A. G.

Leading a global Centre of Expertise with 8 people in Zurich and Bangalore implementing global practises

Acting as Reiki Coach for business people, organizing and facilitating in person and online seminars based on Usui system if Reiki

Leading a global team of 25 Change Managers and Agile Coaches through a transition and reorganization. Acting as Product Owner, Agile Coach and Change Manager in a large global transformation.

Lead and manage a highly diverse tribe (10 people) of different profiles and diverse personalities. Drive the end-to-end design and implementation of technical and/or functional solutions. Initiate and lead major, cross-functional programme and complex projects.

Coach and guide business leaders on CI topics. Build and maintain sustainable relationships with key stakeholders. Lead a global team of 10 Lean and Change Managers in Bangalore and Bratislava..

Build and develop strategic relationships and business opportunities for the benefit of clients. Lead the Global Technical Accounting function functionally and globally to meet or exceed expectations of agreed Memorandum of Understanding. Develop leaders who create outstanding operational performance and value within the agreed cost framework and expected service levels. Account processing and closing responsibility for a volume of USD 20 billion premiums and claims. A yearly added value of 75 million USD was created by enforcing process standards and optimizing operational processes. Annual productivity gains of 7.5% were achieved through process automation and business process improvements. A technical career path was developed and rolled out for a growing expert community of 400 people.

Strategic and operative management of a unit with 80 co-workers in Bratislava. Creating a service culture which led to strikingly better client satisfaction. Setting up a specialized ownership for business applications, working processes and risk management.

Strategic and operative responsibility for global IT-application in Technical Accounting. Representative of Swiss Re in the steering board of the industry “Initiative to automate the process between the direct insurer and reinsurer” Head of different projects in business applications, business relocation, data migration, and corporate governance Results Workflow tool developed within 16 months and introduced globally. The integrated application quickly became the central working instrument for 600 users. Implementing a new concept to effectively control international trade restrictions within payment transactions. Relocation of 27 posts from Johannesburg to Bangalore within 9 months. A survey showed increased client satisfaction already in the first year.

Overall responsibility in Europe for migrating all reinsurers' data of the various subsidiaries of the Frankona Group into the Swiss Re application range. Planning, co-ordinating, and managing the work of 120 co-workers at 3 locations. Preparing, presenting, and discussing the results with the program management and steering board. Results 2-phase model for migrating reinsurers' and financial data developed and successfully realized in 10 different migrations. Always met the budget and adhered to the time frame. Trained 500 experts in the new reinsurer and finance systems as well as in the new processes. Set up and realized key stakeholder management with the CFO, COO and underwriting heads at all locations. Data clean-up concept developed and introduced for underwriting, claims,technical accounting and finance

Head of a department with 100-130 co-workers, divided into 4-5 sections and 10-15 teams. Direct management of 5 heads of sections. Process and closing responsibility for an accounting with CHF 3.8 billion premiums and CHF 5.9 billion claims reserves. Overall responsibility for the planning and staff processes. Realising the partial relocation of the technical accounting from Zurich to Bangalore. Realising the relocation of the technical accountings of the subsidiaries in Munich, London and Rome. Results After having finished the relocation, the total budget reduced by 50%. Active management with the purpose to turn the person concerned to participants. By that, high employee satisfaction was achieved in all surveys during the relocation. All key persons were retained during the complete relocation. Introducing a new management system (ISO certified) with operative process numbers on the basis of a Balanced Scorecard. Clients' wrong invoiced premiums and claims introduced as key process figures. By that, the amount of credit advice was made visible in the range of the yearly labour costs.