Jerry E. Mosier

503-***-****

**** *.*. ******** ***.

503-***-**** (cell)

Dallas, OR 97338 email:

abiku9@r.postjobfree.com

Detailed Resume

Experience

Capital Insurance Group

Salem, OR 97302

Northwest Branch Manager

1/3/2003 to 10/15/09

Management Responsibilities

. I was responsible for the branch management of staff, revenue, public

relations and budget

. We insured commercial businesses, farm owners and personal lines

. Out of 8 branches my loss ratio was the lowest of any for two

straight years (35% - 42%)

. Expense ratio was 3.5 points better than goal for 2009 and exceeded

all prior years

. I had a staff of 6 (I manager, 2 professionals and 3 technical

personnel)

. I was at the forefront for expansion into Washington State with later

plans for Idaho and Utah.

Programs Managed:

Marketing

. Since Capital Insurance was new to the Northwest I completed a

demographic report on OR and WA which helped with agency

appointments and entry into the marketplace. I took demographics

at Portland State U. and this helped in detailing MSAs, the various

types of industries Oregon had and where we should concentrate our

expansion efforts. (I still have a copy of my report in a 3-ring

binder and is available for review). Since we weren't going into

WA until later, my details were condensed for this state and to a

lesser degree for Idaho and Utah. However, this is what I built

and managed our expansion and marketing plan upon.

. I formulated a section within the marketing program called W.I.N.

The primary purpose of this segment was to formulate team-work

between the insurance agents and my staff and to provide

competitive rates with good coverages to Oregon insurance policy

holders. (I have a copy of this section of my marketing program).

Top performers would win recognition and prizes via a monthly

newsletter.

Loss Prevention

. As part of the total program of insuring businesses and individuals

we offered loss control services to policy holders.

. I intentionally made our approach personalized with our clients in

communicating our recommendations by offering 3 possible active

options for loss control tasks: Essential Action Preferred Action

or Advisory Action

. Essential Action required the insured to comply with

recommendations as they may be required due to code violations,

OSHA regulations or similar rules that weren't being followed by

them.

. Preferred Action was used when we knew from past experiences that

policy holders in similar businesses had certain types of losses

due to specified exposures at the premises.

. Advisory Action would indicate, while losses may not happen as

frequently as others, it was meant to help clients prevent possible

losses with this action step being as their choice.

. The key to the loss prevention section was that my constructed

program prioritized and personalized the communications. Business

owners have a lot to think about in their day to day operations.

It helped to have professionals give them priorities. Also, all of

my staff's communications were personalized. We used words such as

"your" or "you". This made the customer feel and identify

themselves as part of the solution. (My home office recognized our

Loss Prevention approach during a branch review and copied several

aspects of this program and implemented such company wide).

Apartments (habitational) specific program example:

Actions taken:

. We filed the applicable coverage forms and rates for apartment

owners in Oregon with the Oregon DOI.

. My branch team notified our agents and through our website of our

specialized insurance program for apartment owners.

. We attended applicable conventions and conferences that dealt with

apartment owners.

Mosier Page 2

. I developed a specific risk management plan for apartment managers

and owners.

. We assisted insurance agents in becoming more knowledgeable in the

needs of this type of business.

Results:

. We were able to provide broad coverage for these owners and help

them save premiums.

. My branch staff increased their knowledge in providing insurance

for this class and we became better known as apartment insurers.

Note: The apartments are just one example as we had similar

programs my branch managed for restaurants and hotels/motels.

Forms and Rates filings program

Action steps:

. I assisted my home office filings department with filings of forms

and rates in Oregon and Washington

. This could involve talking with or communicating with various

people at the states DOIs regarding proper submission of filings

and to gather other carrier data to support or supplement our rates

and forms filings

. Oregon is much easier than California and Washington is harder than

Oregon.

. I worked sometimes with the Washington Surveying and Rating Bureau

and know the manager and president.

. On a daily basis I would give a cursory review of all issued

policies to make sure we were within our filing of rates, credits

used and forms used.

. On an annual basis I and others would review selected files in a

more detailed manner to ensure we were following applicable ORS and

our approved filings.

Results:

. We were never found in violation of any insurance regulation or

statute.

. I am aware of only one insurance claim complaint at the DOI.

Service Program

. I am an absolute believer in service to our customers. If one

wants to keep and attract other customers they need to give

better service than their competitors. In a sense, the Oregon DOI

does that better than CA or WA.

. My service program at Capital Insurance Group was just a part of

our overall program.

Action steps:

. We had a time standard that was set for: returning customers phone

inquiries or e-mails; we had a set number of days to complete

technical transactions; we had an established guideline for number

of days to respond in written form.

. In order to provide feed back which was also useful as part of a

person's overall performance review, I did spreadsheets on each

person as to their timeliness of service in these categories. I

color-coded each type of transaction and the bar-graphs showed the

number of days taken to accomplish the task. Each individual had

their own set of charts. This design created a great visual impact

and showed each person's strengths and weaknesses.

