Accountable for the performance of ~200 personnel, onshore and offshore, delivering Technical Accounting, Claims Operations, Underwriting Support, Operational Data & Analytics and Offshore Operations management - Driving efficiency improvements across all technical accounting, underwriting support and claims operations aspects, through technology, process or organizational changes- Leading the development of a new culture embracing analytics and insights to become a data-led operations region- Implementing strategic and tactical initiatives to deliver key priorities.- Ongoing collaboration with regional counterparts to deliver improved performance in globally strategic areas

Lead a team delivering process transformation, digitalization, program management, outsourcing management, reporting, project management and change management across regional and global operational landscapeDelivered new operational structure in support of primary lead international business strategic initiative. Steered program of initiatives across multiple lines of business utilizing cross-functional team covering Claims, Business Services, Technical Accounting, Finance, IT, Governance and Risk Management. Established underwriting support team and developed and delivered continuous training program. Overseeing regional transition to target operating model. * Managed outsourcing structure that identifies and transitions onshore work offshore. Directs offshore operations with annual budget exceeding $2M. Developed new change management best practice roadmap and toolkit and implemented approach across multiple projects * Identified, prioritized and delivered robotic process automations across multiple lines of business and functional areas* Directing strategic Agile projects in Product Owner roles both regionally and globally at forefront of company’s transformation while simultaneously designing a new operating model for all future NA Agile projects * Identifying and delivering process efficiencies via outsourcing and digitalization across multiple lines of business

Member of global, strategic planning team designing and driving key strategic, operational initiatives while providing ongoing analytics and governance. * Provided strategic direction and drove implementation of new global workflow platform into North America in a multi-year, multimillion dollar project that ultimately impacted thirteen lines of business and over three hundred underwriting personnel.* Delivered annual cost savings of over $1M along with increased efficiency and collaboration amongst global teams.* As Application Owner for both global workflow and document management platforms, established strategic roadmaps and guided capability development and delivery.* Developed new processes around identification, prioritization, testing and delivery of capabilities bringing additional stakeholders into a continuous engagement structure

Spearheaded multiple initiatives developing organizational maturity. Portfolio has been a mixture of daily responsibilities for functional units, leading operational projects initiated by President, COO or CFO and independently identifying opportunities to increase standardization, transparency, process efficiencies and accountability across operational departments and Finance.* Lead 12-month project to institute SOX Compliance controls to our key financial processes as well as development of internal risk assessment framework.* Developed strategic playbook for Finance and Accounting team to deal with new corporate acquisitions. Onboarding new acquisitions by reviewing and recommending changes to current processes.* Directed process review and improvement project of monthly and quarterly financial close reporting processes with a focus on elevated levels of accountability and transparency and implementing a new general ledger package* Managed Reports & Analysis team focused on designing all corporate reports and providing data analytics. Providing in-depth analysis and recommendations for departments and COO. Adding transparency and accountability to statutory reporting.* Implemented Quality Review & Improvement programs in Underwriting and Claims departments.* In wake of implementation and data conversion of company’s integrated policy/claims/billing system, participated in audit compliance project effort to test and/or document Departmental Controls, Segregation of Duties, Training and Financial controls.* Involved in Human Resources project to reset roles, titles and responsibilities in all departments. Implementing clear career development paths, standardizing positions across corporate regions, benchmarking to industry and geographic norms.

Create a new department that provided consulting services to the functional departments in the areas of business process management, workflow redesign, strategic planning and managed two departments. Lead the virtualization of the Audit department, shutting down entire back office location focusing on process flow redesign, new manager training and metrics. Resulted in reduced headcount, quality improvement and process transparency.Operationally lead two departments (Policy Services and Call Center) in order to improve output quality and production and customer service. Created policies and procedures, metrics and operating standards. Delivered weekly analysis of service issues and underlying operational causes. Both departments were then embedded into other departments. Developed Balanced Scorecards containing strategic objectives, strategic measures and initiatives for multiple departments and subsequently assisted departments in execution and implementation of initiatives based on their scorecards. Lead project to reduce operational Audit backlog utilizing data reporting, weekly goals, action plans along with adjustments in roles and responsibilities. Reduced audit backlog by 66% over three-month period resulting in faster billing and collections. Worked with multiple operational departments to update current process flows, future process flows as part of a requirements gathering for an integrated system implementation. Leveraged the process flows to identify and implement opportunities for improvement, key metrics for performance management and tactical initiatives.

