GEORGE J.

KANE
gk985302@westpost.net
200 Longford Court Keller, TX 76248 508-314-5993 (C)
817-562-4887 (H)
EXECUTIVE PROFILE
Vice President Operations Administration
Senior Operations Manager with successful record of leading New Business, Underw
riting, and Call Center/Customer Service divisions; setting and executing busine
ss strategy; building and enhancing relationships with key customers; and drivin
g improved customer satisfaction. Broad experience designing and shaping custome
r service and call center programs and processes that drive service improvements
, productivity gains, and cost reductions. Influential mentor with the ability t
o motivate teams and individuals to achieve challenging objectives. Change agent
and turnaround specialist with a quantifiable record of success delivering impr
oved profitability through Business Process Redesign (BPR) and continuous improv
ement initiatives. Extensive experience managing a Program Management Office, gu
iding organizational change, developing a customer-centric focus, and managing v
endor relationships. Managed staffs ranging in size to 350 and budgets to $15.5M
.
Core Competencies
Operations Management
Customer Service Management
Organizational Development
Strategic Planning & Execution
Information Systems/Technology
Budget Management
Business Process Redesign
Project & Program Management
Vendor Management

PROFESSIONAL EXPERIENCE
HealthMarkets, Inc. North Richland Hills, TX January 2007 Present
Vice President
Customer Service
Recruited by this National Health Insurance Company based on leadership and serv
ice accomplishments, to create and implement a Service Strategy, improve Divisio
n morale, enhance service levels, and stabilize the work environment in the Comp
anys Call Center and Policyholder Service functions. Execution of the Service St
rategy resulted in:
Highlights:
* Improved service levels from 63% to 80% of calls answered in 30 seconds with a
bandon rate of less than 2.5%.
* Implemented ASPECT Unified IP V6.5.0 Telephony System with Nuance Voice Recogn
ition resulting in 10% staff reduction, a 25% decrease in transfers, and improve
d service levels.
* Implemented process changes reducing Policyholder Service backlog from 10 days
to 3 days while reducing staff by 40%.
* Drove initiative to outsource, offshore, Provider Service resulting in cost re
ductions of $1.8M, equaling a 35% reduction in Administrative Expenses.
CHCS Service, Inc. Pensacola, FL April 2005 January 2007
Vice President
New Business, Underwriting and Service
Recruited by this national Third Party Administration organization to provide le
adership, set strategy, achieve productivity improvements, improve service deliv
ery, and enhance employee development in the New Business and Underwriting Divis
ion. Based on continuous operational improvements in New Business and Underwrit
ing, responsibility for the Policyholder Service Division was later assumed.
Highlights:
* Achieved productivity improvements from process improvements, automation, and
redefined roles and responsibilities resulting in staff reductions of 33% over 1
5 months.
* Reduced service turnaround times by 25%.
* Enhanced Product implementation process resulting in 100% of projects meeting
target dates with zero post-implementation fixes.
* Established performance review process enhancing quality of employee evaluatio
n resulting in enhanced employee development and improving employee retention by
30%.
Independent Consultant Dudley, MA November 2003 April 2005
Utilized expertise in Strategic Analysis and Process Redesign to assist clients
with the resolution of administrative, business process, and operational challen
ges. Provided major insurance carrier with management consulting relative to the
design of their business-to-business billing and collection initiative.
Highlights:
* Improved operating efficiency and productivity by 25% in several operations un
its via business process redesign.
* Uncovered gaps in overall business flow for an automation initiative saving th
e client $250,000 in development costs.
MassMutual Financial Group Springfield, MA 1997 November 2003
Second Vice President
Disability Income Business Process and Technology
Recruited by this major financial services company with revenues of $1 billion t
o drive a turnaround and reverse declining service delivery and customer satisfa
ction, processing inefficiency, and poor morale in the division. Facilitated the
creation of a Service Strategy for the Division and established a continuous im
provement focus that clearly identified priorities and charted the course to ach
ieve key goals. Created Business Analysis Unit and IT strategy to support the bu
siness strategy. Guided the Program Management Office in the successful completi
on of concurrent IT activities, monitoring progress and adjusting strategy as re
quired. Guided by the Service Strategy, programs were executed which:
Highlights:
* Drove major change through Business Process Redesign and by streamlining proce
sses across multiple functions, including sales, underwriting, service, and clai
ms, that enhanced service and improved productivity by a minimum of 20% to as mu
ch as 100% per project.
