Terri Grijalva

The Iris Network is one of the oldest and most respected, community-benefit, nonprofit agencies in Maine. The Center has developed and delivered individualized programs of training, education, and support so people might live in their own homes, engage in work of their own choosing, and contribute to their own communities

• Enhance board effectiveness by implementing innovative strategies.
• Drive strategic planning efforts to align with the organization's vision.
• Serve as a strong advocate for corporate social responsibility, influencing positive community impact.
• Review financial reports & budgets to monitor the organization''s fiscal health.
• Establish effective committee structures, enhancing focus on critical areas of oversight and accountability.

Southern New Hampshire University is a private, nonprofit, accredited institution with more than 3,000 on campus students, over 170,000 online students. The University has transformed into an institution offering over 200 programs, from certificates to doctoral level degrees including business, education, liberal arts, social sciences and STEM.

• Mentor current student body in an effort to encourage future involvement.
• Encourage collaboration among students & alumni to foster teamwork.
• Participate in campus events, bringing faculty, alumni and students together to share experiences.
• Collaborate with other board members to develop and execute programs and initiatives to advance the mission.

Accountable for all leadership and technology aspects (budget $250m, a staff of 450) pertaining to building and evolving digital products in the Global Risk Solutions Claims (>3000 claims personnel), Services (>2000 policyholders), Distribution (>500 brokers) and Underwriting (>4500 underwriting personnel) domains. Highly strategic & trusted role, working alongside diverse functional teams and business executives. Owned strategy development, design execution and continuous improvement.

• Developed new revenue streams by identifying growth opportunities and forging strategic partnerships with key industry players. Implemented innovative sharing economy solution, achieving >$65m premium per year; and enabled the company to approach and satisfy new prospect requirements as the industry grew.
• Managed multi-year change management effort due to several organizational re-design efforts, impacting >8000 employees. Employee Opinion Survey and Employee Net Promoter scores consistently maintained in the exceeds expectations and promoter levels for multiple years. Scores were typically higher than double digits above the department and organizational averages, specifically in terms of diversity & inclusion, employee engagement and overall company pride.
• Spearheaded a Digital Product Mindset Initiative with >100 agile delivery teams & >1200 people, identifying processes, artifacts, and mindset shifts to support domain value streams resulting in customer satisfaction improvement (>25%) and the delivery of achieved business cases (>10% realized in the same year as initial delivery).
• Partnered with global architects to formalize an API Center for Excellence (C4E) to include training, deployment practices, and value metrics, resulting in 20+ externally facing APIs delivered to policyholders and 50+ internally utilized APIs connecting business domains and reducing duplicate solution development by >15%.
• Presented at numerous conferences and facilitated multiple panels to socialize diversity & inclusion efforts, technology innovation, and project/program deliveries impacting business results.

Directed business and technical organizations through effective organizational design practices and technological delivery practices. Acted as a trusted consultant to C-level executives, supporting a broad set of cross functional products and capabilities.

• Prepared project budgets and forecasting; and was accountable to mitigate impacts of market demands, and relieve impediments to operational effectiveness.
• Led a cross-functional team (>80 team members) to identify pain points, business growth inhibitors and technology roadblocks, resulting in a defined futuristic view of technology solutions. The roadmap envisioned future direction of underwriting, and included pricing & quoting insights, back office processing automation and segmentation streamlining. The roadmap effort led to a budget adjustment from $13m to $42m to accommodate growth plans and technology investments.
• Achieved departmental goals by developing and implementing strategic plans and initiatives. Delivered data insights to enhance expert processing, resulting in $4m-$7m savings.
• Led effort to drive transition towards agile methodologies (>100 agile delivery teams), including assessments, forums, and training to strengthen software development practices. The effort resulted in >35% improvement increase in customer satisfaction and trust.
• Developed strong relationships with key industry partners, fostering collaboration and mutual growth opportunities.

Advisor to C-level executives and operational leaders. Utilized network of experts to convey technology and market trends, enabling insights. Accountable to define strategies & mitigate impacts of market demands.

• Boosted client satisfaction rates by 20% through exceptional relationship management and prompt resolution of issues.
• Resulting from the acquisition and merger of several regional carriers, proposed a unified software solution to manage and facilitate communication between the firm and prospective customers. The proposal was presented and accepted by the chief officers, with a $13m technology investment approved for the following year, with an expected reduction of $7m in environment licenses, and >22% in agent/broker satisfaction.
• Drove business expansion by identifying new markets, conducting research, and developing targeted marketing campaigns.

Focused on overseeing and managing the planning, execution, and delivery of IT projects. Collaborated with stakeholders to define project scope, objectives, and requirements.

• Enhanced team collaboration through regular communication, goal setting, and performance evaluations. All team members (>100) had yearly objectives set by end of January; and development plans by end of March.
• Developed high-performing teams (>15 teams) by providing mentorship, guidance, and opportunities for professional growth.
• Implemented project improvements, as measured by 90% improvement in on time delivery of initiatives and 75% reduction in change management items.

• Oversaw planning, development, implementation, and maintenance of systems within business systems claim organization. Managed team of professionals (>50) responsible for the design, analysis, and optimization of business processes & technology solutions.

• As a Business Analyst, was responsible for analyzing and optimizing business processes and systems within claims organization. Bridged gap between business operation and technology organization. Improved business processes by analyzing current practices and implementing optimization strategies.
• As a Claims Adjuster, assessed and managed commercial claims, investigating, evaluating and settling claims in accordance with policy terms. Improved claim resolution times by efficiently managing caseload of 100+ claims per month. Negotiated favorable settlements with claimants, attorneys, and other insurance carriers to minimize financial risk for company.