C.T. Hellmuth is a privately owned employee benefits broker located in Chevy Chase, MD that has been in business since 1972. They focus exclusively on employee benefits and have deep expertise in industries like government contracting, technology, and non-profits. They partner closely with their clients and have an average client relationship of over 15 years. Their team has extensive experience, with the average account manager tenure at the company being over 15 years. C.T. Hellmuth aims to deliver cost-effective benefits solutions and exceptional service to help their clients meet their goals.
The document discusses the challenges faced by IT and shared service functions in accurately costing services and demonstrating performance. It outlines how activity-based costing can provide the foundation for IT performance management by assigning costs to activities and services. The presentation then provides an overview and benefits of SAP BusinessObjects Profitability and Cost Management, a solution that uses activity-based costing to help IT and shared services better understand costs, improve decision making, and demonstrate value to customers. It concludes with an upcoming screen walkthrough of the solution.
Presentation on lessons of Finance Shared Service Centre implementation at BAT Russia delivered at Marcus Evans conference in Amsterdam, March 2008. I was the Project Manager for this change programme.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
This document provides an overview of various finance, HR, IT, procurement, and project management services available from Atlas Copco Business Services including:
1) Strategic sourcing, tactical sourcing, sourcing projects, procurement, mobile device management, fleet management, payroll administration, HR administration, business reporting, and travel expense administration.
2) IT services like PC support, mobile device support, communications support, business application support, and application hosting.
3) Finance services including accounting, reporting, processing of supplier/customer invoices and remittances.
4) Project management and delivery resources at senior, regular, and junior levels.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
ICT Cost Management And Savings General2control4IT
ICT costs are increasigly becoming an issue. This presentation shows option for getting most value out of your ICT at reasonable cost levels. Transparancy in costs and volumes are key.
The document discusses the challenges faced by IT and shared service functions in accurately costing services and demonstrating performance. It outlines how activity-based costing can provide the foundation for IT performance management by assigning costs to activities and services. The presentation then provides an overview and benefits of SAP BusinessObjects Profitability and Cost Management, a solution that uses activity-based costing to help IT and shared services better understand costs, improve decision making, and demonstrate value to customers. It concludes with an upcoming screen walkthrough of the solution.
Presentation on lessons of Finance Shared Service Centre implementation at BAT Russia delivered at Marcus Evans conference in Amsterdam, March 2008. I was the Project Manager for this change programme.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
This document provides an overview of various finance, HR, IT, procurement, and project management services available from Atlas Copco Business Services including:
1) Strategic sourcing, tactical sourcing, sourcing projects, procurement, mobile device management, fleet management, payroll administration, HR administration, business reporting, and travel expense administration.
2) IT services like PC support, mobile device support, communications support, business application support, and application hosting.
3) Finance services including accounting, reporting, processing of supplier/customer invoices and remittances.
4) Project management and delivery resources at senior, regular, and junior levels.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
ICT Cost Management And Savings General2control4IT
ICT costs are increasigly becoming an issue. This presentation shows option for getting most value out of your ICT at reasonable cost levels. Transparancy in costs and volumes are key.
The document discusses financial transformation and outsourcing finance functions to reduce costs and improve efficiency; it proposes that Accuserv Corporate Advisors can help companies outsource accounting, finance, budgeting and reporting to handle non-core activities and free up management time, using a customized approach based on the company's needs and culture. The company aims to provide timely and reliable financial information to stakeholders through qualified finance professionals and a skilled team.
Managed Services and Outsourcing in TelecomsAlan Quayle
The document outlines a workshop on managed services and outsourcing in telecoms. It will provide:
1) An independent review of the status of managed services and outsourcing, including case studies and realities behind vendor claims.
2) Guidance for telecom operators on immediate practical steps and long-term strategies tailored to their markets.
3) Insights from the operator and vendor perspectives on topics like types of managed services, business models, challenges, and market forecasts.
The workshop is aimed at telecom strategy, networks, and product management executives and will use presentations, discussions, and real-world examples over two days.
