Katie DeLorenzo
I’ve been doing some version of the same job for more than twenty years.
The titles changed. The problems got bigger. The tools got better.
The work itself stayed remarkably consistent.
The through line
I get dropped into something complicated and figure out what should exist instead.
I started my career in 2005 close to the work itself, in finance and operations. Over time, the problems I was asked to solve pulled me across process design, technology, automation, data, platforms, strategy, operating models, and enterprise transformation.
That progression was less deliberate than it might look on a résumé.
Each step happened because solving the next problem required understanding more of the system.
A broken process led to process redesign. Process redesign led to automation. Automation led to platforms. Platforms exposed operating-model and data problems. Eventually, the work became connecting business strategy, technology, data, governance, and execution across complex organizations.
The common thread was never a particular function or technology. It was seeing what was missing.
Career arc
The room changed. The problems got bigger. The work stayed the same.
Left: the résumé. Right: the problem landscape that kept expanding.
2005–2007
McCann Erickson / IPG
Financial Analyst
Learn the system.
Corporate finance and internal audit across 33 agencies. The early pattern was already there: understand how the pieces fit, then make the work easier to see and manage.
2007–2009
Vastardis Capital
Senior Operations Analyst
Improve the work inside the system.
Private-equity and hedge-fund administration. More complexity, more dependencies, more opportunity to standardize and remove friction.
2009–2011
Goldman Sachs
Senior Operations Analyst · Futures
Build mechanisms, not workarounds.
Global margin settlement and post-crisis operations. Built tracking tools and global procedures from the settlement floor.
2011–2017
BlackRock
VP · Strategic Initiatives, Global Client Onboarding
Turn institutional knowledge into infrastructure.
A global operating framework spanning 195 countries, 180 currencies, all asset classes, and dozens of stakeholder teams. Replaced 19 fragmented spreadsheets with one configurable system.
2017–2018
BlackRock
VP · Technology Strategy & Innovation
Redesign the operating model itself.
Automation, straight-through processing, emerging technology, and the architecture required to reduce human intervention across investment operations.
2018–2023
Lincoln Investment
Chief of Staff to COO/CTO · Director of Platform Strategy
Connect the whole enterprise.
Operations, service, technology, M&A, prioritization, platforms, automation, performance management, and executive decision-making across a ~$50B broker-dealer.
2023–2026
Macquarie → Nomura
Executive Director · Platform Strategy / Global Public Markets Technology
Translate strategy across a global investment platform.
Technology strategy, data, research, portfolio management, ETFs, AI, operating models, vendors, architecture, and transformation across a ~$166B public-markets business.
2026–
DeLorenzo Solutions
Founder
Bring the same brain closer to the problem.
Use judgment, systems thinking, technology, automation, and AI to build operating leverage for businesses that can move much faster than an enterprise.
The problems got bigger. The work stayed the same: understand, distill, build, scale.
How I see
I tend to see the system behind the problem.
Sometimes the request is for a tool.
Sometimes it is an automation, a platform, a new process, a strategy, or simply something that has become much harder than it should be.
My instinct is to understand what is underneath it first.
Where is knowledge trapped? Where are people compensating for a bad system? Where are handoffs creating unnecessary work? Where has the business changed but the infrastructure underneath it has not?
The visible problem is not always the real constraint.
Finding that distinction is often where the leverage is.
Then I build
The useful part is turning the insight into something the business can actually use.
I have never been particularly interested in producing a recommendation and leaving someone else to figure out what happens next.
Over the course of my career, that has meant building operating frameworks, redesigning workflows, introducing automation, modernizing platforms, integrating businesses, defining technology strategy, changing how teams make decisions, and carrying programs through implementation and adoption.
- 195
- countries in BlackRock’s global onboarding framework
- 100+
- automations delivered at Lincoln Investment
- ~30 FTE
- of capacity created through automation at Lincoln
- ~$166B
- public-markets business supported at Macquarie / Nomura
The scale changed. The pattern did not. Understand the whole system. Find what matters. Build the better way.
AI + leverage
AI changes the leverage, not the work.
For most of my career, building something meaningful required a technology organization, a budget, a delivery team, and a long implementation cycle.
That is changing quickly.
AI gives me a much shorter path between understanding a problem and building something useful enough to change how the work gets done.
That is why I care about it. Not because AI is the product. Because it expands what one person—or one small team—can actually do.
The underlying discipline is the same one I have been practicing since the beginning.
Why DeLorenzo Solutions
The same work, closer to the problem.
After more than two decades inside large, complex organizations, I wanted to work closer to the person feeling the problem and closer to the point where a decision becomes action.
Established founder-led businesses are especially interesting to me because they often have real complexity without layers of transformation infrastructure around them.
The founder compensates. The team compensates. Processes accumulate. Tools get added. Growth creates opportunities faster than the operating system underneath the business evolves.
That is exactly the kind of environment where I am most useful.
I can get inside it quickly, understand what is really happening, find the leverage, and build something that changes how the business operates.
That is the work I built DeLorenzo Solutions to do.