2001 - Present
FORTUNE 300, FINANCIAL SERVICES COMPANY SPECIALIZING IN INSURANCE
SENIOR VICE PRESIDENT - MARKETING & DISTRIBUTION / COO
Reporting to the Chief Executive, I’m responsible for strategic planning & analysis as well as the execution of business initiatives and issues. The role drives business planning throughout the organization ensuring execution and alignment on goals and key financial metrics. I also act as the primary advisor to the Chief Executive and make recommendations on business decisions.
POSITION EXPANDED ‘09: Company restructured and current position spans five distribution channels, three product lines, and over a thousand sales people (over $2 billion sales).
PROMOTED ’08: Reporting to the CEO of the division (over $2 billion sales; over $200 million operating income) for the 200 person sales organization.
SALES
* Increased 35% over 2 years (compared to 10% industry sales growth)
* Up 15% last year (compared to 2% industry sales growth)
* Prior to joining; sales increased less than 5%
Sales outperformed the market due to:
* Business planning process implementation which focused sales organization on customer segmentation, territory management, capacity planning and budgeting.
* Expanded performance metrics and incentive strategy to focus on increasing sales with existing customers (up 20%).
* Increased sales force capabilities by providing sales and leadership training, market share intelligence and new CRM (customer relationship management) technology.
VICE PRESIDENT – NATIONAL SALES MANAGER
Hired to turn-around annuity sales with independent insurance agents. Sales grew over 15% in a market that declined almost 20%. I led wholesale efforts including marketing and promotions, customer relationships, market research and new product introductions. Staff of 16.
SALES (Year over Year Comparison)
* Year 1: Firm Sales +5% / Industry Sales -7%
* Year 2: Firm Sales +11% / Industry Sales -18%
* Prior to joining: Firm Sales -7% / Industry Sales were flat
Success in role was driven by the following:
* Dedicated resources to customers aligned with our strategy and value proposition; including proprietary product offerings for key customers.
* Targeted marketing campaigns with innovative sales ideas and point-of-sale tools.
* Introduced market intelligence meetings to respond to changing customer and competitive landscape.
* Business planning infrastructure for each wholesaler (sales forecast, customer segmentation, territory management) with newly defined metrics to ensure performance.
VICE PRESIDENT – INTERNAL SALES AND CUSTOMER CALL CENTER
I was responsible for all aspects of internal wholesaling, the producer and consumer call centers, for annuities within the firm. This was a global team of 150 associates and a $10 million budget.
SALES - increased 5% over 2 years
INDUSTRY RANKINGS
* Advisor pre sale support (Dalbar): Moved from fourth to first quartile
* Advisor post sale support (Dalbar): Moved from last to top of 2nd quartile
* Inbound telephone sales support: 50% improvement in ranking
* Outbound telephone sales support: From industry lagging to #2
KEY PERFORMANCE METRICS
* Reduced problem resolution cycle time by 50%, stripping out 40 hours.
* Accelerated sales productivity by increasing producer contacts 20%.
DIRECTOR – NEW BUSINESS OPERATIONS
Responsible for processing annuity new business, developing and maintaining relationships with producers, and delivering policyholder contracts. Managed a global team of 120 associates and a $6 million budget.
* Began role with one product line within 16 months the role was expanded to include all four annuity product lines.
* Coordinated the processing of over 42,000 applications and $3 billion in premium.
* Consolidated processing of four product lines and decreased unit costs by 15% through the introduction of capacity planning, robust metrics and the utilization of lean manufacturing principles.
* Improved employee satisfaction scores by 20%.
1992 – 2001
FORTUNE 100 COMPANY WITH DIVERSIFIED FINANCIAL SERVICES UNIT
MASTER BLACK BELT
Responsible for driving company initiatives using Six Sigma. Managed four
Black Belts and coached 100 associates through their quality projects.
* Led cross functional teams through 20+ projects that generated $5.0 million in cost savings and $10 million of net income.
* Led executive team through the definition and development of dashboard to monitor business performance.
* Received top management award for outstanding performance.
FINANCIAL SYSTEMS INTEGRATION LEADER
Led seven teams, totaling forty people, across the globe to select a technology enabler, redesign processes, and develop the project communication, training and implementation plans.
* Managed a $2.5 million budget for hardware, software, resources and training.
* Facilitated the development of the financial reporting and analysis strategy with the senior leadership team.
* Coordinated contract negotiations - achieved a 30% ($400K) discount.
INTERNAL AUDIT STAFF
Audit experience covers a wide array of industries: power generation, equipment leasing, credit cards, bond and P&C insurance, and reinsurance. Three engagements are performed annually with a focus on company initiatives or financial audits. Financial audits addressed cash, accounts receivable/payables, reserves and revenue recognition to ensure compliance with GAAP.
PROMOTED ’97 to Audit Manager: Managed team of seven auditors across Asia (Delhi, Tokyo and Hong Kong) that designed a toolkit, using Six Sigma principles, to outsource processes from the US to Asia. Also during key customer’s bankruptcy proceedings, I led a twelve person swat team. The team built financial and predictive models (asset valuation and profitability) in support of strategic decisions on the private label credit card portfolio.
PROMOTED’96 to Auditor-in-Charge: Coordinated the development of the insurance sector’s Internet strategy including business case, competitive analysis, website prototype and implementation plan.
JOINED ’95 as an Associate Auditor: Developed and implemented a risk scoring model. The model assessed the financial stability of municipal bond issuers.
MANAGEMENT DEVELOPMENT PROGRAM
A 2 year, management trainee program which included technology and leadership training and six month rotations in different technology areas.
TRAINING
* Executive Leadership and Strategic Planning Course – Darden Business School, University of Virginia
* Six Sigma, Change Acceleration and Facilitation Skills
* Interviewing Skills
* Financial Markets, New York Institute of Finance
EDUCATION
BS, Fordham University, 1992
LICENSES
Series 6 and 26, NASD Licensed and Registered |
