Sean Mcknight Email and Phone Number

- Lead the CX data science team relationship with the business, leading people across data engineering, science, and analytics across the globe- Develop and implement models for customer adoption, account health, and churn risk to drive segmentation, outreach, and metric improvement- Developed foundational reporting across dozens of metrics and customer groups. Used throughout the company- Created and analyzed customer campaigns to drive adoption. Performed AB, difference-in-difference, and universal holdout evaluations to determine next best actions

- Increase member retention through analysis, model building, tool creation, and campaign development- Create and deliver unique analytical tools that identified lapse ‘hotspots’ in near real time, leading to exceeding the fall (AEP) retention target- Create models to identify the root causes of retention and attrition that will drive campaign outreach- Identify new data sources within the broader enterprise that relate to lapse. Increase precision of models greatly as a result.

• Responsible for reporting, projecting, and analyzing the Stars scores for each Medicare contract, totaling more than $2 billion in value at stake• Maintain and improve the database of all measures, ratings, and scores for Anthem and all other competitors• Create and support a data-driven approach to Stars programs to help identify where to invest to improve stars ratings and what the ROI is• Work with several areas of the business (HEDIS, Clinical Rx, Operations, etc.) to leverage data to improve quality and performance• Build and deliver predictive models using data science to improve precision of projections and evaluate programs• Identify areas of concern or opportunity within Stars through reporting, analysis and modeling• Lead and grow team of developers, analysts, and program managers with diverse skill sets and experience levels

• Drive the outreach and targeting strategy for 6 MM Medicare and Medicaid members through use of triggers and predictive modeling, saving more than $9 MM annually.• Develop new predictive models focused on identifying member behavior beyond basics like claims, such as likelihood to engage in outreach.• Preform statistical evaluation in SAS and Excel of past campaigns to determine value and expansion decision.• Develop several Excel- and Tableau-based reports for hundreds of field staff to use to create cases for outreach and better visualize member information.• Pilot and test several new clinical health outreach programs and make recommendations around the rollout potential of each.

• Led a team of consultants to develop cutting edge analytical approaches to drive business results for a Fortune 500 CPG company. • Responsible for a $3.2 MM annual revenue target for IRI Analytics COE, secured a 2 year extension of the relationship, and grew revenue by $800K year over year.• Created marketing mix models to help clients understand the impact of various marketing dollars, from print to digital to customer coupons.• Leveraged consumer panel data to derive insights around marketing spend, product placement, and rotation frequency.• Implemented a new retail and customer database that enabled deeper analytics, faster R &D, and individualized offer segmentation.• Created several new analytical approaches from scratch across data mining, instance modeling, and predictive analytics using SQL- and SAS-based tools.• Developed and presented to the CMO a strategy to find share gained from various promotions. Resulted in $20 MM in additional revenue with an overall reduction in promotional spend.• Improved efficiency of direct mail program by 15% and drove $25 MM in increased sales with offer targeting algorithms.• Managed 3rd parties to create a brand-specific website, email, and search engine strategy designed to increase brand loyalty, awareness, and equity.

- Led the Customer Management Marketing division focused on deepening customer relationships, cross-selling offers, and retaining key customers.- Developed logic to group individual accounts into holistic relationships and a propensity model to identify highest value opportunities for Bankers to pursue. The logic was based on likelihood to accept offers across different channels and the estimated revenue forecast.- Created criteria for, and reassigned clients to, the correct servicing channel. Resulted in over half of our customer base being reassigned, freeing up 25% of Banker sales time, and $3 MM in year one NIAT.- Led team of analysts to create, implement, and run a monthly process to identify and contact high value clients at high risk of attrition. Resulted in the saving of many affluent clients per month and over $1MM in annual revenue.- Created methodology to estimate client-level variable costs instead of the normal industry approach of spreading costs equally. This refocused on servicing strategy to improve the experience for true high value customers.

- Led the credit card direct mail acquisitions arm of Rewards Program Management with a focus on new product development and customer segmentation. Worked closely with Compliance, Operations, Brand, and IT to execute on the learning agenda I created.- Created and implemented the foundational direct mail tests that led to the Venture, Venture One, and Quicksilver Rewards credit cards. These cards combine to have $40 MM in annual marketing spend, 400K customers, and nearly $10B annual spend.- Developed algorithms to improve response rates for mail campaigns by leveraging specific mailing list and trigger information that indicates increased responsiveness. Response rates in some segments more than doubled.- Improved direct mail acquisitions valuation models by more accurately accounting for the impact of rewards on spend. Led to 5% mailable universe expansion and improvement in the NIAT curve of mail campaigns.- Created Rewards Checking Accounts for Capital One’s recently-acquired banking customers. Offered Rewards Checking as an upgrade for 4 MM consumer banking customers and marketed it to 10 MM acquisition prospects.- Worked directly with Visa and MasterCard to optimize interchange of existing customers and new acquisitions. This led to $50 MM in additional interchange by changing rewards redemption options, upgrading high spenders to elevated products, and reducing delay times of the upgrades.- Created cobranded credit card value proposition for a potential partnership with Hyatt Hotels by leveraging market research. Demonstrated Hyatt’s ability to realize $50-100 MM in additional annual profit and grow their cardholder base by 10 MM customers.- Developed curriculum for and taught “Capital One Rewards Basics” training course, which is attended by more than 400 associates from various LOBs and intended to increase awareness and knowledge of Capital One’s Rewards products and capabilities