. As part of this service program I also attached rewards for the

whole group if they exceeded the established standards. (I have an

example of this program available).

Results:

. Several of my independent agents will testify that my staff and I

were one of the more responsive and timely insurance carriers they

had.

. This helped bring in and retain more business and create goodwill.

I was hired by CIG at the recommendation of the Argonaut Reg. VP and was

offered the position in late 2002.

Argonaut Insurance

Boise, ID 83505

Workers Compensation Underwriting/Marketing Acct. Exec.

3/2001 to 11/2002

. Due to the superior service I gave the agents in Idaho our agencies

from Utah wanted me to market and underwrite for their Utah offices

also and I was given such by San Francisco.

. Out of Utah, I wrote more new business than our entire Pacific

Division other than San Francisco.

. Loss ratios were lower than company averages.

. Largest account worked was $5MM with average size around $25-$40K.

Mosier Page 3

Worker's Comp. underwriting and marketing offices throughout the nation

were closed when Argonaut WC was sold.

R. F. Mattei Companies

Seattle, WA 98145

Commercial/Food Services Underwriting Manager

1998 to 9/2000

. I was asked to fill this position from my previous boss who left

Grange Insurance.

. I had a staff of 9 people with 3 professionals and 6

technical/administrative people.

. We provided marketing and underwriting services to the food

services industry national wide.

. I established the underwriters and myself into 3 teams with cross-

trained assistants where we would work as teams to serve clients

but also back each other up in case of absences. I felt this was

important due to the smaller size staff I managed.

. I reviewed possible programs submitted to entertain in our MGUA and

gave my recommendations to the

president.

. I made marketing calls on agents throughout the U.S.

Two executives were downsized; my superior was moved down into my position

and subsequently left this organization and is now the President at WSRB in

Seattle.

Grange/Rocky

Mountain Insurance Group

Seattle, WA

98121

Home Office Farm and Commercial Lines Underwriting Manager

1993 to 1998

Responsible for managing the underwriting and processing of all Farm and

Commercial accounts written by Grange/Rocky Mountain in its seven state

operating area.

I had 38 employees with $40 million in revenue and reported to our Home

Office Vice President. I had 3 supervisors in this underwriting unit with

about 9 other professionals and the remaining staff was technical and

administrative people.

Major Program managed was to merge two diverse units and have them

operate as a cohesive team

. I started with a staff of two units which was made up of a

commercial unit and a farm unit

. While they were located on the same floor of home office and only

an aisle separated them, they operated as if they were two distinct

companies and I was the manager over both

. Because the president of Grange Insurance knew me from his SAIF

days he and my immediate supervisor, the VP of underwriting

authorized me to merge the two units together. This was a bold

move.

Actions taken:

. I knew I would have to have each team cross train each other so the

commercial staff could do farm underwriting and processing and the

farm staff could do the same with commercial insurance.

. Two long term employees who were close to retirement didn't want to

learn new things and retired. I hired 2 new people who were happy

to learn new skills and a new profession. They have both gone on

to higher plateaus.

. I revised workflow systems to improve timeliness of policy issuance

which improved two-fold.

. I promoted a lady to be my backup as a supervisor as it was planned

she would replace me when I took over the marketing VP position.

. I had two service supervisors and as a team we planned how to mold

the people together, hold up morale and still improve our service.

Results:

. I reduced staff from 46 to 38 and increased production by 47%

during a very evolving environment.

. I and my supervisors established self-directed work-teams to

enhance overall department production and exceed corporate goals.

. I believe strongly in the concept of self-directed work teams or

something of that nature where the people get to have input and

help in establishing their goals that support the department or

organization's goals.

. In the case at Grange we had some very long term employees who had

been used to doing things just one way. I had taken a course in

establishing self-directed work-teams and while it takes time and

belief in such, our results at Grange were phenomenal. We had 3

teams and they picked names for their teams such as Chart Busters,

Texas Rangers and Cream of the Crop.

Mosier 4

. While Grange is an old-time cautious and conservative company with

the Grangers making up the board of directors, we had a large sign

posted at the entry way of our department: Entering the Farm and

Commercial Lines Department - Where Excellence is a Given! It went

over great with everyone including the Board of Directors.

. I conducted year-around in-house IIA training classes for many home

office personnel. This helped with employee increased knowledge

and promotions within the organization.

Home Office Sales Manager

1997 to 1998

(I was a fill-in for the immediate departure of the Marketing VP) I filled

this position while still working as the Farm and Commercial Lines Manager

and once worked 3 months without a day off.

I was responsible for managing 10 Territorial Sales Managers and Home

Office Service Unit of 11 staff. The sales department worked with our

independent and captive agency staff for training, development and hiring

of new agents. My Sales Department was responsible for the entire sales

and production of insurance premium in personal lines and

commercial lines for the Grange/Rocky Mountain Insurance Group. 1997

premiums written were $112 million with 229 agents.