Cloudy forecasts and other trends in information technologyAlan McSweeney
The document discusses trends in cloud computing and information technology. It begins with an overview of cloud computing definitions and manifestations like IaaS, PaaS, SaaS. It then analyzes surveys of IT trends from organizations like AICPA and Gartner. A key difference is that AICPA trends had a more business-oriented focus on issues like security, governance and data management, while Gartner trends were more technical in nature and focused on specific technologies. The document examines how relevant trends are to businesses and how much adoption is driven by various factors like cost savings or keeping up with competitors.
We look at the Service Strategy phase of the ITIL V3 service lifecycle and the key processes that enable business and IT integration. We will discuss critical processes such as Service Portfolio Management, Business Service Management, Financial Management and Demand Management, along with key roles such as Business Relationship Manager and Product Manager.
Sovereign Business Integration Group provides a range of IT services and solutions to commercial, government, and professional clients. Their approach focuses on partnership, risk management, and customer satisfaction. They deliver flexible and timely solutions to meet business needs. Sovereign's core services include consultancy, technical services, management consultancy, systems design, and infrastructure development. They aim to be a single partner that can address all of a client's IT needs from strategy to support.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
Advocate Consulting provides strategic consulting services to help organizations optimize their enterprise communications networks. Their experts assess clients' current telecom environments, benchmark costs against industry leaders, and develop roadmaps to deliver high quality communication services at reduced costs. For one client, a large bank, Advocate analyzed the network, delivered 18% price reductions and doubled bandwidth capacity, helping the bank support a core banking system conversion while future-proofing its network.
Student Finance England provided a business update for the 2012-2013 academic year. Over 1.1 million applications were received and core operational targets were achieved, with over 91% of calls answered and over 99% of applications paid on time. New processes were introduced and customer satisfaction increased. For 2013-2014, applications are forecast to be similar to last year with 20% already received. Key upcoming challenges include new fee loans and part-time student volumes and processes. SLC's strategic priorities are sustaining operations, transforming systems and processes, managing change, serving customers, and responsible financial management.
Not knowing your costs is an expense you can’t afford.
Your Challenge
While IT departments provide valuable services to their organizations, it is frequently unclear how much these services cost. CIOs often find themselves in a position where they cannot articulate exactly how much it costs to deliver a given service in order to justify the service’s value.
Our Advice
Critical Insight
IT capital and operational costs are captured in accounting ledgers using financial constructs that lend themselves well to financial reporting, but obscure the true cost to deliver each IT service.
Translating accounting ledgers to IT service costs is a difficult process that may sometimes appear arbitrary.
The data required for detailed service-based costing is often unavailable.
Service-based costing is not for everyone. It requires clearly defined goals and commitment to be successful.
You don’t have to be perfect to gain value from service-based costing. Imperfect analysis can still point you in the right direction for improvement.
Nobody trusts a “black box.” Be transparent with results.
Impact and Result
Use a method of determining the full cost of services that provides a reasonable level of accuracy without overburdening staff with excessive analysis and investigation.
Optimize the balance between analytical effort and accuracy of service costing by understanding your service cost accuracy needs and matching them to an appropriate level of service-based costing capability.
Develop the right level of service-based costing capability by applying the methods in this blueprint.
This document discusses how communications service providers can develop customer experience leadership through transforming their customer service operations. It argues that CSPs must integrate knowledge across silos and introduce proactive and predictive capabilities. To do so requires: 1) Changing metrics from incident management to knowledge-enabled customer advocacy; 2) Creating a knowledge integration model to organize information across silos; 3) Developing self-learning organizations that automate resolutions and reduce manual handling of incidents. This will enable CSPs to deliver better customer experiences through more efficient operations.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
1. Service science, management, and engineering (SSME) is an interdisciplinary approach to studying, designing, and implementing complex service systems.
2. SSME aims to make productivity, quality, compliance, sustainability, learning rates, and innovation more predictable for organization-to-organization services.
3. There are several frameworks for conceptualizing service systems, including considering the front stage customer experience separately from the back office operations.
