An established business and information technology professional with proven success in organization transformation, delivery of large scale change management programs, and realization of measurable bottom-line benefits. An energetic leader with a passion about investing in people development, evidenced by a track record of recruiting, retaining and promoting top talent. Able to lead and succeed in a highly matrixed environment across multiple divisions.
Areas of Expertise
- Organization Design and Implementation
- Large Scale System Implementation
- Program and Process Management
- Strategic Sourcing
- Enterprise and Divisional IT Governance
- Enterprise IT Strategy
- Insurance Merger and Acquisition
- Talent Acquisition and Development
Professional Summary
2001 ? Present
Senior Vice President ? Commercial Insurance Chief Information Officer
Responsible for all Specialty, Commercial and Surety insurance technology supporting $8 billion in GWP.
Working closely with business partners, developed vision and plan and implemented a suite of systems that integrate and streamline workflow for all US and Canadian Specialty operations. Capabilities include web submission, rate, quote, automated underwriting, predictive modeling, issue and billing and been deployed to home office, branch and cored underwriting operations. Results to date have been an incremental $40 million in loss improvement, $80 million in premium growth and $4 million in expense reduction.
Instituted divisional IT governance and budget processes for approval of annual IT budget and authorization of key projects. Using portfolio management, investments are matched to business drivers and strategies. All efforts are sponsored by business executives who are responsible for on-going update to the executive management team. This process has enhanced a close business and IT alignment and promoted financial and status transparency. Also developed an enterprise IT governance process for management and oversight of IT policies and strategies, enterprise architecture, enterprise processes, shared assets/projects and shared resources.
Collaborated with the head of marketing to develop an operating model for determining joint funding, project priority and staffing model decisions. This has resulted in investments and implementations of highly successful platforms such as Salesforce.com, mobile iPad, internal/external collaboration environments and analytical/predictive modeling.
Transformed multiple IT divisions to a more effective functional model. Assumed responsibility for and integrated Specialty field operations into IT. Along with strategic sourcing and tight governance, these changes resulted in higher priority project decisions, FTE reductions, improved span of control and closer integration of system and process design. The overall budget was reduced by 30% while continuing ongoing investment programs.
On behalf of the enterprise, co-led the development of a global IT strategy. Presented to and approved by the company's board of directors, current work is on developing a new global IT operating model to include organization structure as well as enhanced enterprise architecture and governance practices.
1995 - 2001
Vice President ? Specialty Insurance Chief Information Officer
Responsible for technology deployment and e-Business strategy for the Specialty, Middle-Market and Risk Management Global product divisions.
Transformed Specialty IT Division shortly after joining the company. In-sourced IT technical service functions to the corporate IT Division. Reorganized the Specialty Division IT structure including reassignment of management, the introduction of a quality assurance process/team and the implementation of project management/program management
communication with business partners.
Developed an integration organization, methodology and core competency model for company acquisitions. Successfully integrated applications and infrastructure for three separate acquisitions/consolidations. Developed and implemented a portfolio rationalization program for retiring many heritage Orion systems; including policy/premium, claims, billing and statutory reporting.
Developed a Program Management Office organization along with processes and methodologies for overseeing the integration with an owner company. Responsible for directly managing ten teams encompassing all business and technology for US operations. This work included the development of Program Offices in each of four product divisions and corporate to manage on-going integration targets of $50 million in savings and $200 million in revenue growth/synergies. These targets were met on plan within 18 months.
Responded to dramatic business growth in a start-up alternative risk division by developing enhanced system capability for new lines of business and unbundled third party processing. These system improvements removed serious manual processing backlog problems and allowed premium to grow from zero to $350 million in 36 months.
Implemented a data warehouse to support all Specialty Division run off programs and alternative risk business. The effort included data cleansing, system balancing changes, multi-dimensional data modeling and front-end access development. The system was introduced into production with 11 years of policy and claim data availability and became the cornerstone of decision support for the new combined company.
1994 - 1995
Systems Officer
Responsible for all systems development activity in support of Life New Business, Sales, Marketing and Distribution as well as all Disability Income business.
Participated with a group of field and home office representatives chosen by company management to explore systems, workflow, communication and procedural improvements to expedite new business into the home office and improve service to the field. Many system and business changes were identified and implemented with extremely positive feedback from the field.
After six months with the company, was assigned additional responsibility for all Disability Income systems support. Developed a three-year technology and staffing plan in concert with refocused business strategy. Planned and reduced operating expenses by $500,000 within a five-month period.
Participated in merger planning and implementation work with owner company. This work involved development of merged company business process flows, staffing models, feasibility and implementation plans as well as organizational and project structures. Selected to run the merged company New Business, Disability Income and Variable Life IT areas.
1993-1994
Director Institutional Retirement Systems
Responsible for systems development and production support of 401(k), Defined Benefit, Voice Response and Retail Payroll systems. Also responsible for all divisional mainframe, LAN and PC technical support.
Developed project plan and organizational structure for development of a client/server reporting system to provide standard and ad-hoc access to 401(k) system information.
Implemented various organizational and operational improvements in the Production Systems Support Group to enable faster system request turnaround and reduction in report backlog. Customer satisfaction with this group steadily improved in the months following implementation.
Coordinated department-wide recruiting efforts with Human Resources, consulting vendors and recruiting companies. Negotiated consult-to-hire and reduced-fee arrangements and was responsible for the addition of 15 new hires to Institutional Services staff.
1988-1993
Vice President Disability Systems
1986-1988
AVP Disability Systems
1984-1986
Director New Applications Development
1983-1984
Manager Production Support
As Vice President was responsible for all systems development, Office Automation, LAN and
telecommunication support. Matrixed responsibility for outsourced operational processing support.
In response to a business need for faster product development and larger volume capacity, developed systems plan, budget and cost justification to replace out-dated systems with a new Disability Income administration system. Plan was approved and project was implemented under budget. This system dramatically cut the time necessary to develop product and distribution channels from 12-18 person months down to 4 person months.
Managed a corporate consolidation from 3 physical locations into one building. This move included the build-out of a new computer room and the installation of a new cable plant. This consolidation was accomplished in 6 months and allowed for a dramatic reduction in rental and data transmission expense. The new corporate network allowed enterprise-wide access to data on all platforms and allowed for implementation of LAN-based Office Automation, client/server and decision support applications.
With assistance from outside vendor, developed and executed plan to convert all insurance systems from a Unisys to an IBM mainframe . Project was completed in 9 months, reduced hardware charges by $15,000/month and allowed for strategic systems development and implementation on a more advanced technological platform.
Managed the design, development and implementation of Group Disability administration and proposal systems. These systems included both mainframe and PC platforms and automated much work which was previously manual. These efforts allowed the Group area to expand in force business by 46% while reducing support staff.
Oversaw the design, development and implementation of a new Disability Claims processing system. This system greatly enhanced claim examiner effectiveness and automated an extremely complicated and tedious claim benefit calculation process. This system was the first to be developed totally in PACBASE, a 4GL code generator. Systems maintenance costs were dramatically reduced due to PACBASE's non-procedural structure.
Education
BS General Business ? Summa Cum Laude
External Experience and Recognition - Confidential |
