Professional portfolio / 01

Systems worth
improving.

The common thread in my work: understand the operation, expose the bottleneck, and connect the people, rules and technology required to make it better.

Read my résumé →

01 / Professional work

Complex operations.
Practical improvements.

Selected work at McNeil & Co. My contribution, the result, and the decisions behind it.

Workflow modernization

From manual notices to connected workflows

Helped connect qualification rules, deadlines, assignments, and delivery for a process handling approximately 12,000 notices a year.

Identification runtime: ~20 minutes to ~1 minute

SQL ServerAPIs / PostmanWorkflow design
Read the case study: From manual notices to connected workflows

The problem

Reports, spreadsheets, manual assignments, and repeated copy/paste made state-dependent notice work fragmented.

My contribution

Helped design and evolve the rules, database logic, assignment workflows, and deadline calculations. Tested vendor APIs with developers and helped connect review, sending, filing, and printing. Optimized the notice-identification database process.

The outcome

A connected notice process at approximately 12,000 notices annually, with a key identification process reduced from roughly 20 minutes to about 1 minute.

The decision behind it

Treat accuracy, deadlines, and the work between systems as part of the product. A faster query matters when it enables a more usable operational workflow.

Platform strategy

One portal, different people and needs

Helped shape a shared, role-based portal strategy for agents, insureds, and other external audiences.

Shared capabilities with role-specific experiences

Portal strategyUser experienceStakeholder alignment
Read the case study: One portal, different people and needs

The problem

Separate audience-specific portals duplicated functionality and made change harder.

My contribution

Helped drive a unified, role-based approach and advocated for magic-link authentication for people who use the portal infrequently.

The outcome

A strategy centered on shared capabilities and audience-specific access. Adoption and user-volume metrics have not been quantified.

The decision behind it

Start with how often someone uses the product and what they need to accomplish. Infrequent users should not have to fight the sign-in experience.

Applied AI

Turning AI interest into useful work

Lead the AI user group and help teams mature practical use cases, including consolidated claims summaries.

A repeatable path from use case to governance review

AI enablementCopilotGovernance
Read the case study: Turning AI interest into useful work

The problem

Teams needed a way to develop AI ideas into useful applications. Claims users also had to piece together history, timelines, and financial details across records.

My contribution

Proposed and lead the AI user group, helped shape a complementary governance structure, and present AI topics internally. Helped enable a Copilot workflow that brings claim history, timeline, and financial information into a structured summary.

The outcome

An organizational mechanism for developing AI use cases and a consolidated claims review surface. Adoption and time savings remain unquantified.

The decision behind it

Begin with a concrete workflow and the people doing it. Give ideas room to mature before governance review, and keep the source information central to the experience.

Hands-on problem solving

The tool that opened the door to IT

Built an Excel/VBA pricing calculator that made cross-line pricing and modification factors easier to explore.

Pricing modeled accurately within cents

Excel / VBARating logicOperational tools
Read the case study: The tool that opened the door to IT

The problem

Pricing adjustments involved repeated guess-and-check rating changes with limited visibility across lines of business.

My contribution

Built a calculator with interactive controls and modification-factor modeling. Developed advanced VBA tooling using classes, database connectivity, custom ribbon controls, and reusable add-ins.

The outcome

The calculator modeled pricing within cents. This process-improvement work drew IT attention and helped lead to my move into a Business Analyst role.

The decision behind it

Understanding the operation made it possible to build a useful tool. Making the logic reusable and deployable extended the value beyond a single worksheet.

Product leadership

Keeping a company-wide backlog connected

Run roughly 12 planning meetings every three weeks across approximately 50 stakeholders and multiple departments.

Shared priorities, clearer intent, visible dependencies

PrioritizationStory definitionCross-functional delivery
Read the case study: Keeping a company-wide backlog connected

The problem

Company-wide work spans underwriting, claims, finance, HR, and risk management, with competing priorities and dependencies.

My contribution

Shape backlog work and stories, facilitate planning, clarify business intent, and contribute to scope, UAT, and release discussions. Work with business leadership and the CIO on shared priorities.

The outcome

A recurring planning cadence that supports structured delivery and root-cause problem solving. Improvements in IT perception and ticket volume are team contributions.

The decision behind it

A meeting is useful when it resolves intent, dependencies, or a decision. My role is to make business context actionable for the people doing the work.

Data & automation

Making underwriting information reusable

Worked on API-driven property enrichment and advocated for policy-form rules built from data already in the system.

Structured data for analysis and repeatable decisions

API integrationData modelingRules-driven workflows
Read the case study: Making underwriting information reusable

The problem

Property information lived in documents and manual lookups, while policy forms were manually selected despite existing coverage and product data.

My contribution

Worked on address-based API retrieval and persistence of property fields, including year built and construction characteristics. Pushed stakeholders to define rules for selecting required policy forms.

The outcome

More reusable exposure data for underwriting analysis and rules that reduce manual form checking. Quantitative error and throughput measurements remain to be established.

The decision behind it

Capture information as structured data once, then use it across the workflow. Existing data often provides the starting point for a more consistent process.

Process design / Conceptual model

From handoffs to a connected workflow.

This comparison summarizes the regulatory notice experience before and after modernization. It is an illustration, not an exact system diagram.

Before / fragmented

  1. Reports
  2. Spreadsheet
  3. Manual review
  4. Assignment
  5. Notice preparation
  6. Sending and filing

After / connected

  1. Database rules
  2. Qualification
  3. Automated workflows and deadlines
  4. Integrated review
  5. Delivery and filing

The process handles approximately 12,000 notices annually. A core identification query was reduced from about 20 minutes to about 1 minute. Annual hours-saved estimates are deliberately excluded pending validation.