Acted as a change leader in successive roles of Applications Manager and Project Management Office Manager. Provided standardized governance across projects, establish best practices and procedures as well as processes for IT department. Oversaw various projects in different phases of execution ranging both internal and external covering Finance, Underwriting, Marketing, Billing & Collections and Premium Audit.Managed a corporate project review committee comprised of functional department leaders in identifying, selecting and prioritizing all company projects and reports. Developed corporate focus on project ROI and strategic alignment. Served as a liaison between the functional departments and IT teams throughout the various stages of the project lifecycle from project definition to closure. This resulted in improved alignment between corporate goals and resource allocation on active projects.Managed vendor support and planning on both projects and operational support in planning and budgeting facets where the last 12-month budgeted project and support totals were over $700K. Shepherded Premium Audit department through 5-month software selection process involving multiple vendors providing cost benefit analysis and detailed quantitative and qualitative product comparison. Eventual decision saved company approximately $1 million in potential product implementation and support costs.Projects included:Deployment of new integrated underwriting/claims/billing system (HTML, SQL, Business Objects)Datamart implementation (SQL, Business Objects, RPG)Federal medical data reporting (RPG), New EDI state implementations (RPG) Introduction of new billing fees (RPG)

Lead a team of 11 analysts and developers providing both operational and developmental support for all 12 functional departments including process analysis and redesign as well as project leadership. Technologies / software packages used include Business Objects XI, RPG, SQL Server 2005 and FoxPro Conducted business process mapping, analysis and created process re-engineering recommendations for Premium Audit (7 processes) and Billing & Collections (13 processes) departments. Implemented business process re-engineering to Billing & Collections department. Conducted initial process mapping and analysis for the Underwriting (10 processes) and Special Investigations Unit (3 processes) department. Provided analysis and recommendations on proposed business.Managed vendor support and planning on both projects and operational support in planning and budgeting facets where the last 12-month budgeted project and support totals were over $700K.

IT Manager (02/08 – 06/09) IT Project Manager (06/05 – 06/09)Promoted and given increased responsibility in a dual role supporting 27 enterprise applications and 14 departments each with specific business processes. Collaborated with regional presidents and managers to strengthen and reinforce IT processes identify issues, and set goals to accelerate/support growth nationwide, and expand services to clients. Instrumental in identifying and implementing innovative solutions leveraging new market technologies. Developed department-wide best practices covering project and program management overview and project reporting. Established corporate review process with functional department leaders focusing on selecting and prioritizing IT projects based on current and future business process needs Established project methodologies ranging from requirements gathering, cost/benefit analysis to project closure. Managed and coordinated all project phases for new system rollouts and migrations, web portal, software selection, adaptations and upgrades, application development and process improvements. Participated on the Change Advisory Board, and effectively interfaced and guided stakeholders including the VP of IT, Director of Audit and Compliance and Director of Infrastructure. Delivered on all deadlines and expectations while managing the Top 10 company-wide projects each with distinctive products and technologies. Over a 3-year period managed 24 separate projects with 4-month or longer life cycles. Established bench strength and overall performance excellence for entire IT department with the design and facilitation of the first project management curriculum, facilitating over 30 classes.Evaluated business practices, and successfully created and implemented the first project templates (30+) enhancing project outcomes with improved workflow, increased consistency, and compliance with SOX and COBIT requirements.

Managed over 35 projects for 30 clients, often simultaneously, involving business analysis and development, workflow re-engineering, strategic management and information systems design and implementation. Client industries included accounting, government, non-profit, education and publishing. Sample of consulting projects, with service dates listed, included:

Initiated online news archive systemProvided computer training for company staffTroubleshooted production technology issues