As the Chief Operating Officer at Money Counts, Doug Milone plays a pivotal role in steering the organization towards its ambitious goal of achieving a tenfold increase in assets under management (AUM) by the end of the decade. With a robust background in program management...
As the Chief Operating Officer at Money Counts, Doug Milone plays a pivotal role in steering the organization towards its ambitious goal of achieving a tenfold increase in assets under management (AUM) by the end of the decade. With a robust background in program management and strategic planning, Doug is adept at transforming complex organizational structures into streamlined, efficient operations. His leadership philosophy centers on developing talent into value-added leaders who serve as catalysts for change, fostering a culture that is both values-driven and purpose-led.
Doug's current focus encompasses a wide range of key projects, including the implementation of cutting-edge technologies that enhance operational efficiency and client servicing. By leveraging his expertise in IT strategy and business process improvement, he has successfully driven initiatives that not only optimize workflows but also elevate the overall client experience. His commitment to teammate development is evident in his strategic approach to training and mentorship, ensuring that every team member is equipped to contribute to the organization’s growth trajectory.
Moreover, Doug is instrumental in spearheading strategic initiatives related to practice acquisition, identifying and integrating new opportunities that align with Money Counts' long-term vision. His proficiency in change management and risk management enables him to navigate the complexities of the financial services industry, ensuring that the organization remains agile and responsive to market dynamics. Through his multifaceted skill set and unwavering dedication, Doug Milone is not just shaping the operational landscape at Money Counts; he is redefining what it means to lead in the financial sector.