This document discusses a large bank that implemented Six Sigma to address various problems. It had over 33 million consumer relationships but was facing issues like frequent ATM and online banking breakdowns, high response times, and low customer satisfaction scores. [END SUMMARY]
Core Banking Transformation: Solutions to Standardize Processes and Cut CostsIBM Banking
IBM Banking Industry Framework for Core Banking Transformation (CBTF) has many assets, tools, methods and accelerators to help banks standardize and link core processes seamlessly and reduce point-to-point interfaces to cut cost and complexity.
This document discusses how audio, video, and document conferencing services have become important business tools due to changes in business needs and improvements in technology. It outlines trends driving greater reliance on conferencing, such as an increasing need for real-time collaboration across geographic and organizational boundaries. It also describes how infrastructure upgrades and new conferencing products have enabled richer conferencing experiences by taking advantage of higher-capacity, more reliable networks. The document establishes conferencing services as crucial for enabling fast, effective communication in today's business environment.
This document provides information on ActionInfo Consulting, an independent management consulting company specializing in business intelligence, data warehousing, CRM analytics, and related areas. It outlines ActionInfo's value proposition in providing expertise, proven methodologies, and accelerators to help clients achieve their BI goals. It also summarizes ActionInfo's capabilities and benefits to clients, and provides details on the company's experience and case studies.
This document summarizes a presentation given by Steve Mitchinson of Limebridge Australia on trends in the customer interaction space across the Asia Pacific region. Some of the key trends discussed include the growing adoption of IP telephony and cloud computing, increasing customer expectations, the importance of integration across systems and channels, and challenges around social media strategies. Recommendations are provided around improving recruitment, metrics, automation, and providing agents with integrated customer insights to enable more effective customer interactions.
Sunila Silicon India Java Conference Session7 Enterprise Java Tool And Techni...SunilaVenkataGollapudi
The document discusses various techniques for data aggregation and grids in service-oriented architectures (SOA). It covers using service-oriented architecture and data services to provide a technology-agnostic way of integrating systems. It also discusses using data federation to provide a unified view of data from multiple sources, and data aggregation to integrate and transform heterogeneous source data. The document also addresses techniques for ensuring data availability and reliability, such as clustered caching, and scaling solutions such as using NoSQL databases with MapReduce and implementing an SOA using a data grid.
Managed Services Balanced Scorecard Presentation By Sourcing GurusSystems Plus Solutions
The March 18, 2010 Webinar program featured a presentation on “Use of Balanced Scorecards and Dashboard to impact Financial Performance of Outsourcing Relationships” by Sourcing Gurus. The Webinar was hosted by International Association of Outsourcing Professionals (IAOP), a powerful association of world’s leading outsourcing customers, providers & advisors.
Speakers:
Mike Wind, Director, IT with Collective Brands Inc.
Kapil Sanghi and Ratish Pandya, Principal Consultants with Sourcing Gurus
This document discusses how two insurance companies, Tima Insurance and Federal Insurance, applied Lean principles to improve their operational efficiencies. At Tima Insurance, applying Lean principles to their call center improved customer satisfaction scores, increased first call resolutions, sales and employee morale while decreasing average hold times and transfer rates. Federal Insurance launched a project to apply Lean thinking to solve challenges in their retirement fund administration business. Analyzing customer demand revealed areas of value and failure. Changes like process training, technology upgrades and performance monitoring tools identified waste and improved metrics like quotes processing time and reduced repeat calls. Both case studies demonstrated how Lean principles can help insurance companies improve customer service and operational performance.
The document discusses financial transformation and outsourcing finance functions to reduce costs and improve efficiency; it proposes that Accuserv Corporate Advisors can help companies outsource accounting, finance, budgeting and reporting to handle non-core activities and free up management time, using a customized approach based on the company's needs and culture. The company aims to provide timely and reliable financial information to stakeholders through qualified finance professionals and a skilled team.
Managed Services and Outsourcing in TelecomsAlan Quayle
The document outlines a workshop on managed services and outsourcing in telecoms. It will provide:
1) An independent review of the status of managed services and outsourcing, including case studies and realities behind vendor claims.
2) Guidance for telecom operators on immediate practical steps and long-term strategies tailored to their markets.
3) Insights from the operator and vendor perspectives on topics like types of managed services, business models, challenges, and market forecasts.
