Alexander Lowry

Led projects and programs facing significant challenges as Co-Head of U.S. Project Management Centre of Excellence. - Operated client engagements in large scale business transformation, change management, performance improvement, portfolio management, & project turnaround. - Oversaw full lifecycle of multiple projects concurrently from pre-sales and proposal through execution and delivery. - Managed highly collaborative, 5 to 25 person engagement teams, to ensure profitability.

The Annual Fund Exec Committee is a group of key volunteers who have particular expertise & experience in Annual Fund solicitations. They work closely with the office of Annual Giving, the Director of Development, & the VP for Institutional Advancement. The Annual Fund Exec Committee meets periodically through the fiscal year, either in person or via teleconference, to provide consultative advice to the Director of Annual Giving and the Annual Giving Staff.

Board member for PA Consulting Group's $1Bn corporate pension plan. Became first under age 30 trustee as well as first selected below Partner rank. Member of DC Management Committee. Led five-person Investment Committee: evaluated, selected, and monitored investment managers; directed review of existing governance arrangements, resulting in decision to become first UK DB plan to appoint fiduciary manager. Oversaw appointment and implementation of BlackRock; modeled cash flow projections.

Mainspring, a venture-backed e-strategy consulting firm that went public in 2000 and was sold to IBM in 2001, partnered with Global 2000 firms to develop and commercialize digital business strategies. Led design of an international trust company's call center strategy. Performed cost benefit analysis of establishing in-house vs. outsourcing. Completed benchmark and channel survey of outsourcing firms. Created Standard & Poors' eBusiness strategy.

Boutique consulting firm catering to small and medium-sized financial service companies. Analyzed financial statements of companies. Constructed models to quantify benefits of recommended changes. Recommended changes to client programs and activities resulting in cost savings of $10M+.