o Manage a team of four claims system subject matter experts to support a variety of claims system enhancements from inception to deployment and strategize for long term projects.o Responsible for the claims system integration, Guidewire version upgrade, telephony, and technical enhancements for front end, total loss, and third party adjusters.o Set direction for managing testing (EBT and UAT) and rollout of the Guidewire claims system upgrade, including field resource alignment, risk and mitigation assessment, communication and training planning. o Partnered with the field to prioritize Auto Damage Telephony Continuous Improvement requests and drive execution in the IT department, resulting in the completion of five enhancements though the first 3 months of 2015.o Continually support development planning for team members resulting in the advanced education and improved project management for the team.

o Partnered closely with In-House, Field, and DRP appraisal channels to understand business needs and technical aspects of appraising to effectively lead projects when initiatives crossed multiple channels.o Directed a project from inception through execution to replace outdated leased hardware resulting in $500,000 PTOI savings and more reliable, company owned machines. o Led a project to deploy an appraisal-wide QA platform revision, including influencing QA, Product, Vendor, and Field teams to deliver a seamless transition with a more holistic quality review approach.o Developed a scorecard to manage the daily vendor relationship with Audatex, holding them accountable for resourcing projects appropriately, meeting deadlines, and delivering products and service that meet our expectations.o Built strong relationships with the RAMs, Training, and Claims Technology to manage ongoing projects, including the improvement of audit rules engines, Estimate Platform upgrade, and PI-wide appraisal calibration.

Multiple Home Office roles including partnering with senior managers of a 1500 person department and supporting operational staffs of 150-300 employees.facilitated talent management process and applied analytics to monitor the internal pipeline health, accelerated development of high potential employees, and remediation of underperforming employees. Led project and exceeded results when hiring 50 college graduates between March and May 2011. Project constraints included available management resources, firm start dates, single office location, and rigorous candidate requirements.Strategically led internal partners to conduct multiple department reorganizations resulting in more efficient processes and reduced department costs.Managed project to create over 35 job descriptions for new positions in a 6 week time frame. Selected to participate or lead multiple cross department executive projects including the annual community giving campaign and the analysis of 4000 employee performance ratings.Worked with the training department to certify managers in effective behavioral interviewing skills.Directed the work of a rotational HR Representative for six months effectively exposing him to a wide variety of HR competencies, including performance management, compensation, recruiting, and execution of a re-organization.

Field HR role supporting two divisions in the Business Market (12 states). Built trust by consulting with managers and making recommendations for performance improvement, ER, compensation, and development in support of division goals.Provided direction for disability and WC return to work accommodations following ADA guidelines.Created and delivered training programs for new sales managers to assist with the objective setting process and performance management. With claims and HR management, supported changing business objectives, effectively moving operations to a new centralized location.Managed batch day interview process to effectively on-board 40 new hires and relocations within a two month