The workshop is aimed at telecom strategy, networks, and product management executives and will use presentations, discussions, and real-world examples over two days.
Cloudy forecasts and other trends in information technologyAlan McSweeney
The document discusses trends in cloud computing and information technology. It begins with an overview of cloud computing definitions and manifestations like IaaS, PaaS, SaaS. It then analyzes surveys of IT trends from organizations like AICPA and Gartner. A key difference is that AICPA trends had a more business-oriented focus on issues like security, governance and data management, while Gartner trends were more technical in nature and focused on specific technologies. The document examines how relevant trends are to businesses and how much adoption is driven by various factors like cost savings or keeping up with competitors.
We look at the Service Strategy phase of the ITIL V3 service lifecycle and the key processes that enable business and IT integration. We will discuss critical processes such as Service Portfolio Management, Business Service Management, Financial Management and Demand Management, along with key roles such as Business Relationship Manager and Product Manager.
Sovereign Business Integration Group provides a range of IT services and solutions to commercial, government, and professional clients. Their approach focuses on partnership, risk management, and customer satisfaction. They deliver flexible and timely solutions to meet business needs. Sovereign's core services include consultancy, technical services, management consultancy, systems design, and infrastructure development. They aim to be a single partner that can address all of a client's IT needs from strategy to support.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
Advocate Consulting provides strategic consulting services to help organizations optimize their enterprise communications networks. Their experts assess clients' current telecom environments, benchmark costs against industry leaders, and develop roadmaps to deliver high quality communication services at reduced costs. For one client, a large bank, Advocate analyzed the network, delivered 18% price reductions and doubled bandwidth capacity, helping the bank support a core banking system conversion while future-proofing its network.
Student Finance England provided a business update for the 2012-2013 academic year. Over 1.1 million applications were received and core operational targets were achieved, with over 91% of calls answered and over 99% of applications paid on time. New processes were introduced and customer satisfaction increased. For 2013-2014, applications are forecast to be similar to last year with 20% already received. Key upcoming challenges include new fee loans and part-time student volumes and processes. SLC's strategic priorities are sustaining operations, transforming systems and processes, managing change, serving customers, and responsible financial management.
Not knowing your costs is an expense you can’t afford.
Your Challenge
While IT departments provide valuable services to their organizations, it is frequently unclear how much these services cost. CIOs often find themselves in a position where they cannot articulate exactly how much it costs to deliver a given service in order to justify the service’s value.
Our Advice
Critical Insight
IT capital and operational costs are captured in accounting ledgers using financial constructs that lend themselves well to financial reporting, but obscure the true cost to deliver each IT service.
Translating accounting ledgers to IT service costs is a difficult process that may sometimes appear arbitrary.
The data required for detailed service-based costing is often unavailable.
Service-based costing is not for everyone. It requires clearly defined goals and commitment to be successful.
You don’t have to be perfect to gain value from service-based costing. Imperfect analysis can still point you in the right direction for improvement.
Nobody trusts a “black box.” Be transparent with results.
Impact and Result
Use a method of determining the full cost of services that provides a reasonable level of accuracy without overburdening staff with excessive analysis and investigation.
Optimize the balance between analytical effort and accuracy of service costing by understanding your service cost accuracy needs and matching them to an appropriate level of service-based costing capability.
Develop the right level of service-based costing capability by applying the methods in this blueprint.
This document discusses how communications service providers can develop customer experience leadership through transforming their customer service operations. It argues that CSPs must integrate knowledge across silos and introduce proactive and predictive capabilities. To do so requires: 1) Changing metrics from incident management to knowledge-enabled customer advocacy; 2) Creating a knowledge integration model to organize information across silos; 3) Developing self-learning organizations that automate resolutions and reduce manual handling of incidents. This will enable CSPs to deliver better customer experiences through more efficient operations.
The document provides an overview of ITIL 2011 Foundation. It discusses the history and evolution of ITIL from its origins in the UK to the 2011 version. It describes the key concepts of ITIL including the service lifecycle phases of service strategy, service design, service transition, service operation, and continual service improvement. It also summarizes some of the key processes covered under each phase.
Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
1. Service science, management, and engineering (SSME) is an interdisciplinary approach to studying, designing, and implementing complex service systems.
