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Corporate Officer responsible for strategic direction and company financial performance. Led enterprise-wide global operational and transformation strategy. Improving customer value chain with efficiency and effectiveness. Manage Shared Services across 6 global centers. Led global team of 7,000 across 20 countries and 6 continents in underwriting, claims, and customer service. Supported by finance, HR, IT, communications, and legal. Managed budget of $300M. Reported to Global COO. Business Mandates:Global Business Services • Turn around an organization with overly broad focus, minimal engagement with business leadership, perception of minimal added value, and little scalability. • Identify and implement emerging technologies. Improving customer experience and reducing unit cost. Preparing company for digital workforce. Transformational Leadership• Lead and execute complex change management program for enterprise and global businesses. Accomplishments:• Implemented outcomes-based process improvement framework. Created more agility to adapt to changes in the market and financial conditions. • Led re-engineering of manufacturing processes to become digital through data science, robotics, sensors, and mobile. • Developed shared services model. Providing customers and businesses with best balance among cost, quality, and scale. Reduced annual operating costs 50%.• Established robotics and machine learning strategy and capabilities. Provides flexibility for market entry and exit with little investment. Prepares company for changing workforce.• Improved customer outcomes through cultural change. Created behavioral science unit with individual and team-oriented performance metrics. Rewarded improved quality and productivity.• Created account management function. Accountable for defining business needed services and adding more value.• Developed strategy focusing on 10 priority services. Consolidated locations to reduce operational costs.

Corporate Officer. Global responsibility for development and execution of Loss Mitigation strategies (Fraud, Litigation Management, Medical Management, Salvage & Subrogation). Promote and enhance all claims improvement initiatives. Reported to EVP, Head of Claims & Operations. Led global team (1,700). • Delivered $3.1B increased profits (2015) with successful loss mitigation. Increased profits +15%. Reduced expenses by $74M (-18%). Enhanced management practices. Introduced automation technologies.• Established data modeling for fraud, recovery, and medical management. Improved lead generation +20% and acquisition rates +13%.• Established robotic automation and drone technology for claims processing. Improved customer service and outcomes. Paid claims 85% faster. • Contributed to Johns Hopkins University’s study on impact of Prescription Opioid Abuse on patients and healthcare. Established AIG’s Patient’s Bill of Rights ensuring fairness to all patients using AIG’s medical network. Implemented industry leading practices. Saved pharmacy costs by $750M. • Interacted directly with the Board on issues, including technology and anti-fraud investments.

Led global operations team (700) to improve claims handling practices and specialized services. Supported Commercial and Consumer claims.• Reduced “cost of goods sold” by $220M. Improved usage, performance, and delivery of specialized services. Introduced data analytics, and increased investments in people and technology.• Led program to simplify claims structure, management, and product offerings. Improved cost, employee engagement, and speed of decision-making.• Developed and implemented non-legal vendor management strategy. Delivered $60M improvement (2014).• Established talent mentoring program: participants received promotions or identified new internal opportunities.• Transformed use of TPAs. Instituted pay-for-performance culture for customers.

Team of 300. Optimized claims processes and technologies. Ensured consistent customer experience for retention and operating performance. Reduced delivery costs while enhancing operations quality.• Developed global business intelligence standard for monthly performance management reviews for C-Suite executives. Generated faster and more precise decision-making.• Leveraged emerging technologies to establish a virtual office for 2,600 employees. Saved $50 million in annual real estate costs and improved disaster recovery capabilities. • As SIFI, improved financial controls, optimized frequency and complexity of audits, and eliminated audit deficiencies.• Developed stronger leadership skills in talent retention with increased government regulations.