* Drove a culture change that transformed the division into a proactive, partici
patory, knowledge-based environment, resulting in a standard source for business
rules and procedures, accelerated employee training, and programs for mentoring
and sharing knowledge.
* Orchestrated technology improvements including mainframe, client-server, and w
eb applications that supported full business process involving sales, new busine
ss, service, and claims. These improvements supported new business growth from $
22M to $47M without significant staff increases, revenue that increased from $29
0M to $390M, and profits that increased from $22M to $100M.
The Paul Revere Insurance Group Worcester, MA 1980 1997
Rose through a series of key corporate roles focused on driving service enhancem
ents for the annuity, life and disability income lines and performing strategic
analysis, the planning, and implementation of continuous process improvements th
at made major contributions to strengthening the company prior to its acquisitio
n by UNUMProvident.
Vice President 1992 1997
Process Systems Development
Guided IT development teams engaged in systems delivery for multiple customers.
Managed major vendor relations involving systems development and in-depth BPR pl
anning. Reported to the Chief Information Officer. Facilitated the execution of
the Service Strategy resulting in:
Highlights:
* Reduced annual costs by $1M and achieved an 80% reduction in service time by i
mplementing imaging technology into the life and disability New Business functio
n. Various continuous improvement projects reduced annual costs an additional $1
.2M.
* Consolidated four distinct process plans into one strategic BPR plan for new b
usiness acquisition eliminating redundant development and saving $4-6M over thre
e years. Created the companys first Enterprise Data and Process Models for BPR w
ork, benefiting the annuity, life, disability, and group lines.
Vice President 1990 1992
Process Analysis
Selected by the President to lead a two-year process analysis project to uncover
flaws, remove bottlenecks, and create a smooth functioning and more efficient o
peration. Created a long-term Corporate Service Strategy and a plan to achieve i
t for the annuity, life, disability, and group business units.
Highlights:
* Analyzed existing manual procedures for quick hit cost reductions and service
enhancements. Reduced annual costs by $6.5M by implementing changes identified a
cross the Home Office.
* Firmly established the process analysis function and the concept of continuous
improvement. Introduced case management servicing; implemented 800-number call
centers; consolidated departments around processes; and reduced service times an
d costs.
Vice President 1987 1990
Customer Service
Led all customer service functions for annuity, life, disability, and group incl
uding the resolution of all post-issue matters (billing, collections, policy cha
nges, loans and surrenders, policy conservation, periodic payments, and legal ch
anges etc.). Reported to Chief Operating Officer.
Highlights:
* Reorganized Customer Service teams across the Division, abandoning a functiona
l model in favor of a customer-centric paradigm.
* Addressed extensive training requirements and lagging productivity by initiati
ng the first client-server development project in the company, building user-fri
endly front-end screens for all service transactions. Reduced new employee train
ing time from six months to two weeks and realized a 40% productivity improvemen
t.
* Established zero-on-hand workflow management resulting in improvements across
the board, leading to the companys first experience with self-managed teams.
* Improved productivity by 40% and virtually eliminated errors. Slashed service
times from 10 days to 3 days. Increased cross training across functions and elim
inated a costly quality checking process. Increased broker service satisfaction
by 40% and policyholder satisfaction ratings from 81% to 93%.
Second Vice President 1983 1987
Administration
Director 1980 1983
Premium Collection Department
EDUCATION & PROFESSIONAL DEVELOPMENT
Nichols College BSBA, Marketing Major
Life Office Management Association FLMI Curriculum
Babson College Executive Development Program
Bentley College Executive Development Program
Hartford University Graduate School Center for Creative Leadership
Babson College & MIT Multiple Executive Development Seminars
PROFESSIONAL CERTIFICATIONS
Fellow Life Management Institute (FLMI)
Life Office Management Association, Inc.