2. SSME aims to make productivity, quality, compliance, sustainability, learning rates, and innovation more predictable for organization-to-organization services.
3. There are several frameworks for conceptualizing service systems, including considering the front stage customer experience separately from the back office operations.
This document discusses a large bank that implemented Six Sigma to address various problems. It had over 33 million consumer relationships but was facing issues like frequent ATM and online banking breakdowns, high response times, and low customer satisfaction scores. [END SUMMARY]
Core Banking Transformation: Solutions to Standardize Processes and Cut CostsIBM Banking
IBM Banking Industry Framework for Core Banking Transformation (CBTF) has many assets, tools, methods and accelerators to help banks standardize and link core processes seamlessly and reduce point-to-point interfaces to cut cost and complexity.
This document discusses how audio, video, and document conferencing services have become important business tools due to changes in business needs and improvements in technology. It outlines trends driving greater reliance on conferencing, such as an increasing need for real-time collaboration across geographic and organizational boundaries. It also describes how infrastructure upgrades and new conferencing products have enabled richer conferencing experiences by taking advantage of higher-capacity, more reliable networks. The document establishes conferencing services as crucial for enabling fast, effective communication in today's business environment.
This document provides information on ActionInfo Consulting, an independent management consulting company specializing in business intelligence, data warehousing, CRM analytics, and related areas. It outlines ActionInfo's value proposition in providing expertise, proven methodologies, and accelerators to help clients achieve their BI goals. It also summarizes ActionInfo's capabilities and benefits to clients, and provides details on the company's experience and case studies.
This document summarizes a presentation given by Steve Mitchinson of Limebridge Australia on trends in the customer interaction space across the Asia Pacific region. Some of the key trends discussed include the growing adoption of IP telephony and cloud computing, increasing customer expectations, the importance of integration across systems and channels, and challenges around social media strategies. Recommendations are provided around improving recruitment, metrics, automation, and providing agents with integrated customer insights to enable more effective customer interactions.
Sunila Silicon India Java Conference Session7 Enterprise Java Tool And Techni...SunilaVenkataGollapudi
The document discusses various techniques for data aggregation and grids in service-oriented architectures (SOA). It covers using service-oriented architecture and data services to provide a technology-agnostic way of integrating systems. It also discusses using data federation to provide a unified view of data from multiple sources, and data aggregation to integrate and transform heterogeneous source data. The document also addresses techniques for ensuring data availability and reliability, such as clustered caching, and scaling solutions such as using NoSQL databases with MapReduce and implementing an SOA using a data grid.
Managed Services Balanced Scorecard Presentation By Sourcing GurusSystems Plus Solutions
The March 18, 2010 Webinar program featured a presentation on “Use of Balanced Scorecards and Dashboard to impact Financial Performance of Outsourcing Relationships” by Sourcing Gurus. The Webinar was hosted by International Association of Outsourcing Professionals (IAOP), a powerful association of world’s leading outsourcing customers, providers & advisors.
Speakers:
Mike Wind, Director, IT with Collective Brands Inc.
Kapil Sanghi and Ratish Pandya, Principal Consultants with Sourcing Gurus
This document discusses how two insurance companies, Tima Insurance and Federal Insurance, applied Lean principles to improve their operational efficiencies. At Tima Insurance, applying Lean principles to their call center improved customer satisfaction scores, increased first call resolutions, sales and employee morale while decreasing average hold times and transfer rates. Federal Insurance launched a project to apply Lean thinking to solve challenges in their retirement fund administration business. Analyzing customer demand revealed areas of value and failure. Changes like process training, technology upgrades and performance monitoring tools identified waste and improved metrics like quotes processing time and reduced repeat calls. Both case studies demonstrated how Lean principles can help insurance companies improve customer service and operational performance.
The Power and Promise of SaaS: CA Cloud Service Management Case StudyCA Technologies
As we move to the application economy, companies are increasingly reviewing their portfolio of solutions to help ensure that they are deriving the promised efficiencies and value.
