Served as a member of Allstate Benefits executive leadership team and head of technology for Allstate Benefits, a $1B subsidiary of Allstate. Crafted and executed mission, vision, strategies, and tactics to enable business retention, growth and transformation while providing measurable operational efficiency and cost benefits. • Owned all aspects of technology decision making and delivery with an IT budget of $90M+.• Stabilized and secured the technology eco system while upskilling technology talent and processes to create technology capacity to transform end-to-end business strategy and operations with $250M of hard benefits.• Evolved entire business and technology mindset from traditional waterfall delivery model to an outcome focused product mindset and scaled agile delivery framework.• Co-created new business vision, mission and strategy enabled incrementally by new front and back-office capabilities; included a new SaaS end to end back-office core system paired with new digital portals.• Delivered the first Unified Customer Journey strategy for customers, brokers and agents.• Aligned as an active member of Allstate enterprise technology leadership team and involved in companywide technology strategy.• Involved in M&A due diligence evaluations and two technology integrations: InfoArmor and National General.

Headed technology for back-office insurance operations across all lines of business and regions ($1B in business expense): IT strategy, planning, portfolio management, architecture, and implementation of transformational programs working in a global environment of direct and matrix ownership. • Maintained direct IT responsibility for global programs to transform regional and local operations across MetLife with an IT budget of $100M+. • Directed technology in each regional Global Shared Service Center including India captive center.John C Gilmore jgilly2@gmail.com | Page Two• Held matrix responsibility for operations technology and strategy in three regions and 46 countries across MetLife with an IT budget of $700M.• Drove transformation program including creation of an Operations “Model Office” that implemented a gold standard for process, technology and sourcing across five main operational areas: billing, administration, claims, new business and underwriting and contact center. • Implemented the Model Office program across local country insurance operations, increasing earnings by $50M, exceeding planned progress and on target to deliver $275M of earnings. • Created operations shared technology services such as analytics, workflow, self-service, and metrics to standardize technology, increase business efficiency, and maximize reuse. • Piloted robotics and crowd sourced data entry as innovative opportunities to transform insurance operations.

Led technology for new centralized line of business (non-US group life and health, $3.4B revenue) created to increase Group Insurance revenue by being recognized as the world’s leading employee benefits provider. • Handpicked to lead IT and worked with Executive Group Leader, GEB Global Leadership Team and regional CIOs to define and implement IT strategy. • Focused on Expatriate, Multi-National, and local Employee Benefits businesses and implemented capabilities such as CRM, analytics, self-service and back-office solutions across 30+ countries. • Achieved over 20% earnings growth.

Oversaw strategy, governance, architecture and technical delivery of large-scale re-engineering project, transforming service and administration of core Group Insurance Products across all products and all US market segments which delivered approximately $100 million in savings.• Developed future state and business case, transforming Group Insurance Service and Product Administration to protect and expand a $26B revenue business. • Increased sales through multi-product web enrollment and flexible product offerings.• Reduced costs through legacy modernization and additional business automation.• Implemented operations sourcing strategy to utilize Global Operations Sourcing Center (GOSC) in India. • Lowered application development costs by implementing a technology sourcing strategy that standardized process, created knowledge management and sourced 60% of development to India technology vendors.

Led IT strategy and execution for US Group Life LOB ($7 billion revenue). Also responsible for Group Insurance Products centralized QC, business management office and production management organizations. • Transformed $6 billion per year claim payment process including delivering a new Group Life claim system with successful data migration which reduced claim costs by 20%.• Increased Group Life market share in National Account segment by delivering large scale insurance projects with fortune 500 companies and TPA’s (General Motors, Ford, United Airlines, Caterpillar, Kodak, Intel). • Enabled group life growth and profitability goals by delivering new administrated platforms for term life and GVUL. • Increased NPS and customer satisfaction through re-engineering the case implementation process and self-service capabilities.

National Service Center for Group Insurance Products 2002-2003Responsible for application development of Group Insurance Products underwriting, implementation and on-going service for Local and Regional markets. Managed a large and complex application portfolio utilized across Core and Voluntary Group Insurance Products.

Institutional eBusiness 1999 - 2002Responsible for US eBusiness IT application development that created and operated digital solutions for Metlife Group Insurance. Built and managed customer facing online portals and LOB specific capabilities which serviced more than 20 million customers, impacting millions in earnings. Drove efficiency through utilization of online channel which reduced back office, print and contact center transactions.

Voluntary Benefits Group 1998 - 1999Responsible for Voluntary Dental, Cross Product Enrollment and Cross Product Administration IT strategy and application development.