• Create and execute the vision and strategy for the DTC channel. • Monitor business performance and external market activity and adjust strategy accordingly to support Medicare Supplement and/or Individual Supplemental product sales and growth projections.• Drive the development and delivery of membership and financial goals for the business.• Lead marketing and other parts of the DTC value chain to deliver results against the sales plan.• Provide leadership and clear decision-making on issues affecting the segment.• Develop strong relationships with marketing, product and operations partners, and strongly influence/lead sales and retention strategies.• Manage team to directly lead and manage external call center vendor relationships.• Manage internal call center of 30+ agents and management staff.• Direct data analytics resources, and proactively leverage data analytics to support DTC marketing initiatives and decision-making. • Drive DTC Marketing strategy including but not limited to: o Digital, SEO, direct marketing/media planning. o Research, analyze and monitor industry activity, demographic trends and consumer insights. o Lead the development and refinement of the DTC consumer enrollment process. o In/out-bound call center capabilities, enrollment portals, journey mapping and optimization.• Lead research efforts to establish Voice of the Customer and integrate learning into marketing, product and process development.• Evaluate and drive cross sale synergies with Cigna-HealthSpring, IFP and/or Voluntary segments.

• Business owner Retiree Exchange distribution channel.• Responsible for strategy, growth, marketing, training, and relationship management activities across 4 key Retiree Exchange partners including Aon, Conduent, Mercer, and Towers.• Develop strong working relationships with all Retiree Exchange partners.• Key member of Benefit Exchange & Technology Solutions (BETS) leadership team working with internal matrix partners to maximize revenue and earnings potential in all key Cigna exchange businesses.• Building an internal Retiree Exchange Migration Marketing Strategy to identify migrating groups and to market Cigna exchange products to these individuals prior to making their exchange purchase.• Developed and conducted a product cross sell campaign to sell Critical Illness and Cancer products to Cigna customers on the Aon Retiree Exchange.• Achievements: In first AEP, Medicare Supplement applications and revenue are more than 100% above projection.

• Key responsibilities included distribution management, distribution channel expansion, sales, product development, marketing, office real estate, etc.• Expanded the independent agent distribution channel (FMO) for all products. FMO channel has grown from 1 to 9 FMOs and the number of contracted agents grew nearly 50% from 2,200 to 3,300 agents over an 18 month period.• Implemented enhancements to agent contracts, contract levels, contracting processing, etc.• Completed all product development and marketing for a brand new Home Health Care product for launch over a brief five month period. Launched in May 2015, this product quickly became the second highest selling product in terms of annual premium.• Completed all product development and marketing for an enhanced Cancer product and a brand new Heart Attack/Stroke product over a brief three month period.• Implemented significant brand and marketing changes including new/enhanced brochures, enhanced enrollment materials, streamlined policy fulfillment process, improved website, etc.• Initiated new weekly newsletter communication process for agents including all weekly content development and delivery.• Member of the Board of Directors.

Responsible for all marketing channel activities across all product lines for the Sterling Insurance division. I am also responsible for direct sales and the independent agent channel.• Launched and implemented the independent agent (IMO) distribution channel in less than 3 months. Channel now represents nearly 35% of sales application volume.• Initiated new weekly newsletter communication process for both captive and IMO agents.• Implemented significant marketing changes including new campaigns, new brand rollout, enhanced enrollment materials, improved website/social media presence, and enhanced communications while driving down overall costs per sale.• Leader of Sterling Direct Sales (STDS). Transitioned STDS from an MA focused sales team to a highly successful Med Supp sales team that delivered 200+% more sales (2011 vs. 2010).• Quickly implemented significant changes to lead delivery, lead type, and lead support. Moved external prospect calls to an internal department resulting in savings of nearly $175,000/year.• Implemented full agent support website for IMO channel.• Rolled out a telephonic enrollment P&P with fillable enrollment kit PDFs.• Built first level marketing analytics process for tying leads to sales.• Achievements: Delivered nearly 15,100 new sales approved in calendar year 2011 (115% of plan). STDS delivered $1 million in revenue for 2011 and an additional $1 million in 2012. During 2011, contracted and on boarded an additional 1,107 independent agents and 9 IMOs with demonstrated increases in producing agents per week throughout the year. During 2012, contracted 13 additional IMOs and increased producing IMOs from 12 to 19. IMO channel sales were nearly double the plan in 2011 (1,621 vs. 870). IMO sales increased significantly in 2012 to more than 4,300 sales and $9 million in premium. Implemented a predictive modeling program for the T65 direct mail program resulting in a 200% improvement in response rate.