Marketing Program

. I had sales staff appoint 25 new independent agents in Rocky

Mountain Insurance

. Rocky Mountain Insurance was the independent agency company and we

needed to write more business with these type of agents

Action steps:

. I recognized the Grange agents, while still important to Grange

Insurance and the Grangers; we needed new blood in our business to

offer fresh and longer-lasting clients. Without such, we would

diminish in size

. I had the sales managers frequently hold Regional Agency training

seminars on commercial product lines and agency management for our

captive agencies

. We set up production contests for the first time in company

history.

Results:

. New premium growth in Rocky Mountain was $5 million as result of

these new agents and incentive programs that were established. (I

had used a more simplified version of my W.I.N. program here).

My boss left for R.F. Mattei and asked me to come and be his Commercial

Lines Underwriting Manager

CSE Insurance Group

Phoenix, AZ

Regional Agency Manager

1989 to 1992

I was responsible for agency appointments and management thereof in order

to meet company production goals of new business and retention of existing

accounts in personal lines and small commercial. I managed a staff of 3

other marketing staff and our area covered the state of Arizona and Clark

County Nevada.

The problem:

. We were insuring more homes than personal auto so I had to come up

with a way to write people's homes and autos together.

Action steps:

. I developed a program titled Flexible Auto Submission Track called

F.A.S.T.

. Basically this program promised quicker turn around time of auto

submissions for rating and issuing policies.

. Established company's first production contest W.I.N. (Write

Insurance Now) and the results started meeting my goals and

increasing business.

. As part of this program I sent out bulletins with agent's names who

wrote combined policies with my office and they could win small

prizes.

Results:

. We brought our mix of business more in line with the goal I had

established.

All offices outside of California were closed. I had been hired by the VP

of Marketing who had been at SAIF. Shortly thereafter I was offered a

position by the President of Grange in Seattle who had been the president

at SAIF.

Mosier 5

SAIF Corporation

Bend, Or 97701

Underwriting Manager to Branch Manager

1984 to 1989

I was

responsible for managing the workers' compensation operations in Central &

Eastern Oregon for the Oregon State Accident Insurance Fund through a

branch operation with 2 district offices (1 in Baker City and 1 in

Pendleton).

. This was when SAIF had full branch offices.

. I reported to the Home Office Field Operations Vice President.

. Our branch was the only branch to implement self-directed work-teams.

Of the six branches my branch ranked #1 in claims handling,

underwriting loss ratio and 2nd in safety services.

Overall Program I managed:

. The full program was managing the branch operations which was made up

of a sales/marketing department, an underwriting department, a service

department and an all-important claims department

. I had 62 employees, with 4 direct reporting managers and the claims

department and service department had supervisors reporting to the

department managers

In worker's compensation claims management is by far the most critical

aspect of a branch or any carrier operation. One has medical management

to monitor and manage, return to work programs to monitor and manage,

working with attorneys and medical personal needs proper cost containment

in place.

Hence we had a claims matrix scoring system for all branches and home

office in Salem to measure their results. There were 10 goals and the

scores ranged from 1 meaning a lot of improvement was required, to a

score of 10 for each category which meant all aspects of that tasks were

performed for the entire month 100% perfect.

Action steps:

. One of the critical aspects and benefits of this entire program was

the development of people

o I have always believed in training/developing backups or

replacements for supervisor/unit manager and division manager

level positions.

o I had each of my department managers be a team leader of the

4 teams that were made up of personnel from each department.

o As an example, the Service Manager may not know all about

marketing, underwriting, loss control or claims, but they got

to appreciate what each of these units went through, so if

they were in a position to be promoted, they would have some

team-leading/building experience and general knowledge of

these other departments working environment and skills-set.

o The same worked for my Marketing Manager in that she got to

know the other departments functions and challenges better

Results:

. My branch had the highest matrix scores of all branches by far for

several consecutive months and the last month we had the results we

had 8 perfect scores and the team set the next months goals to get

9 out of 10 perfect scores.

( We were far and away #1 in claims management of timeliness and

claims handling quality.

( We were #2 in reduction of claims frequency and severity via loss

control.

. We were #2 in pure loss ratio which was in the 40's.

. I was and still am so very proud of those people and what they

achieved by being given the chance. I still have the last set of

matrix scores as proof!

All branches were closed. The marketing VP offered me a position with his

new carrier in Arizona

Educational Accomplishments

BS - Portland State University, CPCU, ARM, ALCM, AAI, AIM, ARP, AIC, ARe143

Teachings: CPCU 3, 4, AU Series, INS Series, SM 18 & 19

Interpersonal Management Skills seminar

Establishing & Maintaining Self-directed Teams

References and work samples available

Contact this candidate