Nathanael Wootten

New Product Launch: As change management lead, I partnered with stakeholders across IT and Business functions such as Sales, Underwriting, Marketing, Communications, Operations, Product, etc. to develop and execute a change management plan to support launch of a new BOP Product. Plans included a multi-year phased go to market approach, a training & certification routine for Field Sales and Underwriting, learning plan for pilot phase, a feedback loop and post launch monitoring.

Multifactor Authentication: As change management lead, I collaborated with the IT and Digital Teams to develop and execute a robust change management plan for the introduction of MFA across all of the externally facing applications for The Hartford. This change presented increased complexity since each app would integrate at a different time and had audiences with different login behaviors. With my leadership we took a targeted approach and communicated the changes directly to each audience ahead of their-go live date. This includes some external partners with 500+ users, requiring that we reach out to some directly to initiate a change in login behavior.

New Automation Integration: In partnership with AVP, Agency Automation and the Marketing Team, I developed and we executed a plan for the launch of Claims Download whereby Claims data would be fed near real-time to an agency management system. To receive this information, the agency needed to self-register in our agent portal. As a result, we took a targeted approach by messaging directly to agency operations managers and principles about the new offering. We had the fastest adoption of any automation capability ever launched by The Hartford or any other insurance carrier per IVANS.

Measurement & Reporting Enhancements: When I came on-board, there was little to no visibility into adoption metrics for our agency automation capabilities. I worked across business, digital and IT Teams to get standardized reporting set up so that we could establish baselines for performance and measure growth on a monthly basis. Doing so allowed the AVP, Agency Automation to report progress to senior leadership and secure additional investment funding for new capabilities.

Print Suppression of Policy Documents - The largest initiative I led in this role was turning off the print and postage of the "agent copy" of the commercial insurance policy. This required an extensive amount of change management planning and execution to achieve the desired business outcome - annual savings of $4-6M in perpetuity. To pull this off, it required complete alignment between senior leaders in Sales and Operations. I even built an escalation process for how agencies who resisted the change would be handled. Awareness had to be created across the entire organization ahead of this change taking effect which required multiple communications, team meetings, etc.

In this role, I developed and implemented process improvement initiatives resulting in increased efficiency and cost savings. In partnership with the Ops Management Team, I led the creation of a new call playbook for use by our call center team leaders for evaluating, scoring call quality resulting in better customer experiences.

In this role, I led a team of 14 Underwriting Assistants. During this time, we were introducing automated decisions which took some work away and asked them to trust the systems decision. This was my first exposure to the people side of change and what a "resistor" behaves like when faced with change they do not like or understand.

As an underwriter I reviewed existing policies and new submissions for acceptability against company guidelines. In this role I learned desk management, how to build and maintain partnerships and at times deliver challenging messages to external constituents e.g. that we could not retain a customer due to claim history, etc.