to ensure alignment and prevent miscommunication about deadlines and requirements. Additionally, I built a semi-annual deck that consolidated important updates and calendar dates from both the equity shares and tax teams, giving all stakeholders a clear, synchronized roadmap.
The impact was evident in our annual executive survey, where participants provided positive feedback specifically highlighting the value of having one clear point of contact and noting improved service quality from both EY and Ayco. By bringing structure and accountability to what had been a diffuse process, I transformed the executive tax prep program into a more efficient, reliable operation that better served our leadership team.
