TEMPORARY INSURANCE PROFESSIONAL
SEASONED ACCOUNT MANAGER
CERTIFIED INSURANCE COUNSELOR
CERTIFIED INSURANCE COUNSELOR
Friendly Professional Assistance
On/Off Site Telecommuting OutSource
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• Certified Insurance Counselor
• Licensed CA Insurance Broker
• Licensed CA Insurance Broker
• ARM Associate Risk Manager Semester Courses ARM 54, ARM 55 - Pursuing ARM
- My goal is to partner with your office and provide professional services.
- If everything is running efficiently we will stay the course.
- If you are in a bind we can set you free.
- All Property and Casualty Insurance
- Technology, Bio-Technology Life Sciences, Hospitality, Non-Profits, Construction, Group Programs, Entertainment
20+ YEARS PROFESSIONAL EXPERIENCE
Ingenuity and Versatility are my greatest strengths.
Employed by or collaborated with most Global, National, & Leading Regional Brokers
in San Francisco Bay Area. Also spent eight years in Los Angeles Marketplace.
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I have extensive Premier and Middle account experience. Rather than cite a litany of repetitive skills, I elected to provide Composites of actual Scenarios encountered in the Workplace and the Actions taken:
I. $10,000,000 Premium ALLOCATION: ACTION: Amazingly, insured, a conglomerate, remitted $10,000,000 without invoices or premium allocation. Client was a diverse company with worldwide operations, numerous entities, and roughly forty casualty policies. They Paid $10,000,000 when account renewed more than a month earlier. Insured was vehemently demanding invoices with precise allocation. Accounting activity was tremendous due to account size and complexity. Account Manager collected funds and left on disability. (My job was covering Account Manager Position.) No one could ascertain premium breakdown. We had to demonstrate the amount collected was correct, or reimburse client. Accounting also required specific instructions. Resolved by dissecting the renewal specifications:
A. Meticulously analyzed renewal and marketing data. Was able to apportion $10,000,000 premiums within $300.
B. Premium allocation painstakingly itemized by Entity / Policy / Line of Business. Insured had what they needed in a
B. Premium allocation painstakingly itemized by Entity / Policy / Line of Business. Insured had what they needed in a
clear-cut format.
C. Accounting was instructed how to disperse funds amongst carriers and policies. Documented by corresponding
C. Accounting was instructed how to disperse funds amongst carriers and policies. Documented by corresponding
Invoicing to the premium allocation.
D. Created open item tables to track outstanding renewal, endorsement and accounting items. Staff could quickly
D. Created open item tables to track outstanding renewal, endorsement and accounting items. Staff could quickly
and effortlessly assess activity, enabling broker to track account after my departure.
II. PROGRAM Renewals / Acute Back-Log: ACTION: Wholesale broker fully controlled Nationwide Program. Two days prior to the Program’s renewal, a Key Administrator was abruptly unavailable. Program was managed using an onerous customized computer program. There were about two thousand participants with Property, Casualty and AD&D coverages. Telephones rang incessantly aggravated by an acute back-log and disorganization. It was impossible to move forward. Systematically assessed the situation and took these steps:
A. Renewal Certificates of Participation and invoices were ISSUED on my second day.
B. All pending mail and telephone requests were Reorganized according to Task Required (i.e. Coverage Questions,
B. All pending mail and telephone requests were Reorganized according to Task Required (i.e. Coverage Questions,
Quote Requests, Issuing Endorsements AP, RP, Non-Premium Bearing, etc.). This effectively prioritized workload
allowing us to quickly respond to complaints and requests.
C. Audited all files, tailored new procedures to more efficiently handle the volume of work.
III. Renewal Problem - LAPSED Policies: ACTION: Scrutinized system to ascertain Hundreds of residential policies had Lapsed. An entire book of business had been Non-Renewed by a carrier. This occurred during the mid 1990’s residential insurance crisis in California. Agency had sent a form letter advising clients to disregard Non-Renewal notice. Few policies had actually been rewritten. Predicament was further complicated due to exceedingly poor document management. Most essential UW information was missing. Coverage could not be placed without it. Formulated this strategy:
A. Uninsured risks were revealed and a systematic course was implemented to Contain the Crisis.
B. Created kits used to swiftly accumulate COPE Information.
C. Utilized agency staff for assistance rewriting policies through their standard markets.
D. After an exhaustive search, located surplus markets for risks no longer eligible through standard markets.
(At least 40% of the book was ineligible due to agricultural exposures and fire hazards.)
IV. 220 Certificate Masters - NOT Manageable: ACTION: Insured a multifaceted conglomerate with global interests had constant demand for certificates of insurance. Over time, 220 Certificate Masters had been set up. While capable of issuing intricate certificates, broker antiquated system proved unwieldy. It was virtually impossible to differentiate between masters that had been set up with diverse Named Insureds, Policies, Limits. Certificate issuance was burdensome and unmanageable. Issuance of a single certificate regularly took a half hour. Our capability to service was severely compromised. Devised this efficient system:
A. Cataloged master certificates by Named Insured and Numerically (each master had a number).
B. Hard copies of all 220 certificate masters were Alphabetized by Entity and organized in a binder. Broker
B. Hard copies of all 220 certificate masters were Alphabetized by Entity and organized in a binder. Broker
maintained a set in their office. Client’s risk manager also kept a master binder. Entities having a frequent
need were furnished with a set pertinent to them. This enabled offices to view and select appropriate
master certificate. Certificate Request forms were also created and customized for client use.
C. Hard copy certificate masters were also organized in Numerical order. Consequently a specific master could
C. Hard copy certificate masters were also organized in Numerical order. Consequently a specific master could
be ordered by a number. This option was incorporated into the certificate request form.
D. At renewal, the number of Certificate Masters was reduced to SIX. Drastically simplified the certificate
D. At renewal, the number of Certificate Masters was reduced to SIX. Drastically simplified the certificate
process. Saving untold time while immeasurably improving customer satisfaction.
V. $100,000 Final Audit AP: ACTION: Local General Contractor generated a $100,000 AP during a building boom. This represented 100% of expiring annual premium.
A. Negotiated 90 day audit payment plan enabling broker to retain commission. Audit AP collected in 40-30-30
monthly payments.
B. Renewal premium doubled based on increased projections. Audit AP payments were collected along with Renewal
B. Renewal premium doubled based on increased projections. Audit AP payments were collected along with Renewal
Installments.
C. Contractor experienced continued success. Although he was not on monthly audit, persuaded contractor to
C. Contractor experienced continued success. Although he was not on monthly audit, persuaded contractor to
remit estimated additional premiums based on actual payroll. Reserved funds were accessible when a
substantial final audit once again resulted.
D. My overall collection history was exemplary. Unusual with heavy concentration of contactors and subs.
D. My overall collection history was exemplary. Unusual with heavy concentration of contactors and subs.
"WE THANK GOD EVERYTIME SHE WALKS THROUGH OUR DOOR!"
Cecilia I. Cawley-Redman, CIC
CERTIFIED INSURANCE COUNSELOR
INSURANCE TEMPORARY ACCOUNT MANAGER
