Let me present a few
BIG
accomplishments
We were facing rising employee turnover and operational inefficiencies due to outdated workflows and siloed communication across departments.
My goal was to modernize our internal operations and create a more engaging, productive work environment that would retain top talent.
I led a cross-functional initiative to deploy a company-wide workflow software tailored to each department’s needs. In parallel, I spearheaded a policy overhaul focused on employee engagement—introducing feedback loops, recognition programs, and personalized development plans.
Task completion rates increased by 40%, project efficiency improved by 35%, and employee turnover dropped by 20%. Our workplace satisfaction scores rose significantly, and we saw a marked improvement in collaboration and morale across the organization.
REVAMPING WORKFLOWS TO BOOST PRODUCTIVITY AND RETENTION AT KURV INC
Productivity and Retention
Kurv Inc. was operating without a reliable forecasting model, which made budgeting reactive and hindered our ability to make informed investment decisions.
I set out to build a data-driven solution that would empower our leadership team to plan proactively and allocate resources with precision.
I led the development of a predictive analytics engine that leveraged historical billing data, client behavior patterns, and seasonal trends. I worked closely with our data analysts and finance team to integrate the model into our quarterly planning cycles and trained department heads on how to use it effectively.
The model became a cornerstone of our strategic planning process. It improved budget accuracy by 28%, enabled smarter resource deployment, and helped us reduce operational costs by 20%—all while maintaining high service standards.
BUILDING SMARTER PLANNING AT KURV INC
Predictive Analytics Engine
When I stepped into the role of President at Kurv Inc., one of the most pressing challenges was our accounts receivable cycle. Collections were averaging 105 days, creating serious cash flow constraints and limiting our ability to invest in growth.
I knew we needed to overhaul our billing infrastructure to reduce delays, improve financial predictability, and restore confidence among our stakeholders.
I led the creation of a centralized billing department, bringing together finance, operations, and client services under one streamlined system. I introduced AI-powered reconciliation tools and built a predictive analytics model to forecast payment behaviors. I also restructured internal workflows to ensure accountability and transparency across departments.
We reduced our collection time from 105 days to just 11 days, dramatically improving liquidity. Our budget forecasting accuracy improved by 28%, and we were able to reinvest strategically, achieving a 12% ROI in the first quarter following implementation.
TRANSFORMING BILLING OPS TO UNLOCK CASH FLOW AT KURV INC
Founding a Billing Dept.
I had to arrive at a compromise as part of a team in order to accomplish a project on time. I also describe how I overcame my challenges.
In my tenure as CEO at Got Coverage Inc., I shared my vision to scale the company for national operations. Upon the completion of market research and data analysis and a series of strategic discussions with the leadership team, the timeframe we aligned on for launching products in the first 11 states was to be 4 months.
The project scope was drafted to achieve the following:
o Research and acquire the license and permit requirements of the 11 states.
o Finalize the contracts with insurance companies and MGAs for the expansion.
o Recruit and develop three agents and 2 CSRs.
o Go-to-market sales and marketing campaign design.
While we were able to get the licenses for 10 states within 1 month, we ran into an unforeseen issue with the Florida license. The state’s department of insurance required that we have an active appointment contract with an insurance company in Florida before they could issue us a license. The challenge was that all our insurance partners at the time required us to have a license before they could appoint us as agents in a state. I reached out to the representatives at our partnered companies and brokered a deal with one carrier to give us an appointment in Florida without a license. We progressed to acquire the last license by the 11th week.
With 5 weeks till the deadline, we faced a critical juncture where the project's scope needed recalibration to align with our timeline for market launch. After analyzing our contracts and reports, I proposed launching only one product line, our highest revenue generating category– Commercial Auto Insurance, with the rest of the product lines to be introduced in phases later. This decision was underpinned by a robust risk-benefit analysis, ensuring that customer value was not compromised. We successfully navigated the intricacies of executive decision-making and delivered a scalable solution within the stipulated time, setting a precedent for future projects.
The result is simple!
Within a month of the launch, the new markets added $1.34 MM in premiums to our book of business.
