Operations & Technology Strategy

Created an operational and technology strategy to maximize operational efficiency, create a modern digital customer experience, and maximize the value of data. The strategy aims to improve service and handle increasing volumes while lowering operating costs by 20% and creating a new digital, channel to generate new revenue. Led the implementation of a new Digital Customer Portal for desktop, laptop, and mobile to enable customer self-service. 

Innovation Strategy

Led a facilitated process with executive leadership to generate new business ideas to diversify product and service offerings and to generate return from investable capital. The process resulted in new business concepts that are progressing through a stage gate process.

Strategic Planning

Facilitated the Strategic Framework with the Executive Team for evaluating Partnerships and Acquisitions that was part of the Board Retreat in September 2019.

Digital Customer Experience

Devised the digital strategy to serve the needs of seniors owning health insurance products, including Medicare Supplement, Dental, Vision and Hearing, and Hospital Indemnity. Developed a comprehensive set of business and technology requirements for a portal to serve customers. Worked collaboratively with the client to develop a vendor kit to evaluate platforms for e-Commerce and content management. Served as the Product Owner to lead the implementation of the client’s first-ever customer portal. The customer portal was successfully implemented ahead of schedule following a Hybrid Agile Methodology.

Innovation Hub and Corporate Venture Capital Formation

Developed the strategy for and managed the implementation of the innovation and corporate venture capital arm of AEG called American Enterprise Ventures (AEV). AEV focuses on 3 pillars including incubating new innovations, investing in early stage companies via its Corporate Venture Capital Program, and running technology pilots such as Robotic Process Automation and Intelligent Character Recognition. Read more here.

Business Concept Ideation and New Venture Innovation

Facilitated business concept ideation, then created a business plan for an innovation in life insurance industry to create a digital platform for life planning and care for loved ones and extended community. The concept was designed to exponentially extend the reach of the life insurance carrier by connecting a community of people and delivering value-added services. Read full client spotlight here.

Business Concept Validation and Joint Venture Strategy

Balanced Growth was hired to work collaboratively with key executives from Catholic Financial Life and Catholic United Financial  to investigate if a joint model concept was a viable option for investing in modern technology. After following a collaborative process, the team confirmed that a partnership would be beneficial for members and for both companies. The output was a strategic plan to establish the framework for working together in this new venture. This strategic plan defined the future operating model and a single set of requirements from functional, data, technical, and organizational perspectives.

Technology Selection and Joint Venture Formation

Created a strategy to enable distinct go-to-market strategies while sharing investments in technology and back-office processing leading to the formation of an industry-first joint venture called Conventus Now. Led the process for the Joint Venture to select a technology partner to support end-to-end processing. Read full client spotlight here.

Operations & Technology Strategy

Developed an Operations & Technology Strategy to fortify infrastructure and enable growth. Leading multiple initiatives including new business and workflow technology vendor selection, marketing, sales and fraternal software vendor selection, and the transformation of the IT Department. Implementing best practices framework and project management disciplines for a full refresh of the product portfolio.

Operations & Technology Implementation

Working collaboratively to implement the operations and technology model of the future for GBU. This includes the selection and implementation of technologies including end-to-end New Business Processing, Customer Relationship Management Technology, Workflow, and Robotic Process Automation. BG has also implemented product development best practices, a new organizational framework for Information Technology, and new models for the Fraternal Benefit and Actuarial functions. The result with be a complete enterprise transformation of this 130 year-old insurance company.

Operations & Technology Strategy

Developed a system of fundamental and meaningful metrics and benchmarked MWA’s current level of service. Implemented a consistent process across departments for measuring transaction volumes, accuracy, timeliness, satisfaction and other key, future metrics. Produced summary-level dashboards to establish a benchmark, and then to measure key metrics on a quarterly and annual basis.

Transformation Strategy

Early 2015, MWA embarked on a transformational initiative. Replacing mainframe system and implementing an array of new systems. 1. Modernization 2. Deliver service in a digital age 3. Efficiency.  

Enterprise Architecture and Enterprise Program Management

Defined a vision and set of capabilities for an Enterprise Program Management Office in support of the client’s transformation program.  Key competencies including the management of prioritization, resources, project approval, budget, project portfolio. Led the team to implement and mature each competency. Fully transitioned ongoing ownership of the EPMO functions to the client as part of the strategy.

