Direct actuarial shared services group, coordinating resources to support multiple business units and enable company to meet corporate regulatory and financial reporting requirements. Manage $4.7M budget and implement cost control measures.Facilitate productivity through strategic cross-functional collaboration. Hire, train, develop, and manage 30 employees across 5 teams that deliver data and analytics to actuarial, underwriting, and product teams. Guarantee team success by ensuring access to information, setting goals and priorities, and creating professional development plans. Establish metrics to assess success, communicate expectations clearly, and hold team responsible to meet objectives. Manage business process agreement with third-party service provider EXL. Engage in data-focused special projects, focused on building data governance for commercial insurance products and on building enterprise-wide source of truth database for life and health claims data. Collaborate with IT teams on data management and to develop strategies to streamline IT data support across full organization. Serve as member of committees tasked with prioritizing data initiatives, including Enterprise Data Stakeholder group, Enterprise Consumer Data Group, and Business Experience Data Analytics & Reporting cross-functional team. Participate in Analytics Team Connection group, which exchanges information cross-functionally, identifies gaps and overlaps, and streamlines and improves data-related processes.* Implemented Azure DevOps to facilitate prioritization of work and improve capacity planning. Resulted in greater visibility into project planning and execution, enabled project tracking, and enhanced understanding of work breakdown between day-to-day vs. project-specific tasks, promoting stronger insights into areas for improvement.

Promoted to lead team of 8 that provided shared services dashboard reporting to customer operations department, supporting 1,000+ employees within 4 business lines. Oversaw dashboard services that monitor productivity, quality, and voice of customer across all customer operations processes. Partnered with IT to build data assets that improve efficiency of data gathering and reporting processes. Maintained strong partnerships with operations teams to understand business needs and tailor information and services to meet requirements.* Managed development of customer operations data warehouse in partnership with business intelligence IT team, replacing previous data reporting solution with aggregate agent level metrics, enabling customer view of calls, and integrating call center data with other systems. Completed project in 3 years, building phone, survey, quality assurance, and customer relationship management (CRM) systems into data warehouse.- Delivered stronger business insights, including understanding of costs of various types of calls and which calls required greatest amounts of time, that facilitated continuous improvement and cost reduction efforts.- Enabled integrated reporting, providing agent and team level reports that included metrics related to call handling, customer feedback, and quality.* Improved reporting processes for largest sales contact centerguided call center leadership decision-making process, influencing implementation of data processes maintained by IT and integrated into larger data warehouse.- Recognized by manager for influencing call center team “to move to BusinessObject reporting and think about what was possible instead of creating like for like reporting. This has resulted in a substantially better solution and capabilities for the business.”

Interfaced with operations leaders to understand needs and requirements for metrics and reports and collaborated with peers, IT, and contractors to build built reports to meet those needs. Generated reports for 4 distinct claim areas and 3 different claim systems, impacting product lines that included life insurance commercial insurance, and credit insurance. Leveraged SQL queries and SAS Enterprise Guide to profile data and create data sets for reports. Supervised 1 contractor; assisted in hiring process and handled all training.* Introduced new business processes for reporting claims metrics, replacing highly manual process with dynamic report that provided more information with greater accuracy and flexibility.

Managed Guaranteed Asset Protection (GAP) product line including responsibility for profit and loss of the product ($26 Million in annual revenue). Implemented renewal process for credit union policies rates to maximize top-line revenue. Prioritized initiatives for the product and coordinated work efforts for cross functional team to support product line. Reported monthly on the performance of the product line both to plan and prior year including revenue performance of individual credit unions and performance drivers. Worked with Claims team to transition GAP Claims processing to a new location and system.

Managed project to implement new ad order entry and accounts receivable system with 150 users in 3 locations. Prepared annual revenue budgets of $60 million for 30 product lines and expense budgets for 3 advertising departments. Created monthly report structure to provide information to the sales managers on a timely basis. Prepared ad hoc reports related to revenue and expenses as needed. Calculated sales commissions for sales reps and managers based on performance. Created new sales commission plans to drive appropriate sales behaviors. Managed various projects such as roll-out of sales presentation software and department reorganization. Developed forecasting tool for sales teams to use to estimate their monthly revenue. Managed team of 12 people including a business analyst, and 11sales assistants. Promoted to Manager in April 2004.

Coordinated expense budgets for 3 business units. Ensured expense budgets met corporate targets. Prepared actual to budget variance reports on a monthly basis. Met with several Vice Presidents on a monthly basis to review variance reports. Prepared product profitability statements for 2 product lines. Improved assignment of costs to internet circuits.