Laurie Ranegar Email & Phone Number

Chicago, Illinois, Us

New York, New York, Us

Leader with P&L responsibility for ReSource Pro’s onshore service delivery center where client’s customers are provided with world class service through a white labeled, licensed account management service enabling retail agent clients to retain, grow and achieve a guaranteed profit on previously unprofitable books of business. The Insurance Experience Center also provides customized real time solutions to our clients.

New York, New York, Us

Strategic adviser to the Chief Operations Officer and senior management team specializing in business process transformation, operational performance and optimization, targeting both revenue and expense. Develops, recommends and implements improved processes, organizational and job design, technology applications, controls, risk management and resource models that are aligned with the corporate strategy, while leveraging change management techniques, maintaining cultural perspectives and keeping key stakeholders informed about progress and expected outcomes.

New York, New York, Us

Tower was a publicly traded, diversified global specialty company with a broad offering of commercial, personal, specialty and reinsurance products It was one of the 50 largest providers of property casualty insurance products and services in the US, with 2012 gross written premium of $2B. My role involved providing operations leadership and defining and executing enterprise service and operational strategy. I managed a budget of $25M, and oversaw a staff of 500. Scope extended beyond operations into finance, and included policy service, underwriting, billing, collections and cash processing. Upon Tower’s acquisition, I remained as a consultant with the acquiring firm, ACEP RE & AmTrust North America, to design and implement an expense allocation processes for all operational processes and vendor expenses.■ Integrally contributed to rapid growth from $200M to $2B, both organic and through the integration of 9 acquisition and renewal rights transactions.■ Delivered $13 million+ from premium audits, and managed uncollectible premium write offs to less than 0.2% of written premium.■ Achieved average salary savings of 20% per employee, by creating shared service environment and building operations centers in low-cost regions.■ Integrated operational processes of acquired companies’ with more than 50% reduction in staffing levels. ■ Captured $20 million savings in 5 years, largely in printing and postage, and defined 5-year growth plan with cost-avoidance strategies.

At this time, I directed operations and policy services in 7 commercial branches with written premium of $255M, staff of 103 and $4M operating budget. I orchestrated a turnaround which involved replacing 4 underperforming Branch Operations Directors. I also developed and executed plans to close 3 branch offices to reduce expenses and improve efficiencies. Kemper entered into voluntary run-off in 2003.■ Led Branch Directors to achieve significant service improvements by analyzing root causes of service issues, identifying trends and executing improvement plans. ■ Directed implementation of business process redesign to accommodate growth, standardize processes among branches and move work to the lowest possible level.■ Delivered processing quality improvements in all branches. Launched operations audit program and conducted audits in 6 six branches to benchmark results. Follow up quality control reviews validated improvements in all branches.■ Orchestrated run-off activities. Consolidated all commercial middle market processing for the northeast region into one location; closing all branches ahead of schedule.

Us

At this time, I directed a $100M book of business, led a staff of 55 underwriters, and administered a $3.3M operating budget.■ Orchestrated consolidation of 3 underwriting operations. Redesigned workflow and processes to reduce staff 35%, improved pricing and raise underwriting quality.■ Improved average account price increase by more than 12 percentage points.

Us

This role involved directing 7 commercial liability, property and workers compensation claim offices, a staff of 225 and a $16.7M operating budget. Annual new claim volume over 57,000 with paids of $300M. I provided key leadership so Field Claim Directors focused on improved payout management, operational efficiencies and service. ■ Delivered budget savings of 3.5% while new claim volume increased by 13%. ■ Surpassed required audit score by 7.5%. ■ Saved $5.7 million by directing team of Regional Vice Presidents to implement new underwriting organizational structure with focus on improved profitability and efficiencies.

New York, Ny, Us

At this time, I was directing the integration of Travelers and Aetna field claim offices following Traveler’s acquisition of Aetna’s Property and Casualty division.