Operations & Technology Strategy

Developed and implemented an enterprise-wide Operations and Technology Strategy that focused on building an efficient model across multiple administration platforms and product lines including annuities, retirement plans, and mutual funds. Included transforming entire processes, infrastructure, and optimizing their IT group. Worked as the Strategic Program Manager for three years to transform the entire operational and technology model. Partnered with Security Benefit to devise the original business plan for SE2 and worked in partnership to launch SE2 as a business entity.

Operations & Technology Implementation

Redesigned service portfolio incorporating strategic, operational, and technology details. Evaluated the portfolio of services in support of the end-to-end processing of annuity and other insurance products including Operations, Customer Services, IT, Corporate Functions, and Insurance-specific processes. Documented the strategic, operational and technology details of the service offerings to improve the ability to scope and manage projects. Performed detailed analysis of processes to serve as a baseline for pricing conversions and outsourcing services. 

Operations Strategy

Led the analysis of nearly 500 processes across the 7 business units of the corporation with an emphasis on global sourcing. Identified various scenarios for processing the business more efficiently while managing custodial risks. The primary strategy was focused on establishing processing hubs that could serve to efficiently deliver processes such as reconciliations, reporting, analytics, and other functions. 

Digital Consumer Platform Strategy & Implementation

Working collaboratively with AAP and pediatric experts, Balanced Growth developed and launched an entirely new web site, HealthyChildren.org.  A first of its kind, the site received acclaim worldwide winning several major awards. Key services provided: Business Opportunity Assessment, New Venture Business Plan, Digital Strategy, Vendor Selection and Strategic Program Management. Read full client spotlight here. 

eCommerce Strategy & Implementation

Balanced Growth devised the strategy and led the implementation of ShopAAP.org for the American Academy of Pediatrics. ShopAAP digitally supports the sale of a breadth of products and services including Book, E-Books, Journals, Continuing Education, Events, and Memberships. The site was launched in less than a year and efficiently manages the majority of the AAP’s business transactions.

Innovation Strategy

The Council of the American Dental Association was interested in exploring a concept for the electronic payment of health benefit plans. In partnership with AspireUp, Balanced Growth developed strategic commercialization models for the electronic payment of health plan benefits. 

Innovation Strategy & Implementation

The AAP viewed its sponsorship program as outdated and complex to administer. Additionally, corporate relations were not being optimized and large sponsors were dissatisfied with the current program. In partnership with Balanced Growth, the AAP sought to create a program that differentiated the AAP from other associations, increased corporate recognition as a predictable component of the AAP’s diversified revenue strategy, increased value, and enhanced recognition opportunities to corporate supporters in a holistic strategy.

Interim Executive Leadership

Balanced Growth is currently serving as interim executive director to turnaround this society. Recently led the strategic planning process with the board and key leaders to devise the strategy of the future. Read full client spotlight here.

Strategic Planning

BG was engaged by the AVF to lead the strategic planning process to develop and implement a three-year plan. Achieved a complete turnaround in less than one year, with 42% membership growth and an over $700,000 increase in operating margin. The steps taken to lead this effort included:

• Developed and distributed a survey to 30 Past Presidents and 22 current and past Committee Chairs
• Developed the agenda for and facilitated a two-day (12-hour) strategic planning retreat
• Developed the strategic plan document (3-year horizon) which was unanimously approved by both Boards
• Developed the implementation plan with assigned responsibilities and scorecards
• Distributed the strategic plan responsibilities to the committees and staff
• Currently monitoring progress during monthly committee calls
• Since the plan was approved with 5 domains and 17 objectives, over 10% of the plan has been executed

Strategic Review of Service Provider

Conducted a review of the professional relationship between this healthcare association and its management services vendor. Completed a gap analysis and identified concrete recommendations to improve transparency, communications and, operational performance. In addition, provided strategic recommendations to SAHM in the areas of governance, strategy management and execution, member engagement and growth, optimal staffing ratios, and investment management to improve long-term performance.

Operations & Technology Strategy

In response to the emergence of Type 2 Diabetes among youth, the National Institute of Diabetes and Digestive and Kidney Diseases (NIDDK) of the National Institutes of Health sought to foster research to understand and address this public health threat. Devised a strategy and set of recommendations to improve recruitment of participants to the research project. 

Operations & Technology Strategy

Phonak USA enlisted Balanced Growth’s assistance with customer service and operational challenges caused by rapid growth. BG conducted voice of customer research with customers and developed process improvements to enhance the customer experience.

Transformation Implementation

Baker Hughes Drilling Fluids (BHDF) wanted to gain market share, control costs, and improve the commercial acumen of the organization. Balanced Growth designed and implemented a Transformation Management Office (TMO) to coordinate dozens of product development, business development, and operations projects.