Guidewire Project Manager at ADACGermany
Effective, results-oriented IT executive. Experienced in building and managing successful, winning teams. Proven track record of complex technical solutions delivery and maintenance.
Opportunities I've postedNone at the moment.
IT management - IT governance - IT strategy - Insurance - IT solutions delivery - IT transformation and improvement - Program and portfolio management - Performance management - Organizational change management
Merged and reorganized independent IT structures of PZU Group into one coherent IT organization supporting ongoing business transformation. As a result, new IT organization was able to deliver IT stream of PZU Group Strategy 2009-11.
Successfully managed a large change in complex corporate environment (3 companies, ~700 FTE staff, >100MM USD IT budget). Built and led strong, competent IT management team responsible for transformation of all critical IT processes. Restructured and simplified IT organization reducing IT staff and costs. Introduced IT governance practices incl. management of business demand, IT project portfolio and IT architecture. Implemented IT financial mgmt and cost allocation.
Transformed IT sourcing model and negotiated new contracts for IT ADM services, IT consulting services, hardware – servers / storage and software with large vendors like Oracle, HP, Dell, IBM, Accenture, CapGemini, Deloitte, Asseco, The Boston Consulting Group.
Modernized IT architecture - delivered sales and customer service front-end, assistance service platform (PZU Pomoc), centralized life claims handling. Completed implementation of HR / payroll system (Oracle HRMS), started consolidation of PZU’s finanacial systems (Oracle EBS). Implemented technical platforms - integration (Aqualogic), workflow (FileNet), customer data hub (IBM MDM). Automated processing of motor & property policy data import, life commissions calculation, claims payments.
In 2009 built 2 Tier-3 datacenters (1100 m2), in 2010 completed relocation of >600 servers and network devices. Centralized and outsourced ServiceDesk, introduced IT support systems (ITSM and systems monitoring, IT asset management).
In 2007 restructured software development department from product oriented, siloed model into functional, process oriented, improving its maturity and capacity. Implemented best practices in project management (PRINCE2 based) and delivery areas (RUP based). Started implementation of PZU’s integration platform (ESB / BEA Aqualogic). Solved long-lasting issues with regulatory reporting to UFG and MSWiA.
Reduced department’s running costs by ~10%.
In 2008 merged software development teams of PZU SA (P&C insurance) and PZU Życie (life insurance). Continued transformation of the department - from internal, small-scale software developement to the outsourced model, based on a group of frame agreements (which provided company an access to a large number IT professionals). Implemented mechanisms of governance of the frame contracts portfolio. Completed implementation of the central claims handling system (full scope, incl. personal injury and casualties).
Reduced merged departments’ running costs by 19,5%.
Organized and managed the team of over 50 people (business analysts, designers, developers, testers / QA, support). Recruited the development team (prepared and conducted assessments). Planned and managed development of claims processing system. Improved the development process (introduced Rational Unified Process). Delivered first version of the system, supported pilot implementation in one of the local branches.
Built data center infrastructure for claims management system. Introduced robust, PRINCE2 based project management techniques (stages & gateways, product based planning, risk and issue logs, quality assurance team). Delivered production ready version of the claims management system, supported system rollout
Designed local claims processing solution's architecture. Analyzed and documented claims handling business process. Gathered requirements for claims processing system. Negotiated system scope with internal clients (claims handling directors and business team).