Chief Operating Officer, AmericasResponsible for the effective and efficient operational functioning of both the Corporation of Lloyd’s and the market in the US, Latin America and Canada, with a focus on IT, operational effectiveness and efficiency and operational reform. Operational Efficiency & Effectiveness• Designed and implemented an organizational change to bring all operational responsibilities under the umbrella of Operations. This change had a significant positive impact on field management, as they are now able to focus their time and effort on expansion of the Lloyd’s markets.• Performed a review of critical vendors, renegotiated contracts and agreements and introduced more discipline and processes in the acquisition and management of outside vendors.• Sponsored the development of a new system to manage regulatory activities in the US. Mentored the project manager on proper project management disciplines and approach using Agile methodology.• Redesigned and restructured the IT support framework and processes in the US and Latin America, this change introduced local support and helpdesk and support.• Introduced and implemented an improved remote working regime that included improved mobility and device management.• Redesigned the Risk Assessment framework for the US, in concert with London to ensure the regional framework is aligned with Global Risk frameworks.• Developed Operational strategy for Latin America expansion and market access.• Assumed leadership of Canadian BPO relationship, reviewed and updated SLA’s, scorecardsMarket Operations • Lead for America’s implementation of overall Market Modernization program, working closely with external stakeholders including brokers, Managing General Agents (MGA’s) and carriers.• Member of Department of Homeland Security Cyber Incident Data and Analysis Working Group (CIDAWG)

Director, US OperationsLead Operations teams responsible for U.S., Latin America and Caribbean businesses in over 18 offices. Responsible for insurance and reinsurance underwriting, claims, regulatory, actuarial and finance operations. Enabled U.S. and Latin American growth of over 15% year over year since 2009.Growth• Developed and implemented strategy for expansion into Latin America and Mexico. Resulted in top line revenue growth of $40 million annually.• Establish new platform for writing business in the U.S. leveraging European capital,implemented successfully and now generates approximately $20 million in income.• Successfully reduced product implementation cycle by 50%. Strategy and Leadership• Successfully reorganized disparate operations teams into one cohesive unit able to support multiple priorities. This transition involved staff assessment, reorganization, and reassignment and cross training.• Developed and led strategy to implement a “shared service” model. This model utilizes shared service sites in Scottsdale, AZ, Wroclaw, Poland and Kuala Lumpur, Malaysia. Benefits of this strategy are to reduce costs, reduce non-underwriting work on underwriters and build in economies of scale. Operational Excellence and Efficiency• Successfully planned and led implementation and change management of an SAP-based underwriting, finance and claim system, ImageRight based document management software and Thunderhead document generation software. This program included process analysis and redesign across the reinsurance business, in addition to implementation of new technology. Program completed on time and on budget. Retired legacy systems; generated savings of $2 million. Reinsurance business has grown top line revenue (gross written premium) by 59% with reduction in support costs of 6%.

CIGNA CORPORATION 1994 – 2007Global health services company with product lines in the healthcare products and services, group disability, life and accident and International Insurance.Assistant Vice President, Strategic Initiatives, Group Insurance (2006 – 2007)Led teams responsible for development and implementation of strategic programs, utilizing both new and existing technology. Led team of 25 project managers, business and technical analysts and support staff who were responsible for end-to-end management of all strategic projects and programs. Responsible for recruiting and development of project staff, designed new job roles and functions and career paths.• Developed business plan to redesign the approach used to partner with IT, business and other functional areas to ensure successful implementation of large-scale projects.• Developed execution strategy for entry into a new market and suite of products for the company. This strategy included business, operational and technical execution approach and partnering with an external service provider.• Led project team through planning, design and ultimately implementation of new suite of products and services.• Program was delivered three months ahead of plan and approximately $2 million under budget.• Product met its business plan in the first year of implementation.

Oversaw development of multi-year redesign of business process and technical architecture. In development of these new processes, company embarked on the implementation of Lean Six Sigma. Selected for Six Sigma Black Belt training and to subsequently work with senior management on implementation along with 20 colleagues.• Led multidisciplinary team that designed a five-year business process and technology roadmap for the division. Project worked closely with the business to capture, categorize and document current and future business needs. Strategy focused on customer needs, efficiency and becoming a partner of choice through “ease of doing business”.• Working with an external partner, this roadmap was developed leveraging a “service oriented approach” that allowed for consistency and reusability. This roadmap was followed and executed.• Worked with senior management to implement Six Sigma disciplines that were identified as being able to provide direct and immediate results to the business.• Implemented several process and technology improvements for disability claim organization to improve process, customer and claimant interactions and new customer implementation, including automated correspondence, claims workflow and automation.• Promoted to Assistant Vice President.INTRACORP DIVISION 1997 – 1999 Project Manager, Information Management• Led development and implementation of enterprise data warehouse that integrated data from three separate systems to provide a holistic view of the business for senior management. Extended this infrastructure to provide enhanced reporting and analysis services for both internal and external customers. Led to development of a revenue-generating business for reporting, analysis and modeling capabilities.