Lead/coached several teams responsible for delivering transformation initiatives: new operating model and technology for new distribution channel for commercial products, new operating model for Claims, design/execution of Distribution operating model and various other regional and country transformation initiatives. Designed and established a triage/prioritization process to manage work effort in the AIG Latin America Caribbean (LAC) Region - across 15 countries. Included project scoping, resource analysis/planning, deliverables and escalation processes. Established reporting cadence/governance for project status - including: risks/issues/mitigation plans as well as budget tracking. Established the process and reporting methodology for key Operational KPIs for AIG US/Canada UW Operations Turned around poor performing Operations Center for Chartis. Instituted process & technology changes to drive production efficiencies in the Litigation Management Operations Center - reducing demand requests by 20%, and cleared a back log of 13 months. Developed/implemented service line operating plan for Ceridian, increasing client base ten-fold. Company sought to commercialize internal services. Developed/implemented aggressive marketing plan aimed at increasing brand awareness and client acquisition. Implemented service line process changes to achieve marketable price points. Grew client list to include Fortune 50 companies such as Allied Signal, CIGNA, Johnson & Johnson, Merrill Lynch and Motorola. Created innovative industry-focused marketing strategies for AON Consulting, increasing sales 39%. Company needed new revenue sources after spin-off from AT&T. Established industry groups, targeting East Coast financial services and West Coast entertainment industry. Developed product positioning, marketing collateral, pricing structures and an operational engagement process. Successfully won new accounts in both industry groups. Turned around poor performing Philips Medical territory, increasing sales $5M. Assigned territory had been neglected for several years. Implemented process of renewing dormant relationships while building new contacts and expanding sales in critical care to 25 acute care hospitals. Assisted C-level management with capital planning, successfully revitalized territory. Established Customer Database for Regional Financial Institution, creating focal point for marketing programs. Bank lacked defined way to identify customers and products likely to be purchased. Utilized database in all bank-marketing and strategic planning efforts. Enabled Bank to implement successful sales initiatives across all branches. Increased account base 20%. Implemented process improvements for product line at Ceridian, lowering process costs 19%. Existing operations for product line was not meeting ROI goals. Created and implemented a new process for product line. Created protocol at Ocean Medical Center, addressing physician-hospital issues and improving morale. Hospital lacked process to address physician dissatisfaction with services and facilities. Ascertained lack of two-way communication with administration as key issue. Developed program to address and resolve issues, including 30-day response to physicians. Reduced instances of physician splitting services between medical centers. Kathleen Sandklev Page 2

Highlights:

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• Sales Training
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