Technology Focused Insurance Carrier
(Acquired in 2013)
During my 11 years building this national insurance carrier's digital and marketing programs, we grew from $165 million to $1 billion in premium (17% CAGR) resulting in our sale to a top 20 carrier at the end of 2013. Working with our distribution partners, which include top 10 insurance and banking brands, I developed private label cross-sell programs that grew our share of online property insurance quotes to 31% (#1 in the industry). I advanced from Analyst to Vice President (the only employee in the company's history to do so) while recruiting and managing business, technology, and creative talent. Now, with my post-acquisition commitment complete, I am seeking a new challenge to help drive similar growth for another firm.
Following is a summary of the company's performance based on publicly available premium information and online customer visits to our sales applications indexed to 2004.
Year_______(millions)__% Change____(Indexed)__% Change
Vice President of Marketing
Reporting to the CIO, I manage the 40-person Marketing Department and oversee our product management, data science and customer analytics, user experience, graphic design, content development, corporate communications, digital marketing, and email operations functions. I am also responsible for the expansion and ongoing performance of our digital programs.
New Product Launch: Leading a joint 116-person team of marketing, operations, and IT employees, I spearheaded the launch of our online and call center sales and service programs for a new auto insurance product.
New Channel Rollout: In our first partnership with a retail bank, we developed a cross-sell experience that increased their online quote initiations by 44%.
Business Unit Integration: Asked by our COO to help him transition a life insurance company from our new parent company, I identified and overcame several cultural, process, and regulatory hurdles to prepare it for a successful merger into the direct channel. I pitched the product to our partners, creating our first two distribution opportunities. I was subsequently asked to join the Executive Governance Committee for this business line.
Mobile Platforms: Through the design, build, and launch of our mobile property insurance sales and servicing applications, we drove utilization rates of 29% and 40% respectively among online customers. The home mobile sales application, the first in the industry to leverage mobile specific capabilities, was featured in one top insurance brand's Investor Day presentation.
Sales Conversion: By instituting A/B testing within our sales applications, we increased sales conversion by 21% and escrow billing enrollment by 48%.
Director of E-commerce
Reporting to the CIO, I managed a 15-person marketing team and 24-person technology team, which included engineers, quality analysts, project managers, and technical analysts. Several members of the technology team I recruited and developed went on to hold key leadership positions in our IT department including one who is now the right-hand to our IT VP.
Product Development: In collaboration with a top insurance brand, we developed the first digital auto/property bundling experience in the industry. I led the design and technology development and negotiated all aspects of the project launch. "The Bundler" was featured in national advertising campaigns and increased sales by 26%.
Digital Experience: While our partners' brands are well known, our promotion of their brands was limited to a logo at the top of our sales web pages. I created our digital private label offering in which our webpages, emails, and other digital collateral mimicked the look and feel of our partners' websites down to the pixel. This digital private label resulted in a 15% increase in sales conversion and is now one of our top selling points for attracting new partners.
New Platform Launches: The initial launch of our online service application and paperless feature resulted in enrollment rates of 43% and 26% respectively. By making iterative improvements to our marketing and onboarding processes, I drove these enrollment rates to 60% and 49% respectively. Savings contributed 0.58% to the company's margin. In addition, I designed a new renters' insurance application that increased sales conversion by 27%.
Digital Marketing: Leveraging my team's expertise running digital marketing, I convinced a top insurance brand to let us manage their organic and paid search programs for property insurance. We successfully moved them onto page one of the major search engines for organic search and created a profitable paid search campaign utilizing their brand.
Operating Efficiency: By introducing the agile Scrum process, I reduced software development defect rates from 50%+ to 7%. This methodology was later adopted and used by several of our technology and business groups.
Asked by our CEO and CIO to launch and manage our first partnership with a top digital insurance brand, I set up and led the marketing, operations, and analytics for this cross-sell program. We won a head-to-head competition against a top ten national insurance carrier, earning us an exclusive partnership with our new partner. Customers who purchased our product kept their auto policy 33% longer than those in a control group.
During this period, I also oversaw the design and development of a new sales platform featuring a streamlined experience. This experience was later copied by two competitors. As part of the new platform, we rolled out customer follow-up email and click-to-talk programs resulting in an 18% lift in sales conversion.
Recruited to perform marketing analytics, my duties quickly expanded to include management of our direct-to-consumer business and evaluation of our partnerships, commission structures, and operating expenses.
By restricting our product for homes with a low market value relative to their construction cost, I reduced losses paid as a percent of premium from 90% (vs. a 55% company target) to 50%. These restrictions were later rolled out to our partnership business, representing 43% of all declines and helping us weather the subprime mortgage crisis.
Based on my analysis and recommendation, our CEO agreed to terminate our second- and eighth-largest agency partners.
Technology Start Up
Working for this four person technology start-up between my first and second years of business school, I created a marketing plan used to target sales efforts within the financial services industry. Through primary and secondary research, I identified and prioritized new uses for our technology in various other industries.
National Credit Card Company
As the lead Operations Analyst (1998-2000) of this firm's largest cross-sell program, I worked with the management team of a 3,000+ agent call center to grow the program from $14 million to $48 million in annual sales net present value. Promoted to Senior Operations Analyst (2000-2002), early in relation to my peers, my responsibilities expanded to include managing a team of analysts, risk mitigation for $3 billion in annual fees, and operations efficiency improvement (4% reduction achieved, process patented). I then moved to Senior Business Analyst (2002) where I developed market segments to target new opportunities for our affinity card line and improve its marketing and credit models.
Tuck School of Business, Master of Business Administration, 2004
Cornell University, B.S. in Mechanical Engineering, Summa Cum Laude, 1998