THE EXPANSION PROJECT AT GOT COVERAGE
From 0 to 11 states
THE DIGITIZATION PROJECT AT GOT COVERAGE
A simple request made and a restructure of innovation occurred
When a business puts their customers in the driver seat the changes come naturally. I led a project to transform the entire end-user experience and how they interacted with the organization as a result of a few customer suggestions that would benefit many.
Any time a commercial truck wants to transport cargo, they need to provide the freight broker with a certificate of insurance. It is a time-sensitive process because if the COI is not sent quickly, the customer can lose the bid to another transportation company.
As the business grew, I noticed that our customers would call us throughout the day to request COIs and would end up losing the load because we couldn’t process them fast enough. This was a major pain point for these customers as they were losing time and money.
The business has grown organically due to customer referrals. A positive customer experience is the core of the company. I decided to speak with a few of our customers to get an idea of what services could we provide to make their lives easier and came up with a list
- The ability to access their documents online while they are on the road
- The ability to upload claim documents to us
- The ability to send certificates online, send change requests online
- The ability to see vehicle and driver coverage details.
These needs could be met either by increasing employees or by digitizing the company infrastructure. The latter was something I was already considering and tied in well with our goal of creating a virtual work environment.
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I identified 4 projects to start with:
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Task management software was the top priority, as it was essential to have this setup before I could move on to the next step.
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Next, migration to a new AMS that was more functionally sound and reduced the number of software we were currently using
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Data migration to AMS – breakdown in timeline provided by vendor
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Changing our VOIP provider to integrate with our new AMS and provide video calling, conference calling, faxing, and texting abilities along with internal chat features.
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As soon as I started working on setting up the new task management software, the pandemic hit, and it meant that I had to move a lot faster than anticipated.
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I led the team to complete the setup of ClickUp and the new VOIP system in 1 week, just in time for us to all be able to work from home.
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The migration of data to the AMS took two weeks longer than scheduled, as there was a breakdown in communication with our previous vendor.
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Customers are now able to issue their own COIs and view all documents and policy details
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Software cost reduced by 22%
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Enabled the company to ensure staff safety by transitioning to work virtually once the pandemic started
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Set the groundwork for becoming a virtual insurance agency
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Solving Complex Business Challenges
THE PROJECT TO EXPAND JUSTCOUNTANTS
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Uncover root causes: I can analyze vast amounts of data from diverse sources like financial reports, market research, and customer feedback to identify underlying issues and contributing factors.
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Break down complexity: I can decompose intricate challenges into smaller, manageable components, allowing for a more focused approach to finding solutions.
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Identify hidden patterns: Using advanced data analysis techniques, I can discover hidden patterns and trends that might shed light on the underlying dynamics of the problem.
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Brainstorming: I can generate a diverse range of potential solutions by drawing on my knowledge base, exploring alternative perspectives, and even venturing into unconventional approaches.
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Scenario planning: I can simulate different scenarios and their potential outcomes, helping you assess the feasibility and effectiveness of various solutions.
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Cost-benefit analysis: I can analyze the costs and benefits associated with different solutions, allowing you to make informed decisions based on your priorities and resources.
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Clear and concise communication: I can translate complex data and insights into easily understandable presentations, reports, and visualizations.
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Facilitate collaboration: I can help you engage with stakeholders, gather feedback, and build consensus around chosen solutions.
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Continuous learning and adaptation: I can continuously learn and adapt to new information and insights, ensuring your approach remains dynamic and responsive throughout the problem-solving process.
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Data-driven insights: I can process and analyze vast amounts of data to identify patterns and trends that may not be readily apparent to humans.
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Creative thinking: I can generate unconventional and innovative solutions by drawing on my vast knowledge base and exploring outside-the-box approaches.
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Scalability and efficiency: I can quickly analyze large datasets and evaluate numerous options, significantly speeding up the problem-solving process.
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Other Projects across
various industries
PROJECTS ACROSS INDUSTRIES
Restructuring the underwriting workflow for a team of 263 to reach a faster turnaround time.
Setting up a P&C brokerage to service clients in 5 states virtually through cluster contracts.
Managed a project to implement a new client portal for new and existing clients and link it to the CRM.
Led the project to introduce tabletop tablets for ordering and payments with a focus to reduce table turn time.
Led the finance company to integrate their platform with 6 commonly used CRM software in various industries.
Led the home owner to remotely build a property in Europe remotely and address all their needs.