VEEDA L. JACKSON

Ready to offer 10+ years of experience and take on a dynamic new position. Adept at deconstructing and planning stories in order to promote improvements to product design and implementation. Excellent relationship-building, organizational and project management skills with a focus on overcoming technical challenges and implementing successful resolutions. Superb analytical skills leveraged to proactively improve customer service processes and garner stellar customer feedback.

• Triangle Association of Health Underwriters Member of Greater Raleigh
• Chamber of Commerce Durham Chamber of Commerce
• American Society of Quality The Association of International Product Marketing & Management (AIPMM)

Product Owner:

• Served as key SME to inform the future state service journey ecosystem for the enterprise.
• Initiated branding initiative to review the a key concierge service offering to understand brand positioning position and to determine if the current branding needed to be changed. The output provided key insights that will help evolve the program to provide enhanced experiences by advising, engaging and resolving member needs throughout the member journey in a personalized way.
• Led 5-day Kaizen event and 2 spin-off initiatives as a result to find ways to improve first call resolution: Skilled-Based Routing and Language Simplification

Lead Program Manager:

• Pioneered the strategy for the key Concierge offerings (Signature Service), driving the execution of service support for new and existing Concierge groups, and serving as the voice of service in engagement with partners in the Major Group segment.
• Assisted with development of new pricing model to price out the new concierge service offering.
• Improved and strengthened partnership with Sales by attending the roadshows and prospect pitch meetings which was a key driver that contributed to winning six new accounts and retaining our existing accounts, generating a $1.3m in revenue.

As Operations Consultant:

• Improved claim payout time by identifying and closing a process gap in submission delivery to life insurance carrier.
• Reduced the % of groups received after the effective date from 87% to 32% which allowed carrier partner to meet their claims process SLA metric for 98% of the groups.
• Reduced the average # of days submission received after the effective date from 94 days to 10 days.
• Implemented new process for emailing administrative welcome kits versus mailing: administrative savings of approx. $14,000/year.
• Re-engineered process around contract generation and distribution bringing contract delivery within compliance parameters.
• Reconfigured team to match employee capabilities and strengths with varying roles and duties within the division.