Retail Business Transformation Program Manager for the planning & implementation of the new Retail Business Segment, which was AAC’s most comprehensive business transformation initiative to date. Coordinated the planning/engagement of:• HR, Operations, Training, Business Processes, Technology, Communications, and Marketing. o Created new Job Roles, Position Descriptions & Salary Rangeso Staffed all positions on scheduleo Coordinated transitions of key business processes from Commercial Lending & Operations to Retail along with developing new Retail Business Processeso Organized training resources to develop/deliver role-specific training for new Retail Employeeso Rallied an “all-hands on deck” work effort involving the Product Owner/team/vendor of the new Retail Processing platform (Encino), along with re-purposing other technical resources to meet the delivery timeframe Dec’ 2019o Worked with Marketing & Communications teams to effectively plan, design & implement cohesive/aligned communications to customers & staffData Program Manager for over 20 data initiatives designed to significantly upgrade how data is processed, shared, stored, and reported to better leverage AAC’s ability to utilize its data to drive business strategies, plans, and results.• Vendor vetting/selection and management through successful implementations for:o Data Catalogue – Collibrao Data Lineage – Octopaio Data Quality – Precisely o Supported installation of FICO Decision Engine plus the integration of Collibra with DenodoProgram Manager for the Customer Success team. Included vendor vetting/selection & management through successful implementation of Talkdesk (End-to-End Cloud Contact Center), which required extensive integration with the in-house Product Owner/Team for the Salesforce platform. Required extensive Architecture engagement/reviews. Coordinated all critical, technical, and training exchanges between Talkdesk and both in-house technical and business teams.

IT Project Manager (contractor) for the following efforts:• User Access Reporting – Developed and confirmed business case to move forward with the Identity Governance Administration (SailPoint) Implementation project.• Identity Governance Administration (Access Certification) Implementation – Managed RFP and SaaS contract and SOW negotiations and secured approval to implement the SailPoint IGA cloud solution to support Access Certification over AAC’s 12 Financially Significant Applications. • Streamline Patronage, Phase 1 – Provided updated data fields and a newly renovated Patronage Review Report which significantly reduced Patronage processing time.• Streamline Patronage – Phase 2 – Working with the Data Stewards, BI/DW Product Owner, Enterprise Reporting team, Accounting VP and Corporate Controller to further improve reporting on and issuance of AAC’s Patronage payment process.• CI/CD Best Practices – Facilitated working sessions with the BI/DW developers to identify their current development process pain points and associated root cause analyses to accelerate their adoption of CI/CD Best Practices. • Crop Insurance ECM + Kofax – Managed the successful engagement of 2 vendors (SpringCM as cloud-based Document Storage and ICS as document processing vendor of the Kofax Total Agility product), along with a full Data Conversion effort of over 600,000 documents from prior system to SpringCM. Additional work efforts included integrations with SalesForce, DocuSign, GlobalScape, Okta, a newly developed internal web service, along with installing new Kofax software onto 11 Crop Insurance MFP’s. • Appraisal’s Computer Aided Valuation Model – Managing IT support to an ongoing effort to pilot a newly developed automated valuation model for farm/ranch appraisals in Kansas; Go Live Sept’ 2018.

• In support of the $1B sale of the Personal Insurance book from Allianz to ACE, I led a cross-functional team that developed and implemented an automated communications tool and associated processes where Allianz system fixes/upgrades could be readily communicated to ACE management and staff, as was stipulated in the sales contract and accomplished on schedule and on budget. • Took over the PM role for 3 troubled projects and turned these efforts around to accomplish their critical objectives on schedule & at budget given the terms of the sales contract. • Was identified as a "high-value employee" and offered a Retention Bonus to agree to work through the first year of the transition from AGCS to ACE through June 2017. Key Accomplishments: o Successfully managed a team of 4 analysts and 2 systems engineers to reconfigure access for over 700 former FFIC employees (now working for ACE), to disinherit their access from multiple critical business applications and retain their access only to approved PI applications across Mainframe, Active Directory, and Tivoli Access Manager controlled access points. o Coordinated the development of 12 new ACE role-based profiles and then re-assigned all "permitted" business applications across the new ACE profiles established in ServiceNow, preventing all non-permitted access to FFIC critical business applications. o Collaborated with our Technical Services group to successfully create/execute the plan to de-couple and sequester ACE access from 4,000 confidential Shared Folders, 2,700 Active Directory groups, and 32 RACF mainframe groups which required an extensive, expedited, collaborative, andinnovative re-engineering effort. o Successfully transitioned an additional two active projects due to my own RIF: an Identity Management migration project from legacy to ServiceNow and an Infrastructure Upgrade project.