• Business owner for launch of new agent distribution channel for all products (Medicare Supplement and 50-64 indemnity plans). Successfully implemented all key business functions and processes partnering with internal and client resources. Launched channel with limited resources in 6 month timeframe.• Led sales team to conduct more than 300 face-to-face and webcast training sessions for agents and Field Marketing Organizations (FMO) around the country in support of the product launch.• Created an FMO Advisory Board for Insurance Solutions products comprised of key representatives from all key FMOs.• Developed strong working relationships with all key FMOs as well as many downline agencies.• Obtained approval and launched sales of Medicare Supplement product via ExtendHealth with appropriate controls and processes to administer the launch. This Medicare exchange channel delivered approximately 20% of all 2009 sales.• Provided agent distribution and training support to launch the UnitedHealth at Home products in 6 pilot states.• Business owner in 2007 for employer group distribution across all Insurance Solutions products. Interfaced with employer group distribution team (United Retiree Solutions) to achieve targeted sales results and address business challenges to grow employer-based retiree products. Member of Board of Directors for United Retiree Solutions.

• MedSupp product owner with accountability for new sales, revenue, advertising across all channels, member retention, member communications, and business strategy.• Key relationship manager for MedSupp with the client (AARP Services, Inc.) as well as the direct response advertising agency (Eicoff).• Leader for the State Specific Strategies Team, a cross-functional group of individuals charged with compiling performance statistics, analyzing political and demographic landscapes, researching trends, and identifying, prioritizing, and implementing growth opportunities for the AARP Health team.• Responsible for developing and presenting strategic information to the AARP managing boards, as needed.• Achievements: Exceeded department objectives in 2006 for earnings, revenue, and direct to consumer sales (282,000). Achieved year over year sales growth of 7% and net membership growth of 2.75%. Enhanced and improved key client and agency partner relationships.

• Leader for Specialty Pharmacy business at CIGNA Tel-Drug, the home delivery pharmacy service for CIGNA.• Managed 75 individuals responsible for order fulfillment, clinical review, & Rx verification. Key responsibilities included marketing, manufacturer relationships, strategy, and full financial accountability.• Achievements: 2003 Earnings AFIT ($5M), revenue ($142M), and Rx volume (80K) all exceeded full year stretch goals. Achieved script growth levels by 80%. Plan for 2004 targets growth of approximately 60% in each of these categories. Enhanced several key manufacturer relationships leading to participation in limited distribution networks and increased script volume. Performed a wholesale review of the business process following “Six Sigma” guidelines & implemented a new and improved workflow that facilitated significant improvements in turnaround time, phone call metrics, and productivity (scripts/FTE/day).

• Leader for system and process enhancements that impact CHC’s new billing system (CARBS).• Managed team responsible for requirement assessment, business system design, project approval, testing, and implementation.• Achievements: Delivered significant business improvements such as bill retrieval time savings, mass reconciliation capabilities, and improved accuracy on an aggressive release schedule. Eliminated redundant staff and delivered projects at a cost less than budget. Key stabilization projects implemented, or in progress, include Premium Fee Final, Reconciliation, Reporting, & Traditional/Minimum Premium.

• Managed all UW for the fully insured product portfolio (HMO, POS, Open Access, PPO, etc.) including a team of 32 individuals (analysts, small and large segment underwriters, managers, and trainers) in the northeast. Key responsibilities included customer/broker relationships, strategy execution, and financial accountability.• Facilitated strategic, operational, training, growth, and development activities to achieve regional targets.• Developed and implemented a quarterly incentive program based on results for all of CHMO UW.• Leader for Dental Project where I organized a team to analyze current structure for dental UW and presented a business case for future structure that was implemented.• Achievements: 2002 FY goals: Earnings AFIT ($46m), new revenue ($293m), new members (122k), and quote volume (8,500) were either achieved or close to plan. Facilitated the development of two broad strategic growth initiatives in the Tri-State region that facilitated profitable growth.

• Home office liaison for CIGNA Chile to develop monthly reporting processes and assist in key projects.• Performed in-depth research of health care trends. Conducted a market validation study by hiring and managing a consultant.• Organized and managed several due diligence projects leading to acquisitions in Latin America.• Designed potential partner review and due diligence process template for all mergers and acquisitions.• Recruited and managed two additional members of the Global HealthCare Business Support Unit.

• Analyzed monthly variances for healthplan expenses and headcount targets to present to senior managers.• Coordinated the home office development & analysis portion of the 1996/1997 plan.• Analyzed current business processes involved with customer collaterals and proposed a new structure.• Drafted 1997 operational budget for PCS team. Tracked monthly variances to plan and reported results.• Developed "Benchmarking Provider Service & Contracting" RFP and managed proposal/consultant selection.

Participated in key rotations throughout hospital. Worked on a variety of management projects including a full study on the cost of employee turnover at the hospital.

Managed all service work for ten missionaries in this capacity.