Company was experiencing an ongoing issue with agents submitting 65% of applications "Not in Good Order" (NIGO), which delayed underwriting process. Specifically, because product is "built" by choosing options and differs greatly from life or other insurance products, it was vital for agents to complete applications correctly. Improving situation was challenging because product suitability concerns made it difficult to develop a custom product "builder" that would train agents to guide clients toward best selections. Furthermore, due to variability of each client's financial profile, a one-size-fits-all solution was impossible. However, it was imperative to develop a simple solution as the product was considered difficult to learn and agents were not embracing it and, therefore, not selling it.
Working with paper draft models, tested newly developed, online workbook with select field group of "A-level" product experts as well as control group of "C-level" agents to finalize tool. Then, collaborated with IT department in developing online tool, which included functionality to block incompatible choices and led agents directly to pre-populated illustration tool at conclusion of plan design selections.
Agents wholeheartedly embraced tool, which generated nearly 40% increase in number of agents selling product and reduced NIGO business 34% in three months following launch. Click here to view Decisions Workbook.

Due to investor requests, startup decided to move up its business launch day in three states by three months. New schedule presented incredible difficulties for limited marketing staff that included two direct and three indirect Web team members as well as contracted public relations agency and two contracted advertising agencies. Also, marketing communications department needed to launch full regional advertising and public relations campaign in addition to completing new business brand packaging for all collateral, equipment, signage, Installation team's fleet and uniforms, as well as Sales team and call center promotional programs and premiums, all in new compressed timeframe.
In response, created fast-start mission plan that identified launch day critical as well as "next day" items. Hired two additional vendors to assist team, specifically to coordinate fulfillment of all kit materials, including sales kits, welcome kits, and press kits, in addition to sales premium fulfillment. Finally, hired several contract Web developers to supplement Web team and held daily project plan team meetings to track status of all items.
Through these efforts, successfully launched business on time and within budget in first three regional states. Furthermore, department equipped launch with more materials than initial promised commitment, including full customer welcome kit, sales scripts, and call center's first promotion. Click here to view ConnectSouth Launch.

Florida-based company that had a similar logo served Empire Funding a cease and desist notice for trademark infringement. Empire Funding had used their version of the logo for many years, and it was on everything. Specifically, Florida company had demanded $600,000 from Empire Funding to purchase rights to use the trademark, and our company's owner and upper management team were inclined to cut losses and purchase the rights.
Convinced owner and management team that situation offered perfect opportunity to reinvent Empire Funding Corp's brand. Created new brand strategy and subsequent budget and timelines for transition to new trademark. Then hired Chicago-based firm to develop new trademark and accompanying advertising launch campaign for new brand rollout. Researched and registered new trademark with Library of Congress. In addition, oversaw development of corporate standards manual to manage brand integrity with both internal and external use.
By seizing this opportunity, company saved close to $200,000 and rolled out a new, more relevant trademark and national branding campaign that enhanced awareness. Click here to view Empire Funding Corp Trademark.

Market had seriously confused Texas Long-Term Care Unit, NYLACOR, with more widely recognized sister firm, NYLCare, New York Life Health Maintenance Organization. New York Life's own agents did not even know that division name was NYL's third-party administrator and were always confusing the two names. As new employee, faced need to convince senior management to bear expense of re-branding long-term care unit in order to capitalize on NYL brand equity.
After scheduling presentation time with senior management team, contacted New York City home office to gain better understanding of trademark rules. Researched and acquired other companies' guidelines and used them as samples of subset branding. Finally, developed before and after letterhead, signage, and forms to visualize change potential and presented plan to senior management team.
Through these efforts, gained complete acceptance for plan and implemented it in two months, which eliminated all brand confusion and increased agent response 25% in three months. Also developed agent communication plan and rolled it out in conjunction with new branding. Click here to view NYLACOR.

Although company was operating during Internet boom, it had failed to create a Web site and network to support 17 branch offices. Furthermore, company was licensed in 44 states, but its sales pipeline ran on manual processes. Moving a mortgage company into the technical age was critical, but first needed to obtain owner's and senior management team's buy-in on justification for development expenditures.
Developed business plan, including projected costs and timeline as well as lead-generation program to drive new business to company's call center. Next, researched local talent and Web site protocol firms. Drafted Web site map and proposed content for initial pages, and after securing management's approval, hired local Web site firm to develop and host site. In addition, added new "showroom" concept for affiliated brokers to purchase, which offset some development costs.
Company debuted its Web site at approximately the same time as two key competitors, validating necessity of online marketing space. In addition, site generated 40% increase in inbound calls during first few months, and subsequently, call center had to realign staff to manage new request volume. Click here to view Empire Funding Web Site.

Began corporate marketing manager position on December 2 and learned that new product launch date was set for mid-March of following year. While most state filings required for Long-Term Care Insurance (LTCI) product had already been submitted, faced numerous other hurdles, including overcoming product learning curve and fulfilling expectation to develop in-house customer service/fulfillment center, a task for which possessed zero personal experience. Situation was further exacerbated by fact that team had few product experts, and management had engaged three external agencies to work separately on strategic launch components when need for consistency was paramount.
Spent time with key business managers to better understand LTCI product as well as review process, state filing, and approvals. Obtained deliverables plan from each of three external agencies and shared scope of other agencies' work with each one. Next, to track progress, scheduled and held weekly all-agency conference calls. In addition, developed project plans for launch-critical components and flagged those that needed to be filed with state. Finally, created separate project plan for customer service/fulfillment center, and visited distribution center to better understand how to use their staff members to fulfill plan.
Received accolades during senior management's "walk through" in week prior to actual launch. Specifically, stocked and readied all materials, shipped training kits, and began promotional campaign with agents in week prior to walk through. Finally, ensured that call center was live and staffed on launch day. Click here to view NYL LTC Select.

