Led claims operations functions, benefit configuration, and claims encounters for all markets within Government Business Division (GBD) teams to include all products under Medicare and Medicaid lines of business, with a team of approximately 1,880 employees in support of as many as 16M members across 26 markets (approximately 22M claims per month). Drove development and implementation of strategies, programs, and processes to continue improvements in productivity with additional automation and quality initiatives to ensure high-quality timely claims adjudication.• Reduced cost per claim from $1.24 to $1.06 per claim through strategic initiatives around increased use of technology, refined processes, and overall TAT for work processes.• Improved contractual performance on SLAs by 12% in an eight-month period with improved reporting and tighter management of work volumes.

Led back-office functions through 12 direct reports with total teams of 800 to 1,000 employees, both on- and off-shore, in support of as many as 4M members valued at $250M in annual revenues. Steered development and implementation of strategies, programs, and processes related to federally facilitated and state-based marketplace enrollments, service call centers, underwriting, billing, claims, reconciliation, accounting, reporting, quality, fulfillment, forecasting, and budgeting and technology.• Consistently increased average total quality across nine areas (billing, calls, refunds) from 97.4% in 2014 to 98.2% in 2017 and improved to 98.8% in 2018, above the standard of 97%.• Developed a leadership team to encourage employee development and maintain solid employee attrition rates to under 18% annually in high-stress call center operations.• Consistently met client Service-Level Agreement (SLA) criteria at 99% throughout my career while standing up new back-office functions for anticipated rapid growth. • Developed staffing models, Standard Operating Procedures (SOPs), and Key Performance Indicators (KPIs) for each process.

Provided international long-term savings, operational, and divestiture expertise. Crafted an organizational structure recommendation for a life insurance entity projected to deliver 15% cost savings. Completed a 16-month engagement with international insurance distributors. Designed a tailored off-shore retirement savings solutions and worked with a Luxembourg company to appoint brokerages and leverage Florida law; the venture was deemed not viable and discontinued. Collaborated with a French printing company; facilitated divestiture of a toner replacement business by making introductions and advancing negotiations between buyer and seller.

Led multiple European and UK entities through period of product and market launches, several acquisitions, mergers and divestitures, including PanEuroLife S.A., a $4B AUM company that offered retirement products throughout Europe. Guided teams of 300+ in all facets of operations, sales, marketing, operations, IT, compliance, finance and legal.• Executed turn-around of life insurance entity, grew profit to $16M in 2006; $7M+ in 2005 from loss of $1.3M in 2004; discontinued service to unprofitable markets; grew sales, introduced new targeted products and minimized staffing to dramatically improve margins; reduced staff by 200+ as a result.• Led Danica Life organization focused on Nordic countries; ultimately merged organization into PanEuroLife.• Launched new products in Italy and Germany; managed team of ~300 throughout period of high-growth. • Guided IT, Customer Service and Back-Office functions to support sales in UK, France and Belgium; built business in UK and Belgium and established relationships with French government following PanEuroLife acquisition. • Facilitated generation of $80M in first-year deposits in renewed Nordic product push; developed and deployed IT systems that supported new long-term savings and variable annuity product market launches in Italy and Germany from requirements gathering through implementation.

Commenced career as Programmer; managed major conversion quickly; rapidly transitioned to Operations redesigning and reengineering across many functional areas, advancing in career to officer-level. • Synergized brand communications across newly purchased entities in Hong Kong, Thailand, Brazil and Luxembourg; led design and institution of single platform for Corporate Branding and IT platform. (1999–2001)• Delivered ~$50M in annual savings by project-managing organizational restructuring across 13 sub-groups of support functions and centralized capabilities among 5 subsidiaries; created Nationwide Services Corp. (1996–1999)• Streamlined company’s Property/Casualty service center footprint from 13 to 9; created $25M in savings by identifying service structure opportunities without appreciable value. (1994–1996)• Co-led PeopleSoft implementation; spearheaded IT, Finance and HR aspects; established business requirements, scope and direction of project to a successful outcome. (1993–1994)• Reduced operating expenses ~35% and ~160 FTE during 12% growth period by facilitating system and process improvements. Eliminated check posting/suspense back-log; accelerated avg. underwriting time by 28 days. (1991–1993)