This presentation provides an informative look at how one company is leveraging cloud-based solutions to improve the overall effectiveness of their IT service management operations.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
Find attached herewith my Curriculum Vitae that provides chronological account of my work experience including responsibilities that I held at every designation and my career aspirations.
The document discusses PCCW's customer contact solutions for insurance companies. It summarizes PCCW's capabilities in helping insurance companies with growth strategies, market planning, and improving operations and cost efficiency. PCCW can provide access to databases, sales leads, and customized contact center programs. It also discusses benefits of outsourcing contact center operations to PCCW.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
The document discusses several case studies from Axis Technology Consulting. Each case study outlines a business challenge, the solution developed by Axis, and the impact. Examples of challenges addressed include implementing a global customer strategy, defining an end state vision, and provisioning a portfolio of projects. The solutions developed comprehensive strategies, established governance, and improved processes. The impacts included better alignment with business needs, increased efficiency, and enhanced decision making.
IFMA's World Workplace: Perspectives on the FM Market DevelopmentISS Group
During the IFMA's World Workplace, we had the chance to drive in to the Perspectives on the FM Market Development. Among others, we presented perspectives on:
- The evolution of the Facility Industry
- The drivers for growth in the Facility Management Industry
- Changes in FM delivery Models
- Changing demands require a new way of thinking
HHS IT Challenges and Requirements for 2013 by Frank Baitman, Deputy Assistant Secretary for Information Technology and Chief Information Officer, Department of Health and Human Services
Aya Powerpoint Corporate Presentation 2012 2013Joshua Jeffries
This document provides an overview of the services offered by Arkin Youngentob Associates, LLC to support clients with comprehensive employee benefit solutions. They take a strategic, independent advisor approach to benefits consulting across four levels of a corporate lifecycle. Their services include benefits planning, vendor management, compliance support, communication tools, and proprietary technology platforms to help clients navigate healthcare reform.
Legal Transformation and Contract Remediationaccenture
Accenture’s Legal Transformation practice offers specific solutions to meet the various challenges impacting a firm’s Legal function. Specifically, it offers contract remediation strategy, technology solutions and support to aid firms in managing large scale contract remediation programs due to regulatory change events such as LIBOR, BREXIT and more. Read our latest Legal Risk Study to rethink the financial services legal function: https://accntu.re/3eF9URP
The Path to Configure Price Quote (CPQ) SustainabilityApttus
Just what does it take to successfully transform your Configure Price Quote (CPQ) process? In this session will cover the three pillars of success for CPQ: The arts of design, governance, and training. All three are essential for an optimized Quote-to-Cash experience.
IAOP OWS 17 Leveraging Outsourcing to Modernize While Maintaining ApplicationsWGroup
Anthem’s New AMS Approach Proves You Don’t Need to Pick One or the Other:
Learn how a new approach to AMS sourcing can enable the modernization of core IT systems and maintenance of applications in parallel. See Anthem’s playbook and methodology for this innovative sourcing delivery model.
Learn how to stratify which suppliers can truly help you transform core systems, and which ones that may only be able to handle tasks. See the evaluation criteria that Anthem leveraged in assessing its suppliers for transformational work.
Understand the potential for running modernization and maintenance in an integrated effort, as opposed to separate initiatives.
This document provides a case study of a large scale business transformation program undertaken by a top 10 global business organization to standardize processes, implement a single ERP system, and integrate operations across various business units. The program involved transforming business processes, implementing SAP, integrating operations, and deploying shared services. Project management methodology was effectively applied to execute the program through establishing governance, planning deployment, developing solutions using IBM Ascendant methodology, managing stakeholders, and realizing business benefits. While costs exceeded projections, the program achieved its goals and business benefits through effective program management.
BrixPoint SharePoint Experts: Compliance for Banking and Capital Markets in ...BrixPoint
This document discusses challenges facing financial institutions including demands for more complex technology from consumers, loss of customer loyalty, and cost and margin pressures. It proposes addressing these challenges by taking advantage of mobility, social media, cloud computing and analytics to improve customer acquisition and retention, optimize costs and operations, and better manage risks and business performance. Specific benefits mentioned include reducing costs, improving productivity, gaining insights from data, and enhancing compliance, risk management and customer service.
