DJG Project Portfolio – Debi J. Gilmore
Insurance Services ProjectsProject: Automated Underwriting/Technology/Rx Data
Reported to Corporate Strategy Director, major life insurance company. Led project and performed detailed analysis of pharmaceutical data for synthetic underwriting and risk analysis. Objective was to determine “the efficacy of the “Black Box”. Conducted beta test of 5,000 fully underwritten files to determine efficacy of proposed new software. Determined to be within acceptable risk limits; design met HIPAA and industry regulations. Managed project plan, requirements definition, status reporting, and documentation, proof of concept, user acceptance testing, and presentation to C level executives.
Project: Operations/APS-Medical Records Retrieval
Led project to assess Medical Records-APS efficiencies. Conducted discovery for Process & Technology Review; reviewed Workforce Utilization, P & L Analysis, and conducted Customer Surveys. Reported to COO, and delivered profit improvement plan.
Project: Underwriting/Process Improvement
Executive VP, major insurance company, required end-to-end process chain assessment of underwriting department. Led project to capture existing processes, procedures and requirements. Mapped all processes in workflow diagrams (Visio). Focus on redundancy and duplication. Identified five key initiatives for improvement. Worked with stakeholders to implement changes with 15 %+ workforce reduction; measurable improvement in key time service metrics for customers.
Project: Evidence Cost Review/Vendor Management
Led project review of multiple vendor contracts, SLA’s and Vendor Invoice audits for major insurance company. Set up ongoing tracking systems and completed knowledge transfer. Findings and negotiations resulted in >$500,000 annualized savings to underwriting evidence cost budget.
Project: Automated Evidence Cost System/Vendor Management
CFO of major insurance company requested review of existing automated medical evidence cost audit process. Identified significant data glitch; worked with DBA’s in India to efficiently resolve issue. Database improvements, along with vendor management contract review and negotiations resulted in reducing need of (2) FTE, the recapture of funds and annualized budget reduction of over $1 million.
Project: Underwriting/New Business Strategy
Team designed New Business (NB) process to underwrite applications by re-engineering the process and incorporating tele-underwriting. Facilitated stakeholder meetings, developed business & functional requirements, produced flow charts and process maps for execution by technical development group.
Project: Tele-Interview Operations/Strategy/Technology
Assessed and advised Executive VP of strategy for spin off/relocation of operations of medical information services facility. Retained to lead the spin-off and manage the project to develop and implement the new infrastructure. New center became a highly regarded Telemed model in the industry, utilizing “at-home” reps for Part II tele-underwriting.
Project: Tele-Interview Operations/Technology
Assessed Telemed operations, working directly with staff IT team. Assessed functional requirements for LAN environment, provided troubleshooting of PC based system, and facilitated short term improvements. Determined time and investment required to be competitive in market segment. Resulted in spin off of operation.
Project: Integration Strategy/Call Center Infrastructure and Technology
Reported to CEO of company, that due to an acquisition, firm had two Tele-underwriting call centers operating on different platforms. Led project to detail the functionality of each system, updated Visio diagrams, and identified integration requirements, costs, timelines, customer impact and risks, providing a blueprint for system conversion.
Call Center and CRM Projects
Project: International- Outsource Strategy/Call Center
Phase I – Research and advised regarding outsourcing call center vendors in the United Kingdom. Conducted market research, RFI, vendor short list, and validation of services.
Project: CRM – Technology
As PMO, responsible for full cycle CRM Implementation (Siebel/Multiple Vendors). Managed team of 27 technical experts comprised of IT staff, third party integration team, and multiple software vendors, in the deployment of $3.2m Siebel CRM Solution. Managed project charter, rolled up projects plans of multiple vendors, managed internal and external IT team and led weekly updates of customization of complex CRM technology and integration with telecom infrastructure. Provided weekly status reports to project team, presented executive status reports twice monthly, managed distribution and monitoring of issue resolution log, tracked budget against Actual Work Completed, facilitated remote User Acceptance Testing, and conducted training and knowledge transfer. Successful management of this project resulted in on-time delivery and $359K under budget.
Project: Operations/Virtual Call Center Technology
Phase I - Call Center project to support the growth of a provider of a behavioral remote patient monitoring system that uses wireless technology to non-intrusively track daily patterns of senior living. Led full cycle project from selection to implementation of hosted call center infrastructure. Set up Five9 Hosted Call Center & CRM. Set up templates and processes for Sales Pipeline Management.