After national disaster on September 11, 2001, recognized opportunity to put personal fine art and marketing capabilities to use in creating Austin-based nonprofit outreach Heroes' Tribute Memorial Program for Ground Zero workers. Program vision included creating a painting that commemorated heroes' work and sacrifice in aftermath of 9/11 and then selling prints online with an art lithograph staggered price structure and accompanying certificate.
To be successful, needed to identify and bring together perfect team of Austin-based sponsors to fund program through donated services. Furthermore, hoped to drive Austin public to Internet site with public service announcement, and planned to offer limited edition prints that corresponded to number of people lost in three events.
First, put personal business on hold and donated 100% of time to pro bono campaign. Developed presentation and proposal with earning projections based on donated materials/services. Then, targeted Austin Professional Firefighters as key partner to sell campaign vision. Secured donated printing, paper, fulfillment, and shipment as well as all public service announcements and publicity.
Selling limited edition prints online ultimately raised $100,000 for cause. In addition, retained 85% net profit for fund because all program costs were either donated and/or negotiated at subsidized rate. Received public award from Austin Firefighters in recognition of this campaign. Click here to view Heroes' Tribute .

Branch closing and field layoffs had ignited internal morale problem, and employee survey data revealed that morale had dipped to low score of three on scale of one to ten. Revitalizing employee attitudes was challenging because human resources department controlled limited budget and approval authority for all employee events and programs.
Led marketing department team in brainstorming new, inexpensive participation-driven employee events that could be held in addition to company's annual picnic and holiday party, which had separate budgets. Drafted final plan that included monthly employee events with three-week lead-up to event day. Each event had different theme that related to company business or aspect of being a valued employee. Published results from each month's event in employee newsletter and created employee suggestion program with cash incentive.
Four months after initiating program, event participation increased 60%, and follow-up employee survey showed morale had improved close to 50% with an overall score of six.

MetLife was marketing its employer group long-term care product to new client, a California-based energy company. As consultant, tasked with developing marketing/enrollment plan for this client. Project presented many challenges including extremely tight rollout timeframe, which was further strained by fact that all materials had to be filed with state in order to comply with advertising regulations. Moreover, state of California had reputation of requiring more time than usual to review advertising.
Began by flying to California and meeting with energy company management. Reviewed all existing materials to determine what pieces could be adapted to this campaign. Then worked directly with compliance team in Connecticut and pinpointed which existing pieces could be used in current condition by simply adding utility's logo in order to achieve "existing material" designation for purposes of state compliance. Because "agent use only" materials did not need to be filed with the state, developed bulk of campaign strategy around planning materials for agent use in running effective program for energy client.
This creative marketing/communications plan ultimately captured 43% initial enrollment and became model for Multi-Life Enrollment Kit agents' guide that is still used today. This success also led to permanent marketing position in MetLife's long-term care home office in Connecticut.

Agreement specified that client Allstate approve all collateral prior to channel use; however, many items were being rejected due to Allstate language preferences, which were forcing company to create specific versions of many marketing materials and subsequently incur additional expense. Part of problem centered on Product Marketing team's use of phrases and/or terms that Allstate found objectionable. Furthermore, team did not view a need to change since our law department previously approved our materials in context.
Tracked list of phrases and words Allstate preferred used in order to approve materials, creating a "lexicon" matrix. In addition, previewed materials for language issues prior to Allstate's review. Presented Allstate checklist to Product Marketing management team and recommended adopting it as preferred language in order to minimize need for Allstate versions, cut costs, and expedite review time. Vetted approved list through corporate law departments and Allstate reviewers to ensure consensus.
Final Allstate preferred language list reduced hard costs 20% by eliminating additional version print expenses. Furthermore, it drastically decreased review, production, and staff handling time for project managers and law review teams.

States heavily regulate long-term care insurance advertising materials, and during past examinations, company had received steep fines for incomplete advertising files. Once an onsite examination is declared, a carrier is required to present state examiners with each archived item and accompanying print variations to ensure regulatory compliance of original.
Keeping this much material on hand for seven to ten years required incredible organization, vast tracking process, and ability to find empty file cabinets. Previous marketing directors had not kept adequate records, which resulted in past review fines. Furthermore, staff felt that state examinations were so random that it was not worth time to develop and maintain a more effective documentation process.
Challenged Print Production team to brainstorm ideas for an effective file management process. Specifically, needed process to incorporate each of nearly 600 file samples and document all content changes for each print run. Acquired space for four large onsite cabinets and negotiated process for offsite storage. Added three simple steps to print production process that elevated advertising file documentation to business-as-usual process.
Eight months after implementation, company was tested with two state examinations, both of which company passed, achieving advertising compliance and preventing close to $50,000 in fines.

In position as new marketing director, acquired talented nine-member staff. However, members were originally part of three highly disjointed teams, including Marketing/Public Relations, Graphics, and Events, which comprised data management. Immediately recognized need to unify group as well as increase efficiency of operations in order to tackle current project load.
Team faced several difficult issues, including relational friction. In addition, company was operating with dated and low-tech collateral branding and Web site, which was a particular liability for company servicing tech industry.
Began by interviewing each team member individually as well as in functional groups in order to determine what was and was not working. Based on interviews, made assessments and formulated plan to realign and relocate teams on basis of work function. Next, outlined cross-training schedule and development plan to ensure that all critical production functions were covered daily.
Additional changes involved addressing technology and network issues, justifying cost of upgrades, and giving managers more accountability for teams. Finally, during ensuing four months, reconfigured a conference room into graphics department, which provided team with enclosed creative environment. Improvements ultimately produced almost 40% increase in efficiency and enhanced work environment boosted teams' morale.