Client Executive for select Global Risk Management Clients of Marsh’s Pittsburgh office. Responsible for coordinating service delivery from the Marsh team, facilitating renewal strategy discussions with the client, coordinating contract and risk identification reviews ensuring risks are identified, quantified and efficiently and effectively addressed.Expertise with complex accounts includes the design of both traditional and alternative insurance programs both domestic and globally including captives, rent-a-captives, loss portfolio transfers, and various alternative risk programs

Associate Client Executive for select Global Risk Management Clients of Marsh’s Pittsburgh office.

Expertise includes unique product development, marketing, distribution, risk management and claims management, all refined by in-depth industry experience. Exceptional results delivered in a highly ethical and principled manner. Experience in traditional and non-traditional insurance markets; captives, pools and various alternative risk programs. Significant success in cultivating profitable broker and agent relationships

Led brokerage service activity in the Eastern U.S for a $700M plus surplus carrier:• Working out of the Mechanicsburg PA location, focused on the management and growth ofa $145M book of business – Eastern U.S.• Consists of $75M of Church Mutual business in 22 states and the management of the CMRegent brokerage operations and their $70M book of business• Strategy is to drive broker growth to the level of the Church’s direct book of business• Report to Executive Vice President of Operations

CM Regent Insurance Company (formerly School Boards Insurance Company of PA, Inc.) a wholly owned subsidiary of Church Mutual Insurance CompanyLed strategy, operations and overall management of a $185M (asset) insurer and its wholly-owned TPA, including a staff of 70 individuals. ▪ Restructured underwriting, claims management, risk management, IT and aligned all company operations over a five-year period. Significantly improved all key operating and financial metrics. Added key positions to directly support such initiatives o Transformed company from posting significant annual losses to a positive net income within five years ▪ Achieved key measures of improved performance in very limited market, one state (Pennsylvania) and one niche market (Public Schools) competing against well capitalized competitors - 2010 to 2017 o Significantly enhanced surplus from $39M to $82M o Realized drastic improvement in combined ratio from 143% to 92%. As of 2017,78% o Risk-based capital progressed from 330% to 890% ▪ Maintained and even improved account retention in key lines of business to over 95% Penetrated market in key lines of business close to 60% 

Global Relationship Leader for $60 billion global insurer, managing Zurich account relationship for select large multinational accounts.• Engaged large global companies by developing opportunities and managing long-term profitability of relationships • Provided efficient delivery of Zurich products and services at the client level • Leveraged global resources, assisting client’s in managing their total cost of risk • Engaged global clients with over $30M in premium by fostering key C-Suite relationships and developing pipeline of approximately $6M in the process • Developed broad network of insurance broker and consultant relationships in Northeast and Midwest areas

Client Executive for world’s leading risk and insurance broker and advisor with annual revenues exceeding $13 billion. • Led all consulting resources required for the insurance program procurement for multiple large accounts including several with multinational exposures. • Managed $3M in revenue including several clients with significant global operations • Key contributor in the development of a global $1.4B excess liability program for an international chemical / pharmaceutical company including the development of a manuscript policy form which protected against major exposures • Developed total cost of risk (TCOR) report for a client, which was inclusive of benchmarks for their particular industry peers. • Reduced loss costs excess of $1M in four years. Coordinated extensive pre-loss and post-loss analysis of a client's energy operations to identify loss cost drivers. Additionally, developed comprehensive plan which positioned client to become best in class within loss control and claims management. • Engaged in multiple due diligence analyses for Fortune 1000 clients, defining potential acquisition candidate cost of risk. This was used as leverage in acquisition price. In some instances, meant excess of $10M in adjustment.