Robert Collin Email & Phone Number

Stockholm County, Sweden

Stockholm, Stockholm, Sverige

As a Director of Service, I lead the IEX-unit (responsible for all member interactions incl. claims handling and customer service and set and implement the member experience strategy and roadmap. I partner with tech and product teams to make sure our internally developed systems and member-facing platforms are aligned with our service- and claims strategy.

Stockholm

I am responsible for efficiently delivering Insurance products to private individuals in markets Hedvig Försäkring operates in and to ensure that products that are launched are compliant with the Company's regulations.Other responsibilities are:- Director for new insurance products within Hedvig Försäkring AB.- Regulatory changes - ensure adaptation to new / updated regulations andact as implementation manager for these projects regarding Hedvig Försäkringsactivities subject to a permit.- Ensure the structure and follow-up of all outsourced activities in accordance with current guidelines including Claims, IT, Complaints and Distribution.- Management and follow-up of Compliance reviews and Internal audits- Handling of all customer matters not covered by the outsourcing Agreement with Hedvig AB (including complaints, appeals and ARN cases.- Complaint manager for Hedvig Försäkring AB. - Risk assessment and compliance.(until 202109)- Quality responsibility, coordination and management of the Corporate Governance System(until 202109)

After working 30 years in a row, it felt good to have a break and think about what I do best.

Stockholm, Sverige

During this period, I was responsible for HR, Infrastructure, Quality and IT at LF Stockholm with personnel responsibility for about 25 people divided into 4 groups with different orientations. My position also entailed membership of LF Stockholm's management team The mission objective for the unit was to create and implement executional power and dialogue throughout the company to facilitate and provide the environment for all within LF Stockholm to deliver in accordance with set goals. This included responsibility for ensuring efficient management of LF Stockholm's in-house developed IT system, responsibility for the company's management system and ensuring a strategic competence level for LF Stockholm. At the same time, I was within Länsförsäkringar Sweden system owner group(SÄG) responsible for managing Länsförsäkringar’s all central data ware houses.

Stockholm, Sverige

In these positions I was responsible for HR, Communication, Infrastructure, Quality and IT at LF Stockholm. This included personnel responsibility for about 30 people divided into 5 groups with different orientations and continued as a member of LF Stockholm's management team The mission objective for the unit was to create and implement executional power and dialogue throughout the company to facilitate and provide the environment for others within LF Stockholm to deliver in accordance with set goals. This involved responsibility for further development of the HR department, introducing GDPR within LF Stockholm and ensuring management of processing all outsourced operations.At the same time, I had within SÄG, continued responsibility for managing Länsförsäkringar’s central data ware houses.

Stockholm, Sverige

My position meant that I was responsible for managing all claims within LF Stockholm. This included personnel responsibility for about 90 people divided into 7 groups with different orientations. At the same time, I was responsible for LF Stockholm's environmental work. My responsibility as a member of the LF Stockholm management team continued in this position. The managerial assignment for claims regulation was to streamline operations by implementing process development as well as developing improved system solutions. During my first year the efficiency of these operations increased about 20% while the costs were reduced by about 15%.The managerial assignment for claims regulation was to streamline operations by implementing process development as well as developing improved system solutions. During my first year the efficiency of these operations increased about 20% while the costs were reduced by about 15%.

Stockholm, Sverige

During this period, I was responsible for all sales and customer support via Internet and telephone within LF Stockholm with personnel responsibility for approximately 100 people divided into 8 groups with different orientations. The Länsförsäkringar Banks personal service by Telephone was also included in this section. I continued as a member of LF Stockholm's management team.The objective was to streamline operations by increasing sales in all customer segments. During my two years in this position, sales increased by about 40% while costs were reduced by about 20%.

Stockholm, Sverige

As section manager, I was a member of Länsförsäkringar Stockholm's corporate management team with responsibility for all claim settlements and back-office functions. This included personnel responsibility for approximately 175 people divided into 9 groups with different orientations.Five (5) groups worked with claims divided into different areas of expertise while 4 groups worked with support for the operations of LF Stockholm's various business areas. My role again meant that I continued as a member of LF Stockholm's management team.The business operation had a total turnover of approximately SEK 1,5 billion, and during my time as manager significant efficiency increases were implemented through clear, well-defined process procedures.As an example, during my time as responsible, productivity increased by about 30% while maintaining customer satisfaction as well as average claims cost.

Stockholm, Sverige

In my role as department head I had personnel responsibility for about 100 people divided into 7 groups while also part of the business area Private Customer management team. I managed and operated as a change leader in a major change assignment within the department. The work was aimed at creating a new way of working and organization ensuring that the right expertise handled the right customers. The transition that effected the entire department produced an increased efficiency of about 75% while also increasing quality and customer satisfaction.The transition is presented in a doctoral dissertation at Luleå University by Jacob Hallencreutz.

Stockholm, Sverige

As department head, I had personnel responsibility for about 100 people divided into 5 teams. Within the time period of the assignment I also acted as project manager for a major digitization project, resulting in the reduction of section employees from about 240 to just under 100, with markedly improved lead times.

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