Michael O'Loughlin Email & Phone Number

Dallas/Fort Worth Area

Affiliated with this provider of strategy, operations, financial and treasury services advice on both a consultative and fractional outsource service basis. Completed assignments include my working with two private equity (PE) groups in Florida and Pennsylvania.• Evaluation of the potential for a new entrant into Florida’s P&C homeowners’ insurance market. Assessed profit potential, the political environment, reinsurance availability and P&C shell company acquisition possibilities against the group’s investment criteria.• Preparation of business plans for a regional agency acquisition/agency cluster strategy and the creation of a supporting P&C BPO services company. In the case of the latter an objective was to be able to leverage two technology companies already controlled by the PE entity.• Assessed potential acquisition opportunities in the areas of Assisted Living, Nursing Homes, Adult Day Care, and Home Healthcare.

Held P&L responsiblity for this technology and insurance services company. Utilizing proprietary data mining software, the company emphasizes the identification and recovery/collections of commercial insurance liability deductibles on a BPO basis. Launched six additional services: accounting reconciliation outsourcing, subrogation claim identification, IT consulting, management consulting, premium collections.• Tripled annual revenue in four years while turning a first year operating loss into operating profit margins of 30% or better for seven consecutive years.• Increased revenue per full time equivalent employee (FTE) from $81 thousand in 2001 to an average of $143 thousand for the past seven years.• Executed a $1.2 million, 3-year IT Strategic Plan that realized a 75% ROI.• Achieved customer satisfaction survey results of 6.1 or greater on a 7.0 scale for the past six years.

Responsible for business operations of this $22 million company including field operations. CICcorp offered hospitals and other healthcare entities critical care equipment warranty coverage and capital asset maintenance BPO solutions. Responsible for a team of 90 employees. Reported to the CEO.• Reduced operational costs 21% through re-engineered business processes and job re-design. • Negotiated “pass through” repair agreements with major service vendors eliminating direct warranty claim costs and equipment repair obligations while earning unencumbered commission revenue.• Launched two non-insurance healthcare services: Biomedical Services Outsourcing and an “Administration-only” Hospital Capital Asset Management Program.

Responsible for the administration and control of this actuarial and IT consulting firm. Directed the firm's two non-actuarial divisions: IS/IT Consulting and Insurance Services. Was the Engagement Principal to one of Mexicos' largest P&C insurers. The engagement resulted in the creation of its first and only U.S. subsidiary.• Revenues increased 30% over two years, 10 percentage points faster than operating expenses. • Improved revenue per consultant 17% while consultant utilization rates increased from 68% to 74%.

Created this startup commercial agribusiness managing general agency. Negotiated treaties with two international reinsurers prior to securing a fronting relationship with an A+ fronting insurance carrier. Marketed in 22 states through 90 contracted independent agents.

Responsible for P&L, business development, marketing, sales, underwriting, product & pricing, admnistration and regulatory compliance for the Agribusinss Division and reinsurance management responsibility for the entire company. Transitioned the direct sales distribution channel to one that supported the American Independent Agency System, and staffed large account underwriting expertise to permit the writing of Fortune 1000 agribusiness accounts.• Grew division GWP to $16 million (from $5 million); improved expense and combined ratios to 36% (vs. 52%) and 105% (vs. 111%) respectively; reduced headcount 13% (52 to 45 employees); increased employee productivity to $476 thousand GWP per FTE (from $123 thousand).• Added large account underwriting expertise to pursue Fortune 1000 agribusiness accounts.• Converted from a direct sales distribution channel to the American Independent Agency system.• Led the Group’s regulatory admission into five new states.

Recruited to build a new Agri-insurance Division. Responsible for P&L, staffing, marketing, broker/agent relations, underwriting, reinsurance, products & pricing, regulatory compliance, loss control and administration. Realized $12M first-year GWP that included a $2 million MGA portfolio transfer; a $6 million fronting/backend reinsurance program with an offshore captive, and two ‘Fortune 500’ accounts.

Directed underwriting, loss control, products & pricing, policyholder services and regulatory compliance for this commercial and personal lines P&C insurer.• Exceeded growth goals (17% over two years to $137 million GWP) and achieved expense targets (31%) while managing loss ratios to profitable levels. Produced a two-year combined ratio of 102%. Reduced staffing 10% from 121 to 109.• Oversaw Farmland’s regulatory admission into three new states.