MVP Advisory Group, a Davies Group company, specializes in helping insurers with market entry, growing distribution, and managing product and technology programs. Our expert resources are experienced leaders who understand how life insurers create value, manage risk, and deliver on their promises. The MVP Program Advisory and Project Delivery services address the delivery ecosystem including: governance, portfolio management, program and project management.

Business and IT consulting services for insurance and other industries. Clients range from 50-5,000 employees, up to $10B revenue. Contracted to accomplish: business and IT strategy planning & execution, IT departmental assessments to improve alignment with corporate strategies or prepare for digital transformation and growth, IT organizational design, IT workforce strategy, Change Leadership, Vendor Management, Agile coaching. Large program management, project managment, relationship building (clients and 3rd party vendors).

StrategyProvided leadership and facilitation for multiple long term strategies including IT, HR, Ameritas Investment Corporation (AIC), Shared Distribution, and Endpoint Management. Relationship buildingInternal customers (business units and back office services), vendors, professional organizationsOrganizational DevelopmentDeveloped and implemented IT organizational development programs to improve manager effectiveness and create a culture shift to support attaining assertive business objectives.Created consistent performance management objectives and competency based professions to promote professional growth and equity across multi-geographic IT division. Launched and provided coaching for 360 degree reviews for all IT managers and leaders. Facilitated 'Leading Change' for multiple IT team. Process & TechnologyProvided PMO oversight, designed the IT VMO, and provided business relationship management and system support for AIC, HR, Acctg, Corporate Actuarial, and Audit. Included technology roadmaps and system capability models as needed.

StrategyPrepared a technology-based 500 member non-profit for targeted geographic growth using strategic planning to clarify goals and address internal challenges. Organizational DevelopmentAssessed the IT organization at the end of a 10 year $100M Greenfield transformation for the CIO at a large insurance provider. Included process perception, work flow and job understanding, bench marking analysis, and recommendations for use in future planning and board presentations. Process & TechnologyPrepared banks and healthcare institutions for state regulatory audits via IT security and controls assessments. Obtained Public Trust Level 6C security clearance.Supported multiple companies at various stages of their Enterprise Agile transformations through partnership with Agile Transformations to provide classroom instruction and coaching via Servant Leadership, Agile Methods, Facilitation, and Requirements Gathering courses.

Turnaround situation for Fortune 500 Insurance Company subsidiary start up StrategyDeveloped company mission, vision, goals and three-year strategic plans for each line of business. Refocused staff on core business lines and customer service objectives. Decreased staffing levels (30%) and capital expenditures (40%).Organizational DevelopmentClarified all staff roles, responsibilities, and quarterly objectives.ResultsReduced annual expenses by 15% in each of 2009 and 2010.Increased total revenue by a factor of 20% within the first 6 months of 2010.Increased the core business line revenue by a factor of ten within the first 6 months of 2010.Pipeline increased by a factor of five within first 6 months of 2010.Increased focus, collaboration, and trust across company.

StrategyDeveloped IT operation strategy to provide direction and priorities. Initiated corporate wide strategic planning to shift from annual budget status quo or incremental improvement perspectives to long term planning. Organizational DevelopmentAdjusted performance management process within my division to create improved understanding of associate expectations, consistency in ratings, and higher performance standards.Participated in the development of corporate leadership standards used in performance management across the enterprise.Initiated remote work for my division. Productivity and morale increased significantly. Became a DDI certified facilitator and provided quarterly sessions of 'Coaching for Success' to more than 250 associates.Process & TechnologyCo-led (with CTO) development of the enterprise technology risk assessment to provide system planning and prioritization.Led the Model Audit Rule compliance efforts while minimizing costs and disruption.Successfully implemented Agile project management methods throughout my division. Results included improved morale, quality, and rate of delivery. Assessed ERM (PeopleSoft) maintenance and transition plans and adjusted ERM maintenance to save over $1M for a 2-year period.Developed a state-of-the art business intelligence vehicle for the valuation actuaries to provide improved analytic abilities, financial reporting support, and to comply with regulatory changes.Upgraded business intelligence standards to include data governance and 3-tiered architecture. These changes moved BI systems to a higher level of accuracy, reliability, and performance.

Reported to CIO in support of a ten-year, $100M transition program; StrategyAssessed transition program plan, made recommendations focused on project and change management, measurement and continuous improvement, then assisted with implementation.Organizational DevelopmentAssessed organization structure, adjusted IT management structure and roles to align with the strategic objectives and the dynamic environment. Fulfilled the director of quality role until an internal candidate was prepared to fill the role. Process & TechnologyAssessed Business Intelligence program and joined governance board in an advisory capacity. Improved data governance processes to include accurate definitions and increased collaboration with business customers to enhance value and usability of BI systems.Delivered executive level baseline measures to determine progress/success/impact as well as general measurement education (metrics development and use).

Developed major services, pricing, marketing strategies, and provided oversight for daily operations.

Strategy and DeliveryDeveloped, directed, and commercialized a new service offering first utilized at Motorola Semiconductor Product Sector (SPS). Motorola SPS at that time was an international manufacturing company with $8 billion in revenue, over 50,000 employees and major manufacturing sites in Asia, Japan, Europe, and the USA. The program structure included a phased approach, 14 champions, over 750 team leaders, and monthly metrics reported to the CEO. Led the team for two years, then moved to new customers to repeat the program. Today this would be considered a Kanban project.Process & TechnologyRe-engineered a world-class data center. The hardware aspects included an ESCON backbone, transition of both tape and disc vendors, and parallel sysplex implementation. Responsible for vendor management and contract negotiations.