PeopleStrong is an HR outsourcing firm that provides services including benefits administration, payroll management, recruitment process outsourcing, and process consulting. It has over 40 clients and an experienced management team and network of advisors. The document discusses PeopleStrong's services, technology focus, industry verticals, representative clients, investors/advisors, executive team, infrastructure, accolades, partners, benefits of working with them, key ingredients for HRO success, and provides case studies on their shared services, recruitment, HR helpdesk, and payroll and compliance offerings. It positions PeopleStrong as a trusted partner that can grow with clients and provide innovative, best-in-class solutions through experienced teams and extensive HR knowledge.
The document outlines Divurgent's approach to revenue cycle management (RCM) transformation, which includes assessing organizational readiness, defining improvement opportunities and metrics, designing integrated processes and technologies, implementing new tools and processes, and continuously measuring and analyzing data to identify further opportunities for improvement. The goal is to align RCM activities with organizational goals and leverage current governance structures.
Progressive Corporate Services is an offshore BPO provider that has been in operation since 1994. It operates 600-seat contact centers in India specializing in services like claims processing, policy administration, mailroom services, and teleservices. The company aims to build long-term relationships with customers by understanding their needs and delivering high-quality, valuable BPO solutions.
2. About C.T. Hellmuth
• Largest privately held benefits broker in the Washington D.C./Baltimore area
– private ownership enables C.T. Hellmuth to have a single-minded focus on serving our
clients - we are not distracted by demands from Wall Street.
• Since CTH’s founding in 1972, we have had a singular mission
– we provide superior service & value by aggressively advocating on our client’s behalf
• Comprehensive employee benefits solution provider dedicated 100% to employee
benefits
– All CTH does is employee benefits; we partner with other best in class organizations to
provide the best resources for your other business needs
• Excellent client retention record; less than 2% turnover per year
• Long term client relationships
– our clients work with us as their broker for an average of 15 years
• Team Stability and Experience
– CTH’s average account manager tenure is approximately 15 years
4/30/2009 2
3. Our Value Proposition
• We partner with our clients
– Functioning as consultants, problem solvers, skillful negotiators and relationship
builders, our team of professionals work as a cohesive unit to meet or exceed client goals
and expectations.
• We deliver results
– We aggressively market insurance programs to find the most cost-effective solutions.
• We effectively manage client service activities
– A service plan is the client's individual roadmap for the delivery of broker services. This
plan assures a level of accountability by assigning responsibilities, outlining
objectives, and ultimately measuring results.
• No problem is too complex
– At CTH, no job is too big nor too small. We go to whatever length is needed in order to
give our clients the professional help and advice they need.
• Compensation is all encompassing
– We are easy to do business with. For a mutually agreed-on remuneration, CTH dedicates
all necessary resources directly to client solutions, no matter what areas of expertise may
be needed.
4/30/2009 3
4. Client Profile
• 175 Clients
• Client size ranges up to 30,000 employees
– however, the bulk of our clients are in the 300 – 2,000 employee range
• Average length of client relationship is 15+ years
• Deep industries expertise and vertical focus
Government Contracting
Technology & Telecommunications
Real Estate
Financial Institutions
Non-Profit Organizations
Law Firms
Consumer Products & Retail
International
Associations
Biotechnology
4/30/2009 4
6. The CTH Team
Our continued success comes from our ability to recruit and retain the best people in the
business
– Our average account manager tenure is excellent: approximately 15 years.
– Our reputation, dedication to our Associates, and flat organizational structure are very
compelling to our self-motivated, goal-driven associates.
– At CTH, our clients appreciate the consistent service and attitude of partnership they
receive from a team that is dedicated to their business on a long-term basis.
– Team stability translates to an extremely important advantage to our clients - we
minimize turnover and the negative effect it has on the quality and delivery of service.
4/30/2009 6
7. Technology
• Doing business with CTH also means getting the best in technology support and
service.
• Every technology investment is expected to deliver business value and to support
strategic and successful business decisions.
