BONNIE WATKINS

319B Griffith Dr. 610-385-0069

Douglassville, PA 19518 610-223-2316

PROFILE
Dynamic business analyst offering proven performance driving process improvement
s that improve customer relationship management and enhance the organization as
a whole. Exceptional communication skills, with finesse for uncovering the true
inefficiency, soliciting usable data from the stakeholders involved, and transl
ating that into a functional, successful solution. Familiar with Six Sigma proc
esses. Well versed in communicating internally, and particularly externally, wi
th the key customer base. Sharp, consistent focus on identifying optimal method
ology to deliver unparalleled customer service.
EXPERIENCE
HARTFORD STEAM BOILER (HSB) INSPECTION & INSURANCE CO., Wayne, PA 1990
to Present
Director, Operations (2002 to Present) -
Lead continuous improvement initiatives across HSB Valley Forge office. HSB is
a leading insurance provider that offers equipment breakdown, specialty coverage
, engineering-based risk management, and loss reduction services.
* Assumed the Customer Advocate position in 1/2005, holding primary responsibili
ty for driving improvements in quality of service. Collaborate with managers an
d service providers to ensure that service providers are in fact adding value.
Ensure that proper infrastructure is in place to deliver quality service, negoti
ate for service improvements or enhancements on behalf of customers, and assist
with the prioritization of these opportunities. Also monitor and analyze proces
ses, with metrics, to ensure adherence to established service levels. Consult d
irectly with customers to assess their level of satisfaction with the services p
rovided, and function as a business relationship manager.
- Acting as subject matter expert for an initiative where customers will have th
e ability to update their insurance policies online. Represented the national s
ervice center that is responsible for manually producing all policy changes, fun
ctioned as their primary point of contact, identified the business requirements,
translated them into a functional user interface, and coordinated the online la
unch.
- Participated daily on a project to implement a call center, primarily encompas
sing liaising with the business partners for whom the call center would provide
service, negotiating agreements with underwriting regarding the level of questio
ns the call center could answer, and building special teams to provide escalated
service for select, key customers.
- Positioned the call center to integrally support the launch of three new insur
ance products, by training and developing the call center team to equip them wit
h comprehensive knowledge on the products, and to familiarize them with the mark
eting collateral being distributed to the agents and clients who would be callin
g to inquire.
- Established a customer experience evaluation process to re-contact customers w
ho received customer service through the call center and policy services departm
ent within the previous 30 days. Compiled the survey data into customer relatio
nship management profiles, to build a knowledge base and history on the customer
s, to better identify their needs and support retention efforts.
* Coordinated a large scale project to formulate operational methodology for an
HSB subsidiary in Canada, as the organization replaced and upgraded systems for
producing insurance policies, conducting inspections, and administering claims.
Compiled the business functional requirements, translated that to the software
development team, and structured the processes of software testing and validatio
n.
* Identified a series of process improvement opportunities that yielded a $50K c
ost savings in the HSB Valley Forge office alone. Met on a biweekly basis with
department leaders across the organization to discuss inefficiencies and possibl
e solutions. Achieved some these savings by removing unnecessary hand-offs from
a continual procedure because value was not being added in this step. Addition
ally, modified the systems to enhance the user interface, increase automation an
d reduce manual processes. Also, revised workflows which were proven to be too
costly with little or no benefit to the customer.

Manager, Business Systems Analysts (2001 to 2005) -

Coordinated a team of seven specialists in the development, maintenance, and sup
port of 12 operations system applications, including system enhancements, migrat
ions, and other key technical projects. Held senior responsibility for ensuring
employees identified accurate business functional requirements, conducted techn
ical testing and validation, performed training when necessary and upheld qualit
y assurance.
Project Team Lead / Technical Consultant (1997 to 2001) -
Coordinated the rollout of Project Phoenix, a mainframe upgrade to SQL Server fo
r Y2K. Co-led formulation of the project plan, documented project priorities, a
nd compiled a cost/benefit analysis. Interpreted user requirements and created
development specifications. Managed a team of business systems analysts in deve
lopment, testing and implementation of policy processing, accounts receivable, a
nd quote-to-issuance modules. Held senior responsibility for project administra
tive tracking and controls. Then co-led rollout, user training, and technical s
upport.
Manager, Training & Development (1996 to 1997) -
Directed large-scale recruitment initiatives for the customer service team as th
e organization expanded into a two-shift operation. Formulated training documen
tation and provided key leadership in implementing PTS Learning Central Software
.
Customer Service Representative (1990 to 1996) -