ScoJoNi, LLC

Entertainment including Comedy, Singing, Acting and Santa Claus

Also provide consulting services for multiple areas including business, finance and six sigma

President

Erie Insurance Group

Responsibilities include overseeing and managing all Claims Vendor relationships including our Glass Repair and Roadside Assistance Programs, as well as keeping all activities from my previous role.

•	Assimilated the Claims Vendor Relationship Manager position into my previous position, thereby eliminating a second position in less than a year.  Accomplished this by assessing all three positions and automating processes as well as eliminating non-value added tasks

Vendor Relationship Manager/ Senior Claims Strategic Analyst

Worked directly for the Senior Vice President of the Claims Organization.  My responsibilities included creating Executive and Board level presentations for the Senior Claims Management team, providing staffing analysis and recommendations for the Claims Organization, as well as keeping all activities from my previous role.

•	Assimilated the Director, Field Strategy position into this position, thereby eliminating that position.
•	Assessed third party vendor claims solutions and made recommendations to Senior Management on potential strategic enhancements to improve our claims settlement processes.
•	Served as Claims Program Manager for our Smart Start Claims Adjuster training programs.
•	Project lead in assessing and improving the Claims Complaint Resolution process which was used to record and respond to consumer complaints to the state Departments of Insurance.  The project resulted in a reduction in the number of process errors, reduced cycle time and improved management interaction.
•	Automated the manual monthly Claims Staffing Assessment process thereby reducing cycle time.

Project Manager/Senior Claims Strategic Analyst

Hand selected to provide financial expertise and strategic direction to Claims product line and field management to aid efficient and cost-effective decision making.  Analyzed Claims Organization processes to enhance capabilities, and monitor external environment for trending and insights by way of market studies and bench-marking.  Acted as external Vendor Relationship liaison for Claims Organization which included reviewing contract expenditures, contract renewals and SLAs.

•Integral role in the implementation of the Claims Division Dashboard and Scorecard to establish metrics to enhance accountability throughout the organization.  This included working with and training our 25 field offices to foster their understanding and acceptance of organizational metrics.
•Claims program manager for Erie Insurance Geographic Expansion efforts.  This included developing and executing the Geographic Expansion project plan, developing and implementing a repeatable Geographic Expansion process and leading/coordinating the activities of the product line and field managers.  We successfully entered our first state, Kentucky, during 2014.
•Successfully led an assignment in the company's policy and processing division to prove the value of process improvement tools which led to the successful completion of 7 projects that provided the company with multiple varied benefits such as reduced headcount, reduction of errors, decreased cycle time and automation of manual processes.
•Completed multiple process improvement projects.
•Lead role in a Liability Adjuster Time Study to better understand the effectiveness and efficiency of the current model which resulted in the formation of a Claims team to design and implement a new Liability Adjuster Future State model.
•Served as the 'Subject Matter Expert' for the development of the company's 'Do the Right Thing' leadership training initiative.
•Elected to serve a 2 year term as a Board Member for ERIE's Community Engagement Council.

Senior Claims Strategic Analyst

Managed a team of approximately 25 employees responsible for the Compensation, Payroll, HR Information Systems (HRIS) and Workforce Planning functions for approximately 4,500 employees.  This included pay for performance and total rewards activities, payroll operations, Compensation Discussion & Analysis (CD&A) preparation, compensation operations, executive compensation, strategic workforce planning and HRIS operations.  Also, served as Risk Management representative.

The team's accomplishments included:
•Using Six Sigma tools to improve the workforce budgeting process thereby eliminating errors
•Revising the incentive pay structure reducing our number of plans from 10 to 5
•Seamlessly implementing a new time and attendance system for the company
•Simplifying the company’s base pay structure and merit matrix
•Implementing an HR dashboard
•Implementing eCompensation software to automate the annual base pay merit exercise
•Developing and implementing a self-service process for the electronic entry of voluntary employee deductions
•Developing a 3 year HR Technology strategy
•Designing and implementing online Agent Commission statements
•Designing and implementing a new company-wide Officership program
•Designing and implementing a new company-wide Perquisites program.

Vice President – Compensation

Managed a 10 person team responsible for the complete policy administration process for over 320,000 Life Insurance Policies.  This included issuing new business policies, issuing endorsements on active policies, maintaining existing policies and managing our relationship with a third party processing center of approximately 60 employees.