• Listed below are a few examples of our commitment to investing in technology for
the benefit of our clients and Associates:
– Superior network and security infrastructure
– 100% paperless environment
– Ability for Associates to access all corporate systems remotely
– Client management system provides a 360 degree view of client, benefit plan, and
carrier data; specifically designed to increase proactive client management and
efficiencies
– Internet-based service tools and information repositories for our clients and their
employees
– Powerful online claims analysis and planning tools
4/30/2009 7
8. Comprehensive Health & Welfare
Benchmarking Comprehensive
Marketing and Renewal Mgmt
Services Carrier Negotiations
Implementation and Coordination Solutions
Employee Communication
Claim Reporting
Financial Analysis
Budget Estimates/Cost Projections
Ancillary Funding Rate/Cost Sharing Analysis Compliance
Claim Reserve/IBNR Calculations
Life/AD&D Mergers and Acquisitions ERISA and Compliance Support
Short Term Disability International Benefits Signature-ready 5500s
Long Term Disability HIPAA Administrative Support
State TDI Plans Federal and State Compliance
Long Term Care Technology Plan Document Review
Executive Benefits HIPAA Privacy/Security Compliance
Voluntary Benefits Online Employee Survey
COBRA, FMLA, USERRA Support
Pension and 401 (k) Capabilities
“Client Community”
Online HR Resource
Center
Online Benefit
Communication
Online Enrollment
Employee Health &
Wellness Portal
Employee Benefit
Statements
4/30/2009 8
9. The Renewal Process
RFP Process Implementation &
Renewal Financial
Development Communication
Process Analysis
and Marketing
Needs Analysis Industry Trends Monthly Claims Reporting Activities Calendar
Strategic Planning Renewal Timeline Large Claimant Analysis Decision Checklist
Market Identification Early Renewal Request Loss Ratio Analysis Vendor Coordination
Process Management Benchmarking Analysis Trend Analysis Implementation Meetings
Decision Criteria Employee Survey Utilization Analysis Employee Communications
•Cost Renewal Projections Cost Projections On-site Enrollment Meetings
•Network Evaluate Renewal Plan Design Modeling Facilitate timely ID Cards
•Benefits Extensive Negotiations Budget Development Post Implementation Review
•Funding Network Disruption Analysis Final Accounting Evaluation SPD review
•Contract Terms Renewal Marketing Fun ding Analysis
•Care Presentation
Management
Finalist Presentations
•Technology
Plan Design Modeling
•Reporting
Contribution Modeling
4/30/2009 9
10. Sample Renewal Calendar
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
January April July October
•1/1/10 effective date •Carrier/Vendor service •Renewal Projection, •Finalize Employee
•Receive SPD drafts and/or administration Benchmarking and RFP Contributions and 2009
meetings Strategy Budget
•Develop RFP (if necessary) •Develop Open Enrollment
•5500 filing deadline communications
February May August November
•2009 Client Strategy and •Claims Utilization Meeting •Request Schedule A’s from •Open Enrollment
Goal Setting carriers and data from client Period/Meetings
•Review and revise SPDs •Renewals Received
•Marketing Received
•Renewal and Marketing
Negotiations
March June September December
•Request early renewals •Mid-year review of what is •Negotiations continued •Transmit Eligibility Data
•Finalize SPDs working and what needs •Renewal/Marketing Results •Renewal confirmation letter
•Claim utilization report improvement Meeting •Eligibility loaded and ID
•Signature ready 5500 filing •Finalist Presentations cards issued
for client review •Holiday lunch/dinner
4/30/2009 10
11. Why Choose CTH
• Track Record
– Average client relationship: over 15 years
– Average client retention rate: 98% for the past 10 years
• Team Stability and Experience
– Average Account Manager tenure at CTH: over 15 years
• Specialized focus
– Our company is dedicated 100% to employee benefits
– Deep industry-specific expertise
• Marketplace leverage
– CTH’s Account Manager tenure, professionalism, and reputation have fostered deep marketplace relationships used to
advocate very effectively for our client’s interests
– 2nd largest benefit broker in the DC Metropolitan/Baltimore area (based on market share of clients with 300 to 3,000
employees)
• Private ownership
– Not distracted by the demands of Wall Street
– Easy to do business with
– You (our clients) come first in everything we do
• Because we want to earn your business!
4/30/2009 11