I drive sales for EvolutionIQ, a pioneer in "claims guidance."EIQ's SaaS solution combines structured/unstructured carrier data with proprietary data to provide prioritization, proactive alerts, and rich context for claims case managers. Our patent-pending NLP and AI drives RTWs, which reduces indemnity costs, improves examiner efficiency, and enhances claimant experience.I work with leading Disability and P&C carriers, and manage a team of resources to help clients transform their claims handling, and return more injured workers back to productive lives.

I drove Insurance sales to Fortune 500 Life, Disability, and P&C insurers. I directed our BDRs and marketing efforts to identify & connect with C-level clients, and tailor the Ushur value proposition of automating customer experience to the unique needs of the insurance market. I worked closely with clients to craft pilot programs that exceeded expectations for automation, operational efficiency and customer experience.

In my nearly 10 years at Cognizant, I helped build their Insurance Digital Operations (BPO) practice into one of the largest in the industry, growing revenues 22x during my tenure. I managed large client relationships working with Fortune 1000 COOs and leads in Underwriting/Claims/Finance to understand their strategic priorities for managed services, transformation and digitization.I led teams responsible for large P&Ls, consistently exceeding internal objectives for growth and profitability. My deep familiarity with insurance processes has helped shape solutions that resulted in new business wins across P&C and Life/Annuity clients. These programs were typically long-term service relationships, but also included Cognizant’s product offerings across outsourcing, consulting, automation, analytics and product platform practices.

I supported executive/global initiatives in Zurich's $9B North American Commercial Property/Casualty Unit. My primary project was to lead a portion of a global expense reduction program that identified opportunities to reduce expenses by more than $40M annually. I also helped one of their largest profit centers to develop a comprehensive business plan for the launch of new products targeting more than $100M in premium growth within three years to ensure the viability/feasibility of the proposal.

I was hired by the the CEO/Founder to lead special initiatives. In this role, I worked with the executive team identify and execute strategic initiatives to enhance premium growth, mitigate losses, reduce operating expenses, and improve ROE. I was also asked to serve as the interim head of Corporate Communications and Business Development Administration, overseeing our external marketing efforts and supporting our large broker-based network.

In this role, I created a 16 person team to lead transformation initiatives that reduced operating expenses by more than $10M annually, improved capital efficiency (freeing up more than $1B in statutory capital), and enhanced financial controls in support of remediation efforts. I also acted as Chief of Staff for CFO, leading one-time initiatives including communications efforts in Chartis' financial strength to hundreds of brokers/large clients in the wake of AIG's collapse.

I joined AIG's internal consulting group, where I led global project teams in the U.S., Asia and Europe on behalf of the CEO/CFO. I built relationships with AIG's executives in P&C (Commercial and Personal Lines), Life, Retirement Services and Financial Services, and implemented recommendations in areas such as Corporate Strategy, Claims, and Underwriting. My projects yielded more than $200M in expense reduction through outsourcing, creation of shared services, and process re-engineering.

In the heart of the "dot com" era, I joined a team to oversee online sales/marketing efforts for an "eGovernment" start-up that raised more than $70MM in venture capital. I also managed our company's content/functionality licensing and traffic generation efforts. It was a worthy idea, but we ran out of money before our new business model could take root. Our failure was chronicled in the riveting documentary "Startup.com."

At APL, I managed P&Ls and client relationships with Fortune 500 clients, including Dell, Lego, and Iridium. I grew those accounts while creating award-winning interactive marketing campaigns and web-sites. Our team that helped grow this subsidiary of a multi-national advertising agency to $30 million+ in revenue.

I was given the opportunity to manage and lead two, 110-stop nationwide retail promotional programs for large corporate clients in the IT and Publishing sectors. Hired, trained, and managed a series of six-person teams travelling the country promoting software and hardware keyed to the launch of Windows 95. Later, I ran sales efforts for this $10M grass-roots promotional agency.

My first role focused on client service in the advertising industry, developing national multi-media marketing efforts as part of a NY-based ad agency. I supported the agency's relationships with clients in the packaged foods/consumer products sectors.