Dan Duffy Email & Phone Number

Accountabilities include leading Operations staff responsible for contact centers, billing, policy owner services, underwriting, claims, digital Product Owners, BPO oversight, IT prioritizing, vendor management, and customer escalations. Led a staff of 13 direct reports with 180 employees and 400+ business process outsourced staff servicing 2.4M customers through multiple BPO vendors with locations in India, the Philippines, and Dominica. • Launched the migration of an operation with an Agile methodology from a legacy carrier to a start-up company while successfully meeting service levels for all operational functions. • Drove the launch of a customer portal, agent portal, and new workflow, which reduced overall transaction volumes by 10%, and lowered overall transaction costs by 20%. • Led the migration of the BPO operation to a new vendor, retaining 60% of BPO staff, reducing costs by 30%, and successfully attained service level agreements post the onboarding ramp period. • Reduced overall costs by 20% with the reduction of redundant functions, streamlined processes, and increased use of AI technologies. • Successfully onboarded an acquired company’s operation, reduced overall costs by 25%, and retained 90% of the staff while meeting service level agreements with agents and customers. • Successfully migrated from a mainframe Contact Center platform to a cloud-based platform, which increased call center representative efficiency, and allowed for improved customer satisfaction results

Greater Minneapolis-St. Paul Area

Primary accountabilities include leading a staff of 10 direct reports responsible for 120 direct employees and 500+ business process outsourced staff through an international business process outsourced vendor with locations domestically and in India and the Philippines. • Implemented customer issue tracking and escalation processes, resulting in identification of root causes, leading to a 50% reduction in customer complaints and 100% resolution of customer issues.• Collaborated with a primary outsourcing vendor to realign onshore and offshore resources, which led to improved contact center metrics (50-70%) and provided enhanced customer experience (100% SLAs). • Led a cultural transformation through a Continuous Improvement companywide initiative working with McKinsey & Company to use the management system to drive business results, which included a 10% year-over-year operational efficiency improvement.• Integrated Life and Annuity Operations, streamlining processes, implementing best practices, decreasing escalated issues by 30% and overall expenses by 10%.

Greater Minneapolis-St. Paul Area

Program managing a multi project effort implementing additional functionality and capabilities to the core processing and adjudicating systems.

Greater Minneapolis-St. Paul Area

As a Sr. Consultant and Project Manager I led a team that conducted an assessment of the Contact and Call Center, and identified opportunities for lowering costs, increasing the capacity of the staff, improving the customer experience, and increasing employee engagement. We developed a roadmap for implementing changes that maximized the opportunities while minimizing the impact on customers and employees. Conducted interviews with leadership and front line staff, documented key processes and presented better approaches for meeting customers' needs.

Mn

Led an operation responsible for imaging, enrollment, eligibility, claims, quality, training, compliance and customer service for healthcare financial services products including COBRA, FSA's, HRA's, and RRA's, as well as the operations around healthcare spending cards for those products. Additional accountability for operations associated with Electronic Payment and Statements processing $6 billion of monthly payments to providers. Managed a staff of 120 people across multiple locations. Vice President (VP) for the Coon Rapids location responsible for business continuity, administrative expenses and overall staff support.• Integrated an acquired third party administrative company (TPA) into the larger organization, implementing standards and measures, reducing costs, increasing scalability, enhancing the customer experience, and improving quality.• Led a strategic project that realigned the operation by function, consolidated similar transactional activities, and off shored simple functions resulting in a 30% reduction in FTE’s and a 10% reduction in costs. • Developed personnel strategies resulting in staff retention of over 90% during an integration and location change.• Achieved successful SAS 70 audit results in consecutive years (after multiple years of failure), which led to increased sales opportunities with national and government accounts. • Oversaw the movement of a paper based mail function to a national RMO, enabling call center staff to view all customer interactions resulting in over 10% increase in first call resolution. • Supported the migration of multiple systems to new platforms, allowing for over 20% increase in system stability, enhanced customer functionality and an improved customer experience.• Launched an internal communication plan directed at employees of all levels which provided clarity of goals, the ability to quickly react to employee concerns, and foreshadow upcoming operational changes.

Mn

Responsible for manual and electronic processing of customer information, eligibility, and billing, and providing call center service for those accountabilities. Led a staff of 220 employees with an overall budget of $10.8 million. • Implemented process changes, audit trending, and staff training resulting in perfect audit scores from the National Blue Cross Blue Shield Association for 2008-2011. • Sponsored numerous lean events that led to over $400,000 in administrative cost savings in one year.• Achieved 100% results on operational performance guarantees for all clients.• Reduced staff levels by 15% and increased productivity by 22%, while supporting 1.2 million additional customers.• Reorganized the process for managing exception claims resulting in a 400% decrease in cycle time, and an overall reduction in staff.• Initiated a process improvement methodology as a corporate 6 Sigma Lean Champion, resulting in a 76% reduction on returned mail inventory.

Greater Minneapolis-St. Paul Area

MetLife, St. Paul Companies: Operations, Underwriting, Contact Center

Mba, Strategic Management & Operations

Bachelor Of Science (B.S.), Finance, General