Provided excellent customer service to over 30,000 agent users and 1,000 internal users through leading the EPAS Production Support and Maintenance Team for over 3.5 years for the newly developed and deployed Enterprise Policy Administration System (EPAS) (.NET based), coordinating efforts of 6 internal SME's and over 12 vendor (onshore/offshore) technical staff.Key Accomplishments:o Maximized the efforts of my team as SME’s to successfully deliver system training and provide continuous technical support/oversight to the 1st level field support team (16 field staff across USA). o Represented the team on the Release Committee (collaborating with Product, Underwriting, Architecture, Operations, and Development teams), which successfully organized, tested, and deployed 60 maintenance releases. o At its peak, managed the team to successfully process and close up to 150 problem tickets per week.

• Directed a team of 22 technical, business, and vendor staff (IBM, Accenture, etc.) from requirements to end-product development, testing, and integration for the Client Management component of EPAS (26 months) • Installed true "client clearance" at the front end of EPAS to ensure the accurate creation and maintenance of current and new customer data records/accounts, allowing for more efficient policy processing, underwriting, issuance, and claims• Led the FFIC Personal Insurance Customer Data Cleansing/Integration project Coordinated the activities of a team of 14 staff (system engineers, data specialists, and business analysts) to develop a customer data cleansing & maintenance strategy/planKey Accomplishments:o Managed the efforts of a 22-member team that developed/deployed a high value-added enhancement that included current/historical quotes/policies from all PI LOB's; provided specialized views of the customer/policy data based on Underwriting Accounts which were cross-referenced against associated claims o Hired/trained 12 contract staff to execute the automated/manual data cleansing protocols which were successfully executed prior to launch repairing over 2,000,000 customer records in 10 months.o As Business Requirements Lead, I coordinated the efforts of 6 Accenture staff for 21 system integration points for EPAS utilizing APIs through the IBM Integration layer capturing business and technical requirements along with associated use cases.o Managed the Homeowners release from requirements, screen design, testing, and implementation for the High-Net-Worth Premier Program, which included all the filed Premier Endorsements by coordinating the efforts of over 30 development, testing, release management, and field staff.o Provided technical assistance to Vendor Management to contract/integrate key automated services with Home Inspection Services & Replacement Cost Coverage service provider Marshall, Swift & Boeckh.

• Led a cross-segment team of 6 business analysts to gather business requirements through coordinating efforts of up to 18 field SPOCs from all 6 divisions within FFIC, for the purpose of refreshing over 4,900 executive, developer, and end-user workstations.• Led a joint project engaging a total of 16 business and IT staff to reduce printing costs and develop the Proof of Concept for the new Policy View Online (PVO) system.• Led an additional joint business/IT project with a select group of 6 key security staff to determine all remaining non-centralized, and non-coordinated access points to FFIC systems from internal as well as external sources. Uncovered and resolved 12 un-managed access points in less than 3 years.• Co-created a 5-year technology roadmap to improve functionality for underwriting, policy administration, work management, and operations.Key Accomplishments:o Coordinated the development and utilization of ‘business software objects’ aligned with newly defined profiles which greatly simplified the automated distribution of business applications to each new workstation.o Developed the tools, processes, materials, communication plans/templates, reporting methodology and training programs to successfully execute the Workstation refresh project under the 10-month timeframe and at budget to over 4,900 executive, developer, and end-user workstations.o Eliminated over $1M in print costs via POC and obtained approval for PVO with 3-year savings of $3M.o Co-developed the CBA to request initial funding ($100M) for the Enterprise Policy Administration System.

• Conducted an extensive Field Operations and Home Office review study, interviewing front-line staff, supervisors, managers, Regional Executives, and each of the 5 Business Segment Owners. Recommendations were incorporated into the Commercial Insurance Transformation Program.• Supported Commercial Operations first-ever release of an online presence for FFIC Agents with the FFIC Agent Portal and initial release of its specialized iCustomer Agent Services website.Key Accomplishments:o Executed the disengagement of 4 legacy claims reporting applications and gathered business requirements from each of the 5 Commercial LOB’s as input to the first online Claims application for agents to view commercial claims details, which was eventually moved to the iCustomer platform.o Saved the company $1.5M in annual system maintenance costs ($4.5M over 3 years).o Key contributor to a 14-month long joint IT and Business Process & Architecture effort to generate the proposal to restructure/transform Commercial Business and Commercial IT by the Commercial Business Leader which became an integral component to his business transformation road-map in becoming FFIC’s next CEO.

* Assisted fast-paced, small business owners to identify, address, and convert their primary business challenges into business opportunities.* Provided business, financial, and management consulting services along with project management support to a diverse client base including: technology start-ups, medical/dental practices, real estate brokers, construction, and an internet based national life insurance broker and their call center operations.