Mike Grant Email & Phone Number

Rancho Cucamonga, CA, US

Responsible for providing senior level leadership, guidance to the Member Services, Transportation Services, and Grievance & Appeals teams. The responsibilities include department level performance, program/project leadership and performance, and cross-functional projects and outcomes. Provides oversight over all aspects of the Member experience, strategy.

Rancho Cucamonga, CA, US

Responsible for leading and directing the Member Services and Transportation Services Contact Centers for IEHP. This is a team 600+ Team Members, including Member Services Representatives, QA, Training, WFM, and analysts.

Rancho Cucamonga, CA, US

• Inland Empire Health Plan (IEHP) is a not-for-profit, rapidly growing Medi-Cal and Medicare health plan in California. With a provider network of over 6,000 Providers and more than 2000 employees, IEHP serves over 1.2.
• Leading a team of 20 PI Team members (and 8 Consultants), define and drive organizational wide Lean process improvement initiatives, training, and learning events that are focused and aligned with improving IEHP.
• Responsible for identifying areas for process improvement events (Value Stream Assessments, Rapid Improvement Events), establishing project objectives and for the selection of cross-functional Team Member participants.
• Developed comprehensive Enterprise-wide Lean Transformation Plan focused on 28 initiatives closing future state gaps, critical roles, assessment and measurement methods.
• Generated action plans to address specific cultural areas to improve Team Engagement survey results
• Co-facilitated a renewed strategic plan aimed at achieving IEHP’s vision of being a 5 Star Health Plan

Indianapolis, Indiana, US

• Led the Member Experience On/off exchange, Individual and small business Group market segments contact centers with 5 sites located in California, Colorado, Georgia, Connecticut, and Virginia. With over 800 associates.
• Launched “Journey To Excellence” 3 year plan focused on five pillars (People, Customer, Quality, Operations/Compliance, Financials) and 20 aggressive initiatives all focused on improving the member and associate.
• Implemented a SparX Innovation program with over 350 ideas generated in 4 months
• Reduced staffing resources by $4.3M by implementing a rigorous staffing model, management oversight and load-balancing
• Designed and implemented “chat” capabilities in Large Group for over 500,000 members
• Coordinated the centralization of all secure messaging (email) channels into single unit…>1M emails per year

Oakland, California, US

• California Member Services is a statewide organization with 630 staff in 78 locations, and a budget of $61.7M. The two main functions are 1) Local Member Services which provides superior service through face-to-face.
• Led business improvement initiative resulting in “Case” Processing Quality improving from ~60% to over 90% in just 4 months. Sending a resolution letter on a complaint or grievance is the main product going out to KP.
• Championed multiple Lean Six Sigma process improvement projects that achieved over $2M in savings
• The KP.org Email Complaint Reduction project resulted in a 45% complaint reduction and a $400K savings annually
• Implemented the SparX innovation program, giving staff a way to propose innovative ideas for improving work in CA Member Services…over 400 ideas submitted.
• Implemented Translation Pricing process improvement statewide, resulting in a streamlined process that included a 20% discount on translation fees, a 60% reduction in processing, and a 98% reduction in invoices.

Oakland, California, US

• Accountable for a $64M budget and a staff of 470 employees, key responsibilities include leadership of Health Plan functions related to Claims processing ($500M annually), Membership Services Contact Centers, Clinical.
• Implemented an approach for identifying and tracking 22 major regional initiatives (2010), called “Big Plays”, which resulted in savings of >$52M in 2010 and >$71M in 2011, thus putting the Region back onto a sound.
• Led the NW Health Plan’s Revenue Cycle Optimization Program as well as represented the Region in National RevCycle initiatives aimed at optimizing revenue cycle streams across all touchpoints within the integrated care.
• Consistently achieved higher than benchmark performance levels on all Claims operational processing and quality metrics, including $40M annually for recoveries, fraud, waste, abuse and cost avoidance
• Coordinated establishment of NW region’s Executive Performance Group and Strategic Program Management Office supporting development and monitoring of Strategic and Operational Planning, measurement, ROI Tracking.
• Centralized regional complaint and grievance resolution into one department moving compliance levels from <50% to 99% on a consistent basis

Oakland, California, US

• Led Member Services’ statewide functions for Planning & Analysis, Performance Management, Project Management, Six Sigma, Training, Strategy, Technology. Member Services consists of +600 employees focused on responding.
• Led implementation team that delivered a completely redesigned Member Services operating model, including end-to-end processes, new leadership team, balanced scorecard, management reporting, staffing model, quality.
• Redesigned operating model resulted in positive compliance results (consistently exceeding >95% quality and timeliness); Corrective Action Plans which eliminated previous findings, operational effectiveness and morale.
• Built training team from ground up, new curriculum (none previously) with +60 courses being offered
• Managed implementation of new complaint management tracking system
• Generated numerous communication mechanisms including: senior executive presentations, town hall meetings, newsletters, website, contact database, leadership offsite meetings and an Member Services vision and strategic.

Oakland, California, US

• Responsible for creating, building and leading the Business Excellence capability within the Information Technology and Health Plan organizations (+7000 employees). Business Excellence includes approaches, training and.
• Built a 10 member team of Master Black Belts and Black Belts resulting in projects producing >$4m in annualized savings related to customer call eliminations, enrollment cycle time reductions, account reconciliation.
• Designed and implemented a balanced scorecard system of leading indicators, including automation of the dashboards tied to initiatives, targets, and business processes resulting in an “early warning, rapid response”.
• Created a portfolio project management process enabling the quantitative evaluation of projects by impact, ROI, and feasibility for prioritization, selection and ongoing governance/toll-gating/phase reviews
• Integrated Six Sigma DMAIC principles with the Comprehensive Design Process resulting in successful implementation of process improvements prior to technological enhancements
• Led the Managing Our Business team responsible for designing and deploying the approaches, methodologies and training curriculum related to Six Sigma across the IT and Health Plan Administration organizations

Houston, Texas, US

• Responsible for creating a world-class customer experience approach by designing, developing and supporting the deployment of the company’s TCE/Q strategy encompassing the framework, key strategies, governance model.
• Developed a strategic framework and management system used to plan, manage, measure and document the world-wide efforts related to Total Customer Experience and Quality
• Led a major project focused on developing an information management system and business processes related to key customer satisfaction and quality metrics, early warning and data mining capabilities…resulted in $10M in.
• Established Quality Leadership Team concept with Process/Product Improvement Teams (Black Belts) driving Customer and product results to higher levels of achievement including a 15% improvement in product quality and a.
• Led a rigorous assessment of the North America technical support operation (6 call centers, 3000 agents) resulting in numerous efficiencies and increased escalation effectiveness. Provided leadership to the group.

London, England, GB

- Full responsibility for managing the corporation’s worldwide internal business assessment processes, based on the Malcolm Baldrige National Quality Award Management System. This included the design and implementation of the Amoco Business Model and a revolutionary four- tiered approach to assessing a business’s performance along with all necessary.

Business Administration

Business Administration