Life and Annuity Operations, Customer Service Accounting, Front End Operations, Licensing and Commissions, Operations FP&A and Vendor & TPA Management. Led numerous departments across multiple onshore and offshore sites, including 600+ staff and contractors and managing a $55M annual budget. Responsible for servicing and claims functions for customers and producers, sales, regulatory compliance, inventory management, training, hiring, budget and capacity forecasting, risk management, expense control, and performance management.•Operations leader of Strategic Servicing Initiative culminating in 15-year, 5-system conversion business process outsourcing contract with selected supplier for 2 major business lines and 2MM+ policyholder contracts; Projected to save more than $5MM in annual operating expenses.•Led company-wide response during Covid-19 crisis to alleviate staffing shortfalls across all Genworth and offshore partners’ sites. Directed the remote identification, training, and assignment of nearly 200 HQ personnel into Operations roles to keep critical business processes functioning during various state and national lockdowns.•Drove multi-year program to transform siloed operations departments into one integrated service organization. Delivered benefits in reduced transfers, higher first-call resolution, better employee engagement and empowerment, and more cost-effective and efficient service based on internal and external voice of customer (VOC) metrics. Workstreams included skills matrix, capacity planning, career pathing, metrics/scorecards, R&R.•Oversaw the review, approval, and management of Operations budget. Partnered with COO in presenting annual Operations budget ~$160MM and securing approval from US Life President and CFO. Ensured Operations initiatives were funded in annual capital expenditure planning and collaborated with Operations and Finance leaders to identify productivity opportunities and budget targets across all Operations Cost Centers.

Led the transition from an operations pilot project on developing direct sales capabilities into fully functional and profitable sales teams.•Designed and implemented the lead and opportunity management processes, created sales cadence for customer engagement, and partnered with sales analytics and technology teams to build workflow into Sales CRM (Salesforce, Velocify).•Reduced sales team headcount by 33% through process design and role/responsibility streamlining while increasing sales performance–submitted premium up 46% YOY and paid premium up 36% YOY.•Increased sales effectiveness through training and coaching for agents, growing lead to application conversion rate 64% YOY.•Developed multi-faceted lead generation strategy to grow organic leads for LTC sales across all business lines increasing organic lead volumes 285%.•Fostered true Sales Culture with team through competitive metric visibility, implementation of a rewards and recognition program, and modification of sales agent compensation plans.

Appointed as US Life Insurance Fraud Officer, responsible for leadership of the Fraud Response Unit and for directing training, system enhancements, and procedural guardrails to prevent, identify, and mitigate risk of fraud within US Life Insurance Company operations for all business lines–Annuity, Life, & Long-Term Care.• Partnered with Special Investigative Unit (SIU), external law enforcement entities, Legal, Compliance, and Risk departments to pursue, resolve, and mitigate impacts of external and internal fraud.• Facilitated quarterly US Life Insurance Fraud Council meetings and created annual fraud report from US Life Insurance Businesses for presentation to Genworth Board of Directors.

Leader of broker and consumer servicing departments for annuity and variable life product lines, including fixed and immediate annuities, structured settlements, pensions, and regulatory oversight of third-party administrator for variable annuity block. Led tax reporting and mailing functions for all US Life Insurance business lines.•Pursued team restructuring and leadership changes to turnaround under-performing departments within 6 months of assuming leadership in preparation for tax season, transforming departments into an exceptional service delivery organization providing stellar customer experience evidenced by multi-year DALBAR Service Awards and SQM World Class Contact Center Rankings.•Discovered and directed the correction of multiple issues with hidden queues and manual processing backlogs, including resolution of over 2+years of unresolved miscellaneous losses and overpayments.•Created business case, gained approval, designed, and implemented Genworth’s Proof of Life Program to mitigate risk and eliminate losses from undetected/unreported deaths of annuity customers resulting in ~$5MM in overpayment avoidance and ~$20MM reserve release.•Developed true second site phone servicing capabilities through business process outsourcing program, first piloting annual surge support for tax season and growing into multiple product line support shifting ~50% of phone volume to more cost-effective solution over the course of 2 years.•Implemented multiple, concurrent process improvement and cost-saving projects using robotic process automation (RPA) and lean six sigma methodology.

