As Vice President of Operations, in addition to those responsibilities from my previous position, I have assumed oversight of the relationship with the RPS Indian Service Center and other 3rd party vendors. Further, the role has deployment and support responsibilities for the reconfiguration of branch-level operations to drive increased Underwriter capacity through activity and role alignment throughout the policy life-cycle.

As Vice President - Project Management, I have oversight for RPS's M&A due diligence and post-close merger partner integration processes. Additional responsibilities include propriety insurance carrier partnership Program development, facilitating business growth with the retail division of Arthur J. Gallagher & Co., and other key strategy projects.

Projects Led Include:• Due Diligence Project Management: Project Managed the due diligence for the company’s largest acquisition valued at >$300M. Led a team of eight sub-teams (80+ people in total). Prepared due diligence findings and acquisition recommendations which were approved by the AJG Board of Directors. • Data Reporting Capability Enhancement and Analysis: Identified the primary business drivers to the renewal processes of a critical business segment and guided the establishment of reporting capabilities for the same. Reporting allowed for processing consolidation of the segment and insurance carrier consolidation and operational efficiency implementation.• Accounts Receivable Write Off Avoidance: Collected $3M of a merger partner’s receivables at risk for bad debt write off. Project's collections beat reserves allowance by $600K.• Process-Mapping & Fraud Exposure Assessment: Documented claim Adjuster payment-related processes and overlaid manual and system controls to identify areas of fraud risk. Recommendations drove the implementation of enhanced payment-related data analysis and the definition of new reporting criteria to address fraud detection blind spots.• Support Operations Staffing Modeling: Created a branch- and business segment-level model to project support staffing at optimized productivity benchmarks. Projections were compared to existing staffing levels to establish subsequent year's budget savings targets.

Pro-bono strategy consultant and project manager for consulting engagements provided to non-profit organizations. Clients included Rock for Kids, Chicago Run, and Asian Human Services.

• Sales and Distribution Strategy: Led an engagement with a $500M medical supplies distributor to identify alternate selling practices for its core business and market entry strategies for three new markets. Entry strategies were coupled with strategic sales operations effectiveness recommendations.• Improved Customer Retention: Characterized an opportunity for improved membership retention with $600M health club chain through improved member activation marketing, extended average attrition times, and targeted reactivation marketing efforts. Engagement also generated initiative action plans to realize revenue improvements of $28M.

• Operational Configuration Restructuring: Led the evaluation of and planning for changes in raw material supply and production capacities for the largest domestic producer of dehydrated onions. Developed implementation work plans for a highly time-dependent configuration shift with annual net production and supply chain cost savings of $11M.• Managed Care Profitability Improvement: Guided a Managed Healthcare Provider profitability optimization initiative for a $9B pharmaceutical manufacturer’s three largest drugs. Identified $25M in opportunity from decreased rebates and increased revenues, and delivered payer-specific action plans to drive opportunity realization.• Strategic Growth Evaluation: Identified profitability growth opportunities and evaluated strategic alternatives for a $2B producer of frozen potatoes. Created market strategy to optimize retail performance vs. the market leader and private label participants. Sized and assessed the profitability of adjacent frozen appetizers market leading to strategic market expansion with operating margin benefits of $10M.• Cost Model Creation: Created and trained client in the use of an activity-based costing model for $40M IT department of a top 20 university. Model provided for cost allocation of all aspects of direct and indirect, capital, variable, and fixed costs. Led all facets of four person engagement team from client interaction to model structure design. • Pricing Management Assessment: Performed pricing management practices assessment at five divisions of a $6B diversified global manufacturer of construction and mining equipment. Recommendations for company-wide changes allowed client to establish repeatable, data-driven price setting practices and unify net price realization reporting.

Managed staff of 20 inside sales direct reports (order entry to fulfillment). Included oversight of all customer service issues, ensurance of pricing accuracy, claim resolution, and training of staff. Worked with all support departments to facilitate timely shipment of product, ensured outside processing was seamless, and ensured prompt and accurate inquiry quotations.

Member of executive leadership team reporting to the head of the division. Oversaw Q.A. Department responsible for all testing and dispositioning of product. Worked with purchasing to qualify new suppliers, apply new grades of raw materials, and utilize off-prime product for cost savings. Had responsibilities in satellite facilities for the same. Handled all technical product claim responsibilities for both suppliers and customers. Championed ISO registration process for manufacturing facility.

Various engineering assignments included: participation on a defect elimination team which ran experiments on multiple production lines; was support engineer for a flat roll steel processing line; was process engineer for a bar products inspection line in support of upstream process improvements; and supported Technical Services in the publishing of field product defect analysis and product metallurgical characterizations.

Developed procedures for ISO registration implementation for manufacturing elements of the business (slitting lines, embossing lines, and a cut-to-length line). Handled all customer and supplier rejections originating internally or via customer rejections.