Leadership in Operational Excellence across Risk Control and Claims Integrated Solutions with Analytics, Practices Groups, Broking and Client Executives Development of Consulting Products and SolutionsManagement of Strategic 3rd Party PartnersDevelopment of eRisk Technology Platform Talent Recruiting, Development and Recognition ManagementEarly Career and Intern ProgramCenter Driven Initiatives

Elected by the Society's Board of Directors to the Board of Trustees of the American Society of Safety Engineers Foundation, providing oversight responsibility for the management and control of the business including generating funds and providing financial resources for research, leadership development, and education to advance the safety, health and environmental profession.Served as Chairman of the Board of Trustees 2015-2016 and facilitated significant advancement to our mission of education, leadership development and research. We increased individual member giving by 34% and closed FY 16 with over $830,000 in donations, an 11% increase over prior year and our best in the Foundation's 25 year history.The execution of the 25th Anniversary Safety Matters Challenge was a huge driver for our growth by creating a bit of friendly competition between ASSE members across the country and the results were tremendous with over $135,000 raised in less than 20 minutes at the June 26th House of Delegates meeting. A total of over $402,000 was raised for the Safety Matters Fund, a fund that allows us to fill immediate gaps in our programming, act on upcoming trends, and plan for the future by setting aside resources to fund special projects, such as the Family Scholarship Fund, next generation leadership development and fatigue management research. This fund is truly the big-picture fund, it’s an investment, and its growth is the key to the Foundation’s future. We increased giving to this fund by over 44%!

Led the national risk control and enterprise resilience team responsible for the delivery of business solutions supporting client’s insurance placement and risk improvement strategies. Core functions include:* Integration of national model advancing new business and client relationships, leveraging geographic footprint with best in front, subject matter and industry expertise with analytics to drive TCOR impact and business results* Establish and execute talent management model with staff development, mentoring and early career* Facilitate carrier / strategic partner alignment to complement risk improvement and specialty client needs* Execute an e-delivery service model to advance knowledge sharing and innovative risk management

Led CNA risk control linked with underwriting and claim professionals to drive profitable growth and deliver risk improvement and loss cost mitigation strategies to strengthen book's retention. * Integrated sales and marketing efforts with operational model to triage / pre-qualify new business and identify upsell opportunities to exceed hit ratio, retention and growth targets in higher margin industry segments and lines of business* Facilitated industry teams to deliver pre and post loss business solutions with focus segments * Developed industry specific tools, templates and risk mitigation techniques to deliver efficient and effective replicable customer specific solutions with quantifiable operational and financial results* Demonstrated strength in leadership development of team members in support of organizational initiatives including consulting model, branding, thought leadership and talent management

Led US Risk Control and Claims Broker Services division linking consulting unit and retail broking division. Managed implementation of offshoring strategy with third party (Genpact-India) for revenue growth, process improvements and increased profitability.Operational Excellence• Implemented operational and financial model for new business unit delivering services supporting US Property, Casualty and Marine brokered clients resulting in $2.7M year over year savings• Developed service matrix by discipline, market, geography and fee • Implemented roll out and engagement process with financial management platform for key stakeholders (leadership, finance, office and account teams)• Undertook recurring stewardship process for ongoing interaction with all stakeholders Talent Management• Nationwide management of 74 consultants servicing 1558 client engagements• Established Talent Management Strategy including selection and evaluation criteria, skills inventory, talent mapping and recruiting, performance and rewards• Identified high performing individuals and established career developmental plans Financial Impact• Developed data driven analytic tools and processes to capture client risk profiles for upsell and cross-sell opportunities delivering $4.6M revenue growth • Developed mechanism to forecast monthly and disseminate management information reporting to stakeholders for profitability and workload managementOffshoring• Implemented offshoring intra-departmental strategy with staff of six located in India to analyze loss, operational and financial data, understand process synergy and integrate into business unit objectives • Identified data driven, transactional tasks, development of SOP and processing mappings • Achieved increased client and operational deliverables, improved turnaround time and allowed for client facing team members to focus on client solutions and identification of revenue growth opportunities achieving growth of $4.8M

* Established key performance indicators supportive of business unit and organizational goals & objectives* Exceeded Revenue (New and Penetration) Growth and Margin Improvement Goals* Established performance management model to assure goals and objectives are appropriate and attained with services delivered exceeding expectations internally and externally* Recruited and motivated team, providing direction and support to exceed operational & financial strategy* Implemented organizational & management strategy with integrated operating principles & best practices* Established national subject matter and industry focused practice groups Implemented thought leadership and marketing strategy which included over 50% of consulting talent publishing and presenting with Risk & Insurance Management Society, American Society of Safety Engineers, Institution of Occupational Safety and Health and the Human Factors/Ergonomics Society

Exceeded new business goal by 45% through the integration of consulting talent in project management model and delivering consultative resources in support of best in front and operating efficiencies.

Exceeded new business goal by 63%Exceeded revenue per capita by 76% Reduced cost of delivery by 41%.

Nationally recognized through “Win of the Week” for contributions which led to Aon being selected as insurance broker and risk management provider of global large corporate marquee clients

Worked cooperatively with a 1300 employee logistic firm to develop and implement a strategy to improve management’s accountability in safety. The strategy consisted of corporate and operational goals, continuous education and training, performance based activities, and organizational accountability. The process focused on the need to improve and control vehicle accidents, on the job injuries and driver retention. This process was expanded to include a wide range of safety and operational areas including a review and revision of their pay and benefits system. The implementation reduced vehicle accidents by 8% and cost by 28% for $682,785 in savings, while increasing miles driven by 1,889,271; reduced on the job injuries by 34% and cost by 45% for $564,465 in savings, while increasing hours worked by 94,496; and improved employee retention by 21% saving the company $700,000 in recruiting, training and auxiliary costs.

Consulted with multi-national corporation to develop an Ergonomics/Safety and Claims Management Process to control leading loss drivers at one division. The process foundation began with demonstrated management commitment by providing resources of time, talent and capital to support the identification and training of a cross-functional Ergonomic Task Force with corporate and operation specific goals. Supervisory training was conducted on ergonomics, muscular skeletal disorders (MSDs) recognition, responsibilities, accident investigation, claims management, and culture change as well as employee training in ergonomic principles, importance of early reporting, accident investigation, return-to-work policies, and role of Task Force. Job task assessment, solution development and implementation, supervisory observations and coaching, adherence to the early return to work protocol and continuous stakeholder communications led to an 89% reduction of lost time claims involving MSDs with total claims reduced by 35%. The annual average developed costs reduced by of $356,939 while sales per employee increased by 16% and sales required to pay for losses reduced by 96%.

Managed graduate and undergraduate students to provide ergonomic and safety solutions to business and industryFacilitated educational and training seminars to students, faculty, and business leaders on a variety of risk management, safety, ergonomic and compliance related topics

Consulted with customers to prioritize loss sources and identify program deficienciesDeveloped safety programs and training materials to control lossesInterfaced with Claims, Managed Care, Sales and Underwriting to retain and acquire profitable business

Performed inspections of public and private employers for occupational safety and health complianceConsulted with employers to develop safety programs and effective safety committees to control worker injuriesDeveloped and conducted safety training seminars on workplace safety regulationsConducted investigations of occupational accidents and injuries