• Ideated and executed the build of a new microservice-based application to handle incoming insurance requests and decommissioned a monolithic application that was fragile and could not support the continued growth of the organization.

    • Completed multiple side-by-sides and focus groups to understand the pain points of system users and underwriters receiving the completed work for analysis

    • Delivered solutions to identified issues, increasing productivity by 58% and minimizing staffing increases based on the unprecedented growth of the company

  • Partnered with the Actuary department to design a software solution to identify high-priority insurance requests based on multiple factors to work those requests first, as they are more likely to be bound.

    • Interviewed multiple underwriting divisions to understand the factors that increase the likelihood of binding a policy to ensure those requests are worked first

    • Met with underwriters to understand the best location and method to present the prioritization of work to be completed from greatest to least

  • Interviewed Business Analysts to understand impediments preventing new products from coming on the market quickly, preventing Kinsale from being the first to enter the market, and established multiple technological updates to utilities to reduce time to market by 2 weeks.

    • Empowering Business Analysts to develop new products with utilities saved the organization time and money, as less coordination is required between initiatives

  • Designed APIs to connect Kinsale with Insuretech portals for a pilot to gauge the benefits of a new channel for business compared to tested methods that have enabled Kinsale to continue to grow.

    • While the test showed no benefits to continuing forward with a larger rollout, it enabled the organization to invest revenue elsewhere to release new product types in newly identified markets

  • Identified a lack of customer focus in Payroll Operations, where associates past and present were treated as pay problems, not customers and peers. Quickly incorporated analysis and tools to increase quality scores by 30%, because regardless of their employment status, they are potential customers to the organization.

    • Solicited and analyzed associate feedback based on their experiences working with payroll associates

      • Feedback was sorted into categories to attack the most significant opportunities for change based on the level of effort.

    • Created talking points and templates for chats and phone calls to show appreciation and empathy in conversations

    • Developed and executed a quality assurance program to monitor and ensure improvement in associate interactions

      • Baseline of 60% QA score established

      • Associates achieved a 90% QA score consistently within several months

  • Partnered with Marketing Operations and Business Managers to identify gaps in application approval rates for upmarket credit cards and implement solutions for a better customer service experience.

    • Facilitated Kaizen sessions to review the end-to-end process

      • Determined the process from segmentation to application was more than 30 days, leading to declines based on credit bureau report changes

      • Worked with multiple roles and departments, eliminating waste throughout the process and reducing turnaround time, totaling 14 days from the end-to-end process

    • Eliminating roughly half a month from the process saved the company time and money while increasing customer satisfaction (CSAT) scores and net promoter score (NPS)

  • Improved semi-annual marketing campaigns to reward customers using voice-of-customer (VOC) surveys, call listening and associate focus groups by 30%.

    • Noticed low satisfaction scores by consumers during the reward point gift card redemption program

    • From reading customer feedback and listening to phone calls, identified consumers were upset they redeemed points shortly before the program kicked off and were upset, they missed out on savings

    • Conducted focus groups with customer service agents and met with compliance and legal stakeholders to create a policy to offer a customer goodwill credit for the difference in points before the campaign was introduced and during

    • The policy was reused in subsequent semiannual releases to ensure upmarket customers were satisfied with the product they hold with CapitalOne