A business and management professional with over fourteen years experience in increasingly responsible positions within the insurance industry. A proven business leader in high pressure, dynamic situations with expertise in Project, Portfolio and Process Management methodologies, IT Governance, Strategic Planning, Prioritization Models and Capacity Planning. Specifically interested in executive level strategic planning and corporate level project management.
Confidential, 7/11 – Present
Sr. Project Manager/Strategic Initiatives/EPMO
Led the Project Management Center of Excellence in implementing a revised Project Management/PMO methodology based on best practices which is streamlined and more efficient and effective for the reorganized corporation’s scale.
Sponsoring an enterprise-wide business case to implement a Project Portfolio Management System and supporting processes including: Business Case intake and prioritization, enterprise-wide resource forecasting and ongoing management, enterprise-wide project financial planning and management, enterprise-wide portfolio reporting and metrics as well as enterprise-wide project sequencing to ensure balanced flow of demand and capacity.
Implemented and architected an Enterprise Resource Management model to assist in enterprise-wide demand and capacity management and planning. This model enabled ongoing resource allocation, capacity and demand reporting.
Program managed a large transformational program of projects to establish and implement a Life Insurance New Business Platform along with 2 Life products and a tele-underwiting process. This program included multiple new products, new infrastructure capabilities, new business process, new underwriting capabilities and a new administration system.
Mentored Project Managers and Business Analysts in organizational best practices and Project Management/PMO/Portfolio Management methodology.
Confidential, 04/07- 7/11
Executive PMO & Portfolio Manager/Strategic Planning
Implemented Project Management methodology including framework and all associated templates across entire organization. Responsible for overall management of strategic project portfolio. Demonstrated marked quality and expense improvements (80% improvement in quality; 50% improvement in cost). Was instrumental in implementing loss ratio improvement efforts.
Responsible for developing and leading the Project Management Office (PMO) in a mature and organization-focused manner. Implemented Project Portfolio Management System (Daptiv). Developed PMO dictionary, PPM (Daptiv) User Manual, as well as Business Case, and Project Charter templates. Developed Project Scorecard metrics and measurements.
Advised leadership and business executives at the highest levels about project portfolio status and resource planning for delivering against strategic business initiatives. Planned, directed and ensured the successful management of designed business solutions utilizing the complete resources of the PMO office and assigned project management teams. Maintained excellent communication with senior management both within and across organizations to ensure smooth running of all projects undertaken within the portfolio. Honed ability to see, account for, and coach others in the “big picture” as well as the details and to be able to tie initiatives to Corporate Goals.
Provided technical assistance in identifying, evaluating and developing methods and procedures that are efficient, effective and meet good business practice. Led change integration, process improvement and quality improvement initiatives throughout the organization. Implemented Six Sigma DMAIC processes using internal Quality Assurance processes for initial implementation.
Developed and maintained the Project Submission and Tracking process, timelines and reports including:
- Gathered cost estimates from all relevant departments for project portfolio required from inception through completion;
- Incorporated project cost estimates into consolidated project portfolio budget;
- Balanced corporate priorities, workloads and resource availability to develop optimal project timelines and schedules;
- Developed estimated project benefits, return on investment and project reviews.
Established IT Governance including facilitated IT Governance Steering Committee. Established Strategic Planning processes including developing prioritization model and standardized CBA template. Established Capacity Planning processes including facilitated Capacity Planning Group.
Managed acquisition integration efforts (Unitrin/Kemper acquired Response) including the integration and closure of remote offices, transitioning the company off the mainframe to SQL, and product integration efforts.
Aided in creating structure and organization for a number of Product initiatives such as: established and documented entire Product Pricing Review process and best practices, planned and executed the 2011 ISO 75 symbol project which included 46 program filings, created the 2010 and 2011 rate plan and schedule which achieved an overall +9% and an overall +4% respectively. Successfully handled over 29 product pricing reviews which included rate/rule filings.
Manage the Corporate Branding initiative under CEO Don Southwell. These responsibilities included Vendor Selection and Management, organization and coordination of the Senior Executive Management. This initiative will ultimately determine the branding positioning and architecture of the entire corporation and its subsidiaries.
Facilitated and managed project status meetings that included impacted areas on behalf of the UCFE invest project. Determined and documented project issues for resource assignment and management. Developed a project plan for the UCFE invest project that included tasks, durations, and dependencies.
Operated as a Business and Technical Expert and worked as a liaison between both groups on an Internet Development Project (UCFE). When needed was able to transition into a Lead Business Analyst role to assist the BA team with their requirements gathering while also making technical recommendations and then transition back to a Web-Developer offering business recommendations.
Educated and mentored project team members in The Hartford’s business processes both from a business standpoint and from the standpoint of an auto backend technical expert. Supervised business meetings with external impacted areas on behalf of UCFE to help gain buy-in and obtain information for requirements gathering.
Designed and prepared thoroughly detailed documentation for several of the technical service components within UCFE using Service Oriented Architecture (SOA) such as Web Services. Developed Java source for the Internet Development area on numerous work items, which required interaction with business and technical partners to understand business requirements and impacts to development. (JAVA, XML, HTML, JSP)
Master of Business Administration