Charles L.

Farrington
Fairfield, Connecticut 06824 | tel 203.500.2424 | email clfarrington@optonline.net
A hands-on operations leader that drives top-to-bottom operational performance improvement for leading financial service organizations, and understands the key balance they face: optimizing top-talent, simplifying technology, controlling expenses and most importantly, exceeding client expectations.
Strategic planning that identifies and accelerates process efficiency and strengthens performance Organizational infrastructure optimization to streamline service delivery organizations to yield optimal results Business analytics design and implementation of key metrics to yield quantitative gains in quality and productivity Additional core competencies include: Change management of large, complex operations Hands-on management of talent Large-scale project management with internal and external constituents Manage multi-site operation centers and resources Managing and driving change through influence vs. direct control Working in a complex matrix environment with multiple constituents Talent assessment, team building & staff retention strategies Process redesign Vendor sourcing & negotiating Developing unique client strategies Working with all levels of an organization in order to develop and deliver operational updates to senior executives

Professional Experience
Vice President, U.S. Client Support Operations | MARSH, INC. USA 2003 - Current Vice President and Operational Chief-of-Staff for client services charged with defining and overseeing back office client operations for 300+ employees at Marsh USA, a division of Marsh & McLennan Companies. Trusted Advisor: Accountable for the management of client service and back office functions for each operations center with supporting budget requests and financial estimates, defining objectives and short-term and long-term project plans.
- Production staff and management - Training & professional development - Process design & implementation Metrics development Vendor management

Oversaw $18.5M budget for nine departments (65% salary and benefits) and identified major cost savings year-over-year, including a 75% reduction in Time & Expenses. Productivity Expert: Established metrics, operational controls and reporting capabilities to ensure all service delivery processes are monitored and assessed against defined performance objectives and internal policies. This resulted in:
- A reduction of service level delivery by 20% - The introduction of hourly metric reporting instant production accountability Development of trending analysis Establishment of baseline colleague performance metrics

Strategic Planner: Aligned core business objectives to operational objectives for service delivery tools and technologies to support process automation, client self-service capabilities and delivery of service support transactions. Developed the business requirements supporting technology. Office Managements Liaison: Developed and managed working relationships with 66 local office executive leaders and established ongoing feedback mechanisms to ensure quality service. Local surveys, roundtables and periodic review of performance metrics ensured direct client priorities were met. Large-scale project transformation specialist Designed and migrated over two phases 93% of National Certificate Production and 98% of National Auto ID Production into a centralized facility, with transactional volume exceeding 7.2 million units annually. Phase one included transitioning and migrating work from seven disparate service centers in the U.S. to a consolidated operation center located in Austin, Texas. Phase two included migrating locally produced transactions, over 1.4 million units, to Austin. Total savings: $2.25M. Evaluated and managed third-party vendors (RFP, requirements matrix, evaluation criteria, vendor interview process, site evaluation and selection and contract negotiations) to support client service delivery and back office operations. Implemented Project Management & Analysis Team designed to focus exclusively on in-flight initiatives impacting production challenges, productivity analysis and staffing allocation/projections. This team completed 40 separate projects over the course of one year, the outcomes include:
- Mid-year staffing level updates - Re engineering of department processes - Department occupancy levels - Reliable technology platform for reporting data - Analysis and evaluation of new business opportunities Re-engineered Loss Data Process to maximize productivity and re-establish a key function of the Marsh renewal strategy. By analyzing staffing levels, maximizing the new infrastructure and effectively running the group to provide real-time information; total work-time decreased from 5 working days+ to a 48-hour average along with an increase of 40% in volume handled.

Charles L. Farrington

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Sales Consultant | CNA FINANCIAL 2001 2002 Managed a three-state territory for CNA, a leading property & casualty insurance company headquartered in Chicago, IL. Cultivated key account relationships for outside sales force. Designed and led a management training module that increased outbound call production by 20% and led to a 15% increase in Variable Life Sales over two-quarters. Identified duplicate roles and freed 10-15% capacity per-day for each sales representative while improving information exchanges between the sales and service departments. Operations Manager | FIRST VARIABLE LIFE INSURANCE COMPANY 1998 2000 Managed customer operations for First Variable Life, a wholly owned subsidiary of Irish Life of North America based in Oak Brook, IL. Managed customer service, licensing and conservation departments across multiple locations. Achieved 90% customer satisfaction results though utilization of call monitoring and performance feedback technology. Established a conservation program that yielded $1M in retained business within the first-quarter. Created, deployed and executed a 2-week training program to include: insurance fundamentals, technology, fund transfers and customer service. Originated a peer recognition reward system that produced a 0% attrition rate from 1998 2000. Operations, Customer Service Asst. Team Leader | JOHN HANCOCK FINANCIAL SERVICES 1997 1998

Directly supervised customer service representatives providing support of life insurance products and services in Boston, MA. Selected from a highly competitive pool of candidates to lead a 10-member team through the self-assessment for the Malcolm Baldridge Award. Balanced management responsibilities while achieving 98% customer satisfaction ratings and rated in the top 5% of total call volume. Part of a 6-member team chosen to design and test new Voice Response Unit (Automated Values). This system was on-line in December of 1997 and included updated account values. Customer Service Representative | MASSACHUSETTS CASUALTY INSURANCE COMPANY Customer service representative within the client service center in Boston, MA. 1996 1996

Education
1995 Bethel College, Indiana Bachelor of Arts, Communication