Designed and implemented a new team structure that resulted in:
•A focus on improving processes and eliminating errors which resulted in a reduction in our incident log of 50% while processing 40% more insurance applications than the previous year
•A re-launch of the Lifeworks Product Line which realized efficiencies allowing our agents to sell and implement the product more easily
•A new monthly reporting package for Life Submitted Applications and Annualized Premiums
•The implementation of an improved suspense resolution process which resulted in a 76% reduction in suspense dollars aged greater than 90 days
•The creation of a Premium Decision Correction Matrix which ensured consistency and fairness when making Premium decisions relating to policyholders
•A task responsibility listing which assisted the team in identifying resource constraints, roadblocks and commitment levels.

Manager – Life Insurance Operations

Lead role for generating the Erie Insurance production forecasts totaling approximately $4 billion annually and operating expense forecasts for multiple corporate and field divisions totaling approximately $600 million annually.  Lead role in the structure and development of Erie’s budgeting processes including the selection and implementation of a financial planning software tool and the upgrade and enhancement of that tool.

•Reduced the cycle time to produce the annual revenue and operating plans by 3 weeks.
•Project Manager for the Financial Planning workstream which included requirements design, vendor evaluation and negotiation and the purchase of the Hyperion Financial Planning and Scorecarding software.
•Integral role in developing and implementing the Revenue, Expense and Workforce Planning budgeting processes.
•Redesigned and implemented a new Hyperion Revenue Application which resulted in an 85% reduction in the monthly closing cycle.
•Designed and implemented a Daily Reporting Process for Insurance Applications.

Senior Corporate Financial Planning Analyst

GE Transportation

Manager for systems enhancements related to Locomotive Parts and Services Distribution Companies ($1.1 billion of annual revenues) and to Oracle Financial Systems.  I also managed the GETS Credit and Collections group, which employed seven collectors.  The group collected over $1 billion annually.  Finally, lead role for both Credit and Collections process improvements and Federal Boycott reporting Compliance.

•Lead interface with Price Waterhouse Cooper for the Sarbanes-Oxley 404 review of Oracle and the Parts and Services Distribution Companies.
•Lead role in transitioning the Credit and Collections operation to GE's India affiliate.
•Consultant for the Mexico Oracle Implementation.
•Primary Finance interface with IT for Oracle Project Implementation/Systems Productivity Projects.

Manager – Parts Dist. LLC/Financial Systems

Functional project lead for the implementation of the new Locomotive Parts and Services Distribution Companies ($900 million of annual revenues).  Designed and implemented all financial and systems processes for the new company, which included the coordination of Oracle system requirements.  The tax structure implemented resulted in an annual Net Income increase of $11 million.  Also, lead role for Federal Boycott reporting Compliance.

•Established transfer pricing structure for the three companies.
•Primary Finance interface with IT for Oracle Project Implementation/Systems Productivity Projects.
•Significant role in the implementation of a new Commissions Accounting System which automated a manual process resulting in an annual savings of $50,000.

Project Leader – Parts/Services Dist. LLC

Lead financial position for Locomotive Renewal Parts business ($250 million of annual revenues).  Activities included overseeing customer credit processes (Domestic & International), identifying and recommending financing strategies, analyzing new business development opportunities, providing controllership support, mechanizing manual processes and designing and implementing Website reporting capabilities and system upgrades.  Also, lead role for Federal Boycott reporting Compliance.

•Automated financial activities utilizing Six Sigma Quality tools, resulting in a 70% reduction in the reporting cycle time and a 58% reduction in the financial closing cycle time.
•Improved financial controls, including a 40% reduction in general ledger accounts.
•Used Six Sigma tools to design and mechanize the Sales, Margins and Orders reporting for the Parts business resulting in the 70% reduction in manual effort referenced in the first bullet.
•Mentored a college intern in an audit of freight forwarders that resulted in the recovery of $400,000 in duplicate billings.
•Designed and implemented a central website that reported Sales, Margin, Receivables, Collections, Past Due Receivables and Inventory Levels.

Manager, Finance - Locomotive Parts

GE Plastics

Designed and implemented a central Global Orders Management Sales and Orders Tracking system for a $7 billion business.  Activities included working with global teams to implement a standard sales and orders business model, to review, revise and implement standard sales and orders processes (including market and industry coding and customer standardization), and to review the individual business Commercial Data Warehouses (CDW) to ensure consistency with the new global standards.  Lead role in developing global transfer pricing for resins ($1 billion annual volume).

•Performed a significant role in the design and implementation of the GE Plastics (GEP) Pacifics and GEP Americas CDWs.
•Led a team on special projects which resulted in the reconciliation of the existing GEP Americas Sales and Orders Databases.
•Led FP&A Project Baselining effort to develop Black Belt Projects for the GEP FP&A Organization.

