Managed high visibility $10MM multi-year international program for PMO with 15 projects and 150 resources.Shaped team direction to ensure technology systems and processes meet current and future business needs. Developed business benefits tracking tool and initiative prioritization model, now used throughout BMO.

Drove creation development of software delivery governance plan, stood up PMO, and led Inception process for a worldwide conglomerate implementing an industry leading suite of software products. Led planning process for national organization implementing a $33MM hardware and software platform to support a strategic multi-state product rollout.

Led strategic program to implement Guidewire PolicyCenter in 5 states – WI, OR, ND, GA, KS. Program includes 17 project teams, 125,000 hours, 200 resources onshore and offshore. Budget is $12MM. Report to Personal Lines Steering Committee. Served as executive advisor to key stakeholders, providing best-practices in areas of need for client (i.e. demand management, budget, special projects).

Drove a major national implementation of PolicyCenter, Salesforce, and Legacy Integration program. Developed project plan, managed issues, risks, action items, and resources. Managed 12 different project teams (PMs), onshore/offshore development, and multi-vendor resources. Enhanced Governance processes and tools. Helped client transform their IT organization into an highly effective Agile shop. Served as Executive Program Manager Partner for one of the largest US property insurers. Provided advice to client leadership on program governance, organizational change management, and technology. Managed/developed program issues, risks, project plans, and project charters. Led development of program governance plan and supporting documentation. Mentored team on industry best practices for program governance.Led solution definition engagement for major Specialty insurance carrier to modernize and convert their Policy systems for its Property line of business. Directed definition of business and program dependencies, definition of requirements and functional scope, solution architecture, and costs. Served as member of senior leadership team reporting directly to CIO. Co-managed a Policy Administration legacy transformation definition project for national commercial & personal lines P&C carrier. Identified current state issues, challenges, and opportunities. Developed the future state vision and implementation roadmap with a high-level business benefits case.

Led engagement to understand worldwide P&C carrier’s agency portal requirements and determine the priority and work plan to complete the projects. Created the project scope, collected business requirements and assessed implementation complexity. Details collected were used to derive technology development estimates and implementation plan.Directed creation of a future state solution, roadmap, and supporting value propositions across 15 functions for a global specialty insurance carrier to understand how carrier acquires, consumes and distributes insured information. Created a roadmap and prioritized high-level requirements to build out value propositions.Crafted a new business operating model for a global insurance and financial services provider. Led the business and technology executive team in defining the business case for mobile and web capabilities, identifying required business capabilities, mobile and web architecture, portal and content management tools and deployment considerations, and a business and technology governance model Directed realignment of 6 multi-year strategic initiatives (pillars) spanning multiple functions (Claims, Policy Admin, Web Channel, and Billing). Evaluated degree of completeness and content of current roadmaps and plans over several dimensions: alignment to business objectives, dependencies, timelines, staffing, major risks, and redundant or missing activities. Realigned strategic plan yielding $4.5MM reduction in IT spend over 3 years.Created an application development remediation plan for an international P&C commercial lines carrier’s NA unit. Consisted of a governance model, communication plan, business analysis COE, workflow COE, requirements tracking tool, and roles and responsibilities definition. Served as the foundation for a Claims transformation program.

For a international commercial carrier, designed a shared services strategy and roadmap, organizational design, migration methodology, governance model, migration type recommendation tool, and business case for change yielding nearly $60 million in net benefits in the first year. Working with an off-shore partner, and major US commercial carrier, led the development of a predictive modeling solution to optimize premium audit (physical, phone, mail survey) resources, providing a premium increase of $24 million, while allowing more expensive resources to focus on complex audits. Led the design and development of new predictive and adaptive modeling solution for Underwriting risk quality assessment using “next best question” technology for a major international carrier.Developed and implemented service offerings for FNOL replacement, material damage estimation and evaluation, inspection method assignment, claim segmentation and triage, claims analytics, and management oversight dashboards for major US P&C Personal lines carrier.

Saved global group income and pension insurer $2 million by overseeing development of business blueprint, e-business architecture, and transition approach. Reduced IT costs by $5 million over three years and increased projected revenues from $800 million to $1.2 billion per year for a large regional bank; identified alternatives for replacing legacy sales and marketing application, and developed business continuity and disaster recovery plans.Re-engineered application development methodology for top tier workers compensation carrier; created strategic roadmap and implementation plan for new products/applications projected to grow sales from $63 to $500MM over four-year period. Facilitated 20% increase in cross-sales at major AAA auto club group by directing development of technical strategy for information management processes. To support the strategy, developed a series of roadmaps for business process implementation, technical architecture deployment, and data governance implementation.Provided global services in business and technology strategy design and implementation, operations performance improvement, risk management, technology, system design, claims management, business process redesign, technology and business assessment, and solution and program assurance.

Technical leader for a privately held software development firm specializing in physician practice management software. Designed, developed, and managed the construction of an electronic medical records application that included electronic billing, health records management, scheduling, and electronic prescription processing. Key designer and co-inventor of a process and technology patent related to centralized electronic medical records management and prescription processing. Application was designed by subject management experts in the US and developed in India by an off-shore strategic development partner.

Key technology leader of Auto Claim Transformation (ACT) initiative at Allstate delivering over $100 million in business benefits. Accountable for delivering a 5-year technology roadmap for transforming Allstate’s auto physical damage claim processes and technology into an industry leading technology platform. Responsibilities included the oversight of a portfolio of projects to support Allstate Drive-ins, Encompass Drive-ins, Allstate Field Adjusters, Allstate Drive-in Adjusters, and PRO (Priority Repair Option) shops. Selected as a key leader within Allstate’s current Next Gen corporate wide initiative to implement new processes and technology for state-of-the-art auto and property claim management.