Our Precepts of Success

Strategic Execution
Performance Optimization
Operational Resiliency

• There is no substitute for the facts: “Yes” + “But” = “No” 
• ​“Good” is relative; articulate your vision of “good” to ​determine “good enough”
• Ownership comes with accountability
• Transparency is not loss of control
• Consensus is not loss of authority​
• Tone at the Top manifests as collaborative action
• Policy reflects culture; Procedure shapes behavior
• The right questions inform appropriate solutions
• Change is the result of transition driven by teamwork

Subject Expertise

Project Management 

Establish an action–based system empowering team members to accomplish goals, hold themselves accountable, and ensure deliverables are transparent and timely.

​Governance Frameworks

Reconcile disparate positions and account for all stakeholder, vendor, and regulatory requirements to create and deploy new governance frameworks, policies, and product workflows.

​Crisis Management and Problem Resolution

Analyze and organize data into actionable information to develop high priority risk-based responses.

Communication

Ensure comprehensive understanding of issues and appropriate escalation through strong written and oral skills.

Past Collaborations

Enterprise Resiliency & 
​Crisis Management

• Stabilized and rebuilt a global Business Continuity Management Program creating a holistic planning and crisis management model.
• Developed resiliency protocols in partnership with cyber security, vendor risk, and TechDR to improve global response capability.
• Appointed to a 2-a7 board in the 2008 credit crisis to design processes to monitor assets  and report on asset eligibility; Managed break-the- buck situations to protect NAV.
• Established the global framework to comply with the FFIEC’s Appendix J requirements  to identify and mitigate Supplier Risk.

Operational Risk & Oversight of
​Controls and Conduct

• Managed complex balance sheet optimization projects to reduce risk-weighted assets by 30% through process redesign and staff training. Optimized systemic controls to support full collateral and netting benefits.
• Responsible for regional Entity Level Control Assessments under Sarbanes Oxley, ensuring alignment to the Significant Classes of Transactions.
• Designed scenarios to assess risk and  aggregated at-risk status utilizing RCSA .
• Developed a Data Governance Strategy including program elements and conceptual model.

Governance Frameworks &
​Oversight Models

• Post a $13.5 billion merger, designed the governance frameworks and procedures supporting retail and commercial banks’ investments in interest rate and credit products.
• Rationalized policies and adapted processes to align with changing regulation: e.g., the Volker Rule and Heightened Standards to assure segregation of duty across three lines of defense and eight risk verticals.
• Chaired the SIFMA committee to redefine the Industry Crisis Management Framework, clarifying roles and responsibilities with internal and external partners, such as the FS ISAC.​          

​New Product Approval & 
​Process Efficiency

• Integrated the newly acquired securities lending business into the firm’s governance frameworks with fully approved workflows, ensuring client execution within 90 days.
• Reengineered the global firm-wide governance framework for new product approvals, assuring comprehensive front-to-back reviews and improving time-to-market by up to 50%.
• Redesigned the Client-Onboarding Process to decrease time-to-transaction by 45% and to assure evidence of compliance with PATRIOT Act.
• Replaced a legacy general ledger and loan servicing system of an FRB bank branch to harness automation and improve stability.

Siobhan M. Dunn

Siobhan M. Dunn founded DonebyDunn to partner with firms and boards who want to augment their leadership for specific strategy objectives and project goals. Siobhan creates an environment that empowers stakeholders, increases impact, leverages existing strengths, and embraces the transition required to capitalize on change.  

Previously she served as the Global Head of Business Continuity Management for Morgan Stanley. In this role she had responsibility for firm-wide continuity planning and the coordination of the firm’s response in the event of disruption or crisis.
 
Prior to that position she served as the Chief Operating Officer for the investment portfolios of Morgan Stanley Bank N.A. and Morgan Stanley Private Bank National Association, and as Secretary of both banks’ Retail Lending Pricing Committees. In these roles she managed new product development, coordinated regulatory dialogue, and developed policy and procedure that aligned transaction activity to risk strategy. Previously, she was the Global Head of Project Management for Bank Resource Management, the firm’s funding division. 
 
Before joining Morgan Stanley, she served as the Head of Operational Risk Management, Americas and also served as the Chief Operating Officer for Global Debt and Capital Markets for Dresdner Bank, North America. Siobhan began her financial career as a trader of mortgage and treasury options at Lehman Brothers and Euro-dollars at the First National Bank of Boston. 
 
Siobhan believes in supporting her communities and focuses her philanthropic efforts on education and diversity. She remains active in the Women’s Bond Club, having served on the Board where she chaired the Rising Star and Target Programs Committees. She co-founded the Jersey Chapter of the Marine Corps Scholarship Foundation and currently serves on the Greater New York Leatherneck Celebratory Ball Executive Committee.

She graduated from Georgetown University with a B.A. in English Literature and then received a Masters in Finance from New York University's Leonard Stern School of Business.