Bryan Morland

I have the pleasure of leading a group of passionate, intelligent customer focused team members.

I collaborate with Clients to understand the Value they provide to their Business Partners with my teams ability to drive Insights into the IT Footprint.

Newly formed teamed built to drive the Digital Transformation of products focused on enhancing the Customer Experience and drive Operational Efficiencies. Worked with an International footprint to address the Global Customer base and Operational footprint of Assurant. Department members were across the UK, China, Argentina, Brazil and Puerto Rico.  Responsible for driving the digital footprint of Assurant forward while connecting Digital Edge Capabilities to Strategic Priorities  Ensure injected digital edge capabilities are reusable, scalable and transformable  Liaison effectively between business and IT to understand visions, strategies, alignment, challenges and opportunities  Driving passion and commitment for customer satisfaction  Obtain a deep and detailed view of customer behavior across all channels providing a common reference point in any business decision  Implement bold digital edge initiatives w/ extensive ecosystems that are constantly learning and evolving  Continually challenge and innovate to increase the speed and velocity of digital delivery into our products, services, processes and culture  Build internal and external networks to continually understand digital space, leverage digital opportunities and provide customer behavior lenses  Lead cross functional teams to implement digital capabilities  Personal Skills used in this role: Advisor, collaboration, influencer, listening, sponsor, mentor, problem solving and being level-headed.

Multiyear project created to transform the business. Goals are to reduce operating expense through operational process improvement, system enhancements and integration. Accomplished by documenting current state, developing future state processes/capabilities and delivery. At the height of the project, I managed 22 Full Time associates and 32 contractor resources. I handled budgeting, day to day operations, project delivery, external vendor relations and internal relations with my non project peers. In this role, my team delivered over 20% in value realization goals.  Standardized operational claims process across 26 clients to remove many client specific customizations which has resulted in an increase in our business model understanding. This provided opportunities to introduce automation through business rules to auto complete work including inbound checks received, checks sent out, setting tasks and the automation of ordering letters to homeowners. We have dramatically ‘right sized’ the work associates perform by presenting them with the relevant tasks they need to execute.  Integrated internal systems to share claim information which resulted in removing claim checks being sent in-house to be endorsed and sent back to the homeowner. This reduced internal expense by removing unneeded work and increase the customer experience by removing this delay in process.  Increased Self Service through the onboarding of client’s www.InsuranceClaimCheck.com. The website allows homeowners to access their accounts to track documents, track checks, order inspections from a comprehensive dashboard. Enhancing www.mycoverageinfo.com to allow for image uploads of policy information which increased Customer Experience and Operational processing.  Enhanced current system to consolidate multiple sources of information into a single system, which has empowered associates to quickly find information.  Migrated teams from a Waterfall methodology to an Agile methodology.

Responsible for the development in Informatica, WODM (WebSphere Operational Decision Manager), Teradata and internal IT usage billing system. Staff consisted of 13 associates) with a $2.5 million resource disbursement code as well as a $19 million hardware budget. I handled the day to day operations for 24 applications as well as the evaluation and assignment of resources for all enhancement and project work.  Selected to pilot an agile line to reduce growing backlog, increase flexibility and throughput for enhancements.  Collaborated to establish SLA’s which included internal hardware cost to support SLA. We developed 3 categories (Gold, Silver and Bronze) which was the foundation to make cost effective decisions resulting in controlling costs for the Enterprise.  Implemented Reference Data application (Oracle DRM) which housed hierarchies to derive Enterprise wide financial reporting. This included implementing IBM’s WODM for Workflow.  Member of Governance Team tasked to evaluate request for enhancements and projects  Provided estimation of work and assign resources by documenting, sharing and educating our partners on IT processes.  Fostered relationships with internal resources and external partners, enhancing business relationships to promote value chain to the organization.

Responsible for the Enterprise IT delivery of the Financial Month End Close Process. Working with multiple line of business partners in meeting our goals of a 10 day process. Staff consisted of 4 associates and 1 contractor with a 450k resource budget. Working with $24 Billion of revenue per year from P&C, NF, Bank, Admin and Investments consisting of 364 distinct interfaces.  Presenter at IBM Impact in Las Vegas explaining business rule development and system implementation.  Created artifacts and educated partners by documenting, sharing and educating our partners on backend data flows.  Member of PeopleSoft Customer Advisory Board responsible for Vendor relationship and lobbying for application enhancements to solve Enterprise needs.  Coordinated resources in support of critical events during close which included proactive monitoring or triage failed processes.  Demand manager for Informatica, IBM iLog.  Effective communication to internal management on milestones as well as partner asks so the department can be proactive in the delivery of the desired outcome.

Charged with driving operational business requirements by being liaison as well as point of contact for developers in General Ledger, Allocation Engine and Accounts Payable Systems. Collaborate with customers to understand business goals and provide consultative services to construct customized technical processing.  Provided direction and training for Enterprise General Ledger, Allocation Engine and reporting platforms for end users of the enterprise tools.  Successful Lead of 13 person team providing employee development and engagement activities by introducing staff to the entire Financial Integrated Back Office.  Monitored and presented program outcomes to partners within the enterprise  Fostered relationships with internal resources and external partners, enhancing business relationships

Leveraged project expertise and relationships to strengthen project FOCUS outcome, retain business integrity, define operational processes, and increase corporate tool knowledge. Responsible for the review and monitoring of month end calendar for the accounting department and ensuring appropriateness and satisfaction level of management expectations of the team.  Accountable for documenting current state for 5 operational processes and creating a common best practice for the consolidation into a single platform.  Consistently fostered corporate and line of business relationships by identifying opportunities to cross-communicate and develop best business processes on appropriate operational enhancements. Traveled to multiple sites to increase transparency and provide support through the transformation.  Successfully reconciled high priority monthly financial files by balancing Enterprise Allocation results with the General Ledger, which lead to the development of automated interface balancing.

Managed ME close for 3 LOB BU's totaling $100 million revenue, approved/created JE's, presented Quarterly GAAP Financials to Senior Management. Total Revenue of company $26 Billion