Project: Call Center Expansions – Two New Locations
Managed the Opening of two Airline Reservation Centers for Mileage Plus, Inc./United Airlines (MPI). As Project Management Specialist, reported to the President of MPI, advised and recommended day to day activities of the build out of two facilities. Managed Project Plan (MS Project) tracked, and coordinated equipment, engineering, telecom, and hard goods logistics. Directly managed recruitment and staffing of 600+ FTE. Facilitated public relations, and managed multiple vendors.
Project: Call Center Operations Assessment/Telecom/Process Improvements
Phase I - Project advising CEO and Executive team of a national behavioral health management company. First, conducted a call center assessment for direct-to-consumer operations with recommendation for short and long term improvements. Then, retained to implement short term improvements in a 90 day action plan that included reorganization. Instituted real-time monitoring of call center using Avaya reports. Trained management in the use of hourly and daily reports, established key performance indicators (KPIs) and management strategies to improve performance, manage work-force staffing, and call routing thresholds based on data. Significantly improved capacity, incrementally handling upwards of 5000 calls per month with existing staff.
Project: Call Center Strategy/Operations/Technology – CRM Implementation
Phase II -Developed long term strategy and led full cycle implementation of Outsource Vendor and Co-Source CRM Technology Solution. Developed strategy, led vendor selection, developed project charter, rolled up projects plans of multiple vendors, managed internal and external IT team and led daily updates of customization of complex CRM technology and telecom infrastructure. Scripted medical questions for smart-script content. Due to complexity, issue resolution, QC testing and User Acceptance Testing was critical to the success of the implementation. Multiple integration challenges required constant monitoring and intervention. Facilitated internal staffing issues with regard to dependences and key deliverables. Project close out report completed and lessons shared. Infrastructure design included ‘co-source’ of technology. Developed performance metrics and negotiation of vendor service level agreements. Outcome: New technology resulted in >50% growth from prior year. Platform subsequently adapted to roll-out to 400+ branch locations nationally.
Project: Diversification Strategy/Call Center Excess Capacity/Business Development
Call Center Diversification Strategy and New Product Design to utilize excess capacity and capabilities of existing call center. Validated core competencies of the center. Market Research identified new market opportunity. Led the technical team in the script, web, and application modification that positioned the launch of new product for patient recruitment for clinical trials. Delivered and Implemented first customer. Division continues as growth area of firm.
Project: Business Strategy/Online Software Start Up
Advised start up business, in the set up of its customer service call center to handle online software sales calls, how to plan for growth and projected staffing costs for geographic area. Assisted with scripting and routing for calls and identified opportunities for customer support with website improvements.
Project: “Telemed” Operations/Technology
Operations assessment of Telemed process, workflow, staff, systems, and metrics. Involved marketing in operational capabilities and how to best position in the insurance marketplace.
Special Projects
Project: Executive/Operations
Six month, Interim COO role managing daily operations, best practices, sales territory & time management, tech support, issue resolution process, and finances. In addition to coaching and mentoring staff, positioned company for sale to manufacturer providing Telehealth monitoring technology and services.
Project: Expert Witness/Tele-underwriting
Provided professional opinion, supporting research & documentation for case involving tele-underwriting services.
Project: Marketing and Sales Strategy/Business Development
Advised CEO and Board of Directors of Environmental Services company of practices and tactics to compress sales cycle and reduce P&C claim cycle time. Established pilot program and introduced to P&C insurance industry. Recommended reorganization. Firm exceeded revenues, saving key P&C Insurer millions in mold and water claims.
Project: Business Strategy/Technology
Advised mobile services business in development of requirements to identify technology options for IVR, CRM, and scheduling software with potential mobile route tracking and dispatch functionalities. Change management identified as key factor. Off the shelf, hosted solution recommended.
Project: Phase I - General Contractor – Land Development
Managed project plan, budget, contracting, scheduling and work-site activities for the reclamation and development of agricultural land. Scope included stabilization or demolition of existing structures, compliance with Zoning and Building code and adherence to DEC wetland regulations. Performed deep hole & perk tests, dug well and two retaining ponds. Installed 4000 ft of drainage tile and 180 ft of culvert. Cleared 20+ acres and installed equipment roads. Procured capital equipment. Oversees maintenance of equipment fleet. Manages all materials purchases. Qualified for CRP for environmental erosion protection.
Project: Corporate – VP Marketing
Reporting to CEO/Technology. Led full cycle development project of new medical information services platform model for “tele-underwriting” Managed project from initial concept, design, wrote reflexive questions, scripts, development, programming, test, beta, launch, through “first to market” implementation.
Project: Corporate - VP Special Projects
Reporting to President. Co-chaired project for the integration of 250 sites + Corp functions resulting from acquisition. Published “Integration Reference Guide”, conducted site visits with VP’s, for successful merger.
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