Customer Service Process Improvement
Resume:
D ANIEL LA PONSIE
**** ******, ****, ******** *****
*********@******.***
O perations Director
______________________________________ P ROFESSIONAL PROFILE
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Twenty three years experience in relationship and account management, business and strategic
development, business performance management, finance, portfolio and project management and
analytics. High performing leader with expertise in directing highly complex projects that build or
optimize organizational processes, measurement systems, and infrastructure to maximize business
results in service organizations. Exceptional problem-solver with keen ability to analyze business for
improvements, define, design, develop, and implement highly successful automated solutions, as well
a s find solutions where others have failed. Ability to apply business issue to technical solutions or
capabilities. Excels in mediating among multiple divisions of large organizations and creates
productive relationships with team, peers, and executives.
_______________________________________ CORE COMPETENCIES
_____________________________________
___________________________________ P ROFESSIONAL EXPERIENCE
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Blue Cross Blue Shield of Michigan (BCBSM) with over 7,000 employees, largest health
insurance provider in Michigan with nearly 5 million members and $22 billion in paid claims.
B usiness Intelligence Consultant, BCBSM, Detroit, 2008 to 2009
• Created multi-year adoption strategy/plan for $50 million Business Intelligence program. Used as
model for other communication strategies since first detailed, metrics based adoption approach in
corporation.
• Designed adoption method for new Business Intelligence tools, executed in pilot area, projected
pilot savings of $300K.
• Business lead on $600K project to automate data feeds with external vendors. Results in staff
reductions and improved compliance for process and data management.
• Managed diabetes economics analysis for large national customer demonstrating health
management opportunities compared to US market. Presented to BCBSM CEO by BI executive
a s model of actionable study.
• Designed analysis showing 300% increase in effectiveness with loading historical data to identify
high risk members, convincing large national customers of the return on investment.
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O perational Effectiveness, Director, BCBSM, Southfield, 2005 to 2008
Chosen as Director among peers to centralize corporate process improvement activities and grow
from 22 FTEs to 50 FTEs.
• Directed the identification of business need/rationale and secured funding through business cases
for project portfolios ranging in total from $70M to $200M annually.
• Requested by Sr. Executive to co-develop organizational strategy with VPs to consolidate
operations and IT (approx. 3,500 FTEs). Reduced expenses by $1.7M within one year. Sr.
Executive recognized with award.
• Co-lead 2006 effort to reduce $2M from operations budget; identified and executed $5M
improvements for 2007.
• Accomplished the identification of $69M in savings to support ‘Go’ decision to implement $150M
new claims system.
• Secured Six Sigma training for 10 process improvement FTEs with all achieving Black Belts.
• Transformed the centralized industrial engineers from ‘lacking credibility with leadership’ to using
consistent communication and lean tools/vehicles; instituted priority setting meetings with
executives to manage resulting projects.
• Lead the corporate implementation of the first post project assessments and process resulting in
projects being accountable for initial expected outcomes and creating feedback loops to identify
when not meeting expectations.
• Directed the target state development for Process PercentImprovement(Targetto
Cost Current)
enrollment, claims and customer service with
Enrollment 14%
process cost improvements noted:
Claims 7%
Servicing 35%
C orporate Business Process Improvement, Business Consultant, BCBSM, 2002 to 2005
Recruited to lead end to end documentation for 8 corporate core business processes, create
roadmap/plan to execute target state, and establish collaborative business process groups to direct
and prioritize implementing target state.
• Collaboratively identified and secured approval of over $20M return on investment for process
improvements.
• Developed personally or managed teams that created current and target states for
S ales/Underwriting, Enrollment and Billing, Membership, and Manage Member Benefits resulting
in 35 corporate-level projects approved for funding.
• Co-developed ‘consultant-like’ approach to identify all 8 corporate processes with process maps,
costs, metrics and opportunities to achieve target state. Used as model by other business areas
a s this became corporate standard.
e-Business Development, Manager, BCBSM, 2000 to 2002
Recruited by Communications leadership to identify, plan, negotiate, and execute e-business
initiatives, working collaboratively with business and information services leadership. Managed all
policies for Internet and Intranet.
• Planned and executed redesign of 3,200 page Internet Web site, achieving better usability and
increased site traffic.
• Developed business case and managed project team to implement vendor supported content
management system.
• Created and executed strategic business case to transition Web development team from
contractors to employees.
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• Co-developed a Web site usability methodology for development projects, saving $10K for each
usability test.
• Orchestrated, as the business lead, the first Member portal and self service applications on
bcbsm.com.
G eneral Motors Account Manager, BCBSM, 1994 to 2000
Perform role of strategy consultant to General Motors and UAW. Oversaw community health
initiatives in 7 national sites.
• Planned and executed three year reduction plan of 5% annually for staff of 60+ FTE.
Conducted process improvement workshops (1.5 years) by applying lean organization
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concepts in 9 national plans with GM healthcare business, resulting in 15% to 40% productivity
improvements in Plans’ claims and servicing operations.
Led corporate project team to prepare BCBSM to nationally file and escheat funds of over $8
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million and avoid penalties.
Designed study and negotiated recovery of only $1.2M for health care expenses when major
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auto customer had created analysis to support $21.5M in recoverable dollars. Corporate liability
was reduced by $20.3M.
Conducted internal ‘financial reasonability’ audit for over $120M in cost center charge backs
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for major auto customer. Identified up to10% to 20% of inappropriate costs for select cost centers.
• Designed financial models to gain customer agreement on new basis for administrative funding
of $67M.
Created and presented pharmacy benefits proposal demonstrating savings of $1M; adopted
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by auto customer.
Collaborated with GM and UAW peers and community leaders to incorporate Flint Health
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Coalition as organization with Flint mayor, CEOs from three hospitals as key members. Still
operating today in Flint as self sustaining non-profit.
Designed pharmaceutical study and secured $90K from pharmaceutical company to execute.
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Chaired community taskforce, resulted in changed physician behavior to treat stomach ailments.
Senior Financial Analyst, General Motors Account, BCBSM, 1990 to 1994
Rating Specialist, Ford Motor Account, BCBSM, 1985 to 1989
__________________________________________ EDUCATION _________________________________________
Masters of Science in Management, Magna Cum Laude, Walsh College, Troy, Michigan
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- Bachelor of Arts Degree, Mathematics, Chemistry Minor, Cedarville University, Cedarville, Ohio
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