Led a team of Project Management professionals and managed a portfolio of programs/projects with significant strategic impact within US Life Company Operations.•Provided cross-functional program leadership for a full review of all processes, system operations, and reserving practices to mitigate risks within the LTC Product Portfolio that would result in significant financial impacts either from external remediation or internal reserving adjustments (benefits covered by NDA).•Led successful multi-year effort to launch the first ePolicy delivery solution for Life policies. Earned Aplifi’s 2012 Early Carrier Adopter Award for successful launch of this multi-carrier solution and reduced Life policy delivery cycle time by ~70%; doubled first-year adoption targets within first 8 months of program launch.•Oversaw HR project portfolio delivering several personnel and operational benefits including non-exempt Market Tier analysis and compensation practice changes, standardization of hours of operation and 40-hour work week across all sites, and implementation of Operations Incentive bonus program for front-line associates.

Leader of multi-site organization responsible for consumer and broker transaction processing of fixed & variable annuities, tax reporting and mail handling, and variable annuity trading.•Directed research, discovery, and initial recovery efforts on large controllership issue in Annuities department; coordinated efforts to pursue root cause and interacted directly with external law enforcement representatives. Implemented long term corrective actions in workflow to mitigate risks associated with internal and external fraud.•Spearheaded numerous productivity initiatives using technology solutions and process enhancements including the implementation of a letter generation solution that reduced manual processing and improved accuracy and a processing workflow change that reduced handoffs by 20% between sites.

Leader of customer focused teams responsible for servicing Life New Business customers, including all Broker General Agencies and Financial Institutions, and cultivating key marketing alliance relationships.•Drove numerous process improvement projects and implemented technological solutions for the Customer Care Team and Life New Business department to improve customers’ service experience and performance as an organization.•Directed the creation of a very successful new service model for the Financial Institutions team increasing life business 52% YOY with Key Financial Institutions partner.•Earned Genworth’s highest individual award, Compass Award, for improving customer focus and service during the rapid growth Life New Business enjoyed during 2005. Nominated for and attended the Advanced Leadership Course at Darden Business School in 2006 and the Genworth Leadership Academy in 2007.

Leader responsible for global process for cost benefit analysis, investment planning and approval, and program oversight for all initiatives subject to eQuTOPS (Quality, Technology, Operations) process, including projects costing greater than $250K, affecting multiple business sites, or establishing a new standard.•Directed significant changes to eQuTOPS creating Strategic Technology Investment Council(STIC). Focused more attention on the feasibility and kickoff phases, driving on-time and on-budget project performance from 47% in 2003 to 80% in 2004.•Managed 2004 eQuTOPS inventory consisting of 25 major projects, $91.2MM Cost, $349.5MM Benefits. Provided assistance and mentoring for 81 GE Separation IT projects, Cost $26.6MM.

Leader of 6 GE Digitization professionals and 3 major programs. •Supply Chain Program Manager, directed the operations of Digital Portfolio Management (eDPM) program; declared a GE best practice for a Services business by Jeff Immelt (GE CEO) in 2003.•Implemented highly successful $11.5MM program on target, exceeding the 2002 program benefit target of $16MM, delivering $17.4MM.

Coordinated logistics in support of Long Term Service Agreements with global Gas Power plant customers. Internal quality and project management consultant utilizing Six Sigma methodologies to improve business operations.

USS WYOMING SSBN-742 Kingsbay Submarine BaseFleet & Industrial Supply Center, Norfolk Naval BaseUSS SAN JACINTO CG-56 Norfolk Naval Base