Project Leader, Plastics Global Orders

Activities included managing the $250 million annual plant and equipment expenditures budget, reviewing proposed expenditures, recommending spending priorities and generating merger/acquisition analyses.  Accomplishments included standardizing the spending request process, developing global transfer pricing for resins ($1 billion annual volume), and designing and implementing an automated billing system for internal resin sales.

•Initiated audits of the GE Plastics (GEP) Transfer Pricing process which led to improvements in the GEP Transfer Pricing system.
•Performed a significant role in the GEP Chemicals project which included the development and implementation of the 1995 GEP Fixed Asset Physical Inventory.

Investment Analyst

Lockheed Martin

Activities included managing the facility closure, including project transitions to new suppliers, workforce reductions, plant and equipment dispositions, and shutdown activities in Finance, Information Systems, Materials and Environmental areas.

•Developed and implemented the Regional Electronic Center - North (REC-N) plant closing/transition plan.
•Developed the cost volume to support the $27 million plant closing/transition budget.
•Executed the eight month plant closing/transition plan on schedule and under budget.

Plant Manager

Activities included ensuring compliance with U.S. Government regulations for a 350 person aerospace facility, managing reported compliance concern investigations, managing employee compliance training requirements, developing and conducting compliance training curriculum and auditing facility compliance practices.

•Reduced the compliance concern backlog by 50%.
•Designed and implemented quarterly Compliance Training courses for the 350 person workforce.
•Initiated and implemented 2 ongoing plant-wide Compliance Awareness/Employee Recognition Programs.

Site Audit Manager

GE Aerospace

Activities included coordinating and submitting Independent Research and Development/Bid and Proposal (IR&D/B&P) plans for the Engineering organization ($175 million annual budget), assisting in the negotiation of expenditure recoveries from the U.S. Government and budgeting, analyzing and reporting actual expenditures against plan for Engineering headquarters ($10 million annual budget).

•Reviewed hardware and software purchasing agreements, resulting in average discounts of 60%.
•Key member of negotiation team, obtained greater than 90% recovery ceilings in each of 3 years.
•Performed the lead role in the development, creation and implementation of the GE Aerospace IR&D/B&P interactive training module.
•Led an audit team of Aerospace employees in performing audits of three Aerospace field locations.

Senior Financial Analyst

GE Aircraft Engines

Investigated performance against U.S. Government requirements for GE Aircraft Engines facilities.  Maintained database of reported compliance concerns, designed and implemented financial and systems reviews and prepared month end reporting.

•Reduced month end reporting cycle time by 50%.
•Transitioned compliance concern database to a mainframe application, allowing universal access to Auditing personnel.
•Within first 6 months in the position, performed significant role in the completion of 3 of GE Aircraft Engines oldest open compliance investigations.
•Restructured the month-end Compliance allegation reporting process which eliminated approximately 16 hours (50%) from the month-end reporting process.

Senior Auditor

GE Drives Motor & Generator Operation

Coordinated monthly financial closings, maintained the general ledger system and completed internal financial/procedural audits.  Also, prepared monthly invoices for U.S. Government contracts.

•Performed a significant role in the financial consolidation of GE Drives Motor & Generator (DM&GO) with GE Transportation Systems (GETS)
•Created and implemented new DM&GO financial closing procedures

Specialist - Accounting

GE Financial Management Training Program:GE MBA Caliber program

•Established a Duty Drawback program for the Drives Motor & Generator Operation (DM&GO) which grossed approximately $107,000 in refunded import duties
•Created and implemented the DM&GO Government Contract Procedures Manual
•Automated numerous manual processes which resulted in productivity and efficiency improvements
•Resolved over 90% of the problem Travel & Living (T&L) accounts for GE Transportation Systems employees
•Supervised 2 college interns

GE Financial Management Program

Highly motivated, dedicated, detail oriented, accurate and dependable with an uncompromising work ethic; strong interpersonal skills specifically in difficult environments/situations; over thirty-two years of diverse experience.

•  Management Experience			
•  Accounting and Auditing			
•  Budgeting and Strategic Planning
•  Compensation & Workforce Planning
•  Contract Negotiations
•  Controllership & Compliance Awareness
•  Financial Planning and Analysis
•  Geographic Expansion/Organizational Restructuring
•  Informational Data Warehousing
•  Insurance Operations Experience
•  Inventory and Investment Analysis
•  Manufacturing Expense Analysis
•  Merger & Acquisition Analysis
•  Payroll & HR Information Systems
•  Quality/Six Sigma Process
•  Vendor Relationship Management

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