Dave Patterson

Hired into this role to ensure success with modernizing custom coded, legacy policy administration capabilities by implementing Duck Creek software. The major first stage is complete with Duck Creek installed for specialty dwelling insurance in 5 States. The full road map will involve consolidating 6 policy administration applications unto Duck Creek insurance application suite by 2023 with new products and most States set to implement in 2017.

The program was in-flight so technology… Show more

Hired into this role to ensure success with modernizing custom coded, legacy policy administration capabilities by implementing Duck Creek software. The major first stage is complete with Duck Creek installed for specialty dwelling insurance in 5 States. The full road map will involve consolidating 6 policy administration applications unto Duck Creek insurance application suite by 2023 with new products and most States set to implement in 2017.

The program was in-flight so technology decisions were set. The contract was with a single SI under a deal that was oversold and being under delivered. The project is complex and difficult, made more so by lack of alignment between business functions, retained IT including incumbent outsourcer and the SI responsible for implementing Duck Creek. The program was underfunded. The under-funding was resolved in addition to curing the commercial deficiencies and stakeholder misalignment.
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The Bristol West Insurance Company was processing in a subclass data center that was not fit for purpose. The situation was created in 2010 and was left unattended. The risk of substantial outage with no recovery was severe. Further, the services were provided by an outsourcer who had no knowledge of the applications and interoperability with the underlying hardware. The decision to move the full application set to the standard data center was agreed and the project commenced in 2015.… Show more

The Bristol West Insurance Company was processing in a subclass data center that was not fit for purpose. The situation was created in 2010 and was left unattended. The risk of substantial outage with no recovery was severe. Further, the services were provided by an outsourcer who had no knowledge of the applications and interoperability with the underlying hardware. The decision to move the full application set to the standard data center was agreed and the project commenced in 2015. After many false starts caused by lack of knowledge and misalignment between the outsourcer, the application group and the infrastructure group including security and network, the move was successful. Many lessons learned were taken by the teams and [key] the knowledge of the application landscape documented and passed to all groups involved. Current operational performance is superb with batch processing completing 4 hours earlier than the historical operational standard. Show less

In a challenging and competitive business environment. Webranking investigates how well the largest European listed companies meet the growing expectations of stakeholders in terms of transparency and dialogue through digital channels. Our main corporate website moved up 20 positions to a ranking of 83 out of top 500.

This success is based on Sitecore Technology placed within a Swiss data center as confidence in the incumbent outsourcer waned. The delivery team was comprised of… Show more

In a challenging and competitive business environment. Webranking investigates how well the largest European listed companies meet the growing expectations of stakeholders in terms of transparency and dialogue through digital channels. Our main corporate website moved up 20 positions to a ranking of 83 out of top 500.

This success is based on Sitecore Technology placed within a Swiss data center as confidence in the incumbent outsourcer waned. The delivery team was comprised of Avanade, business marketing / communications and IT. The project had periodic issues with alignment between the various delivery partners which were resolved by aligning on the goal and subordinating any credit to be taken by all. The original site was a substantial upgrade to existing capabilities, delivered in Sept 2014. Show less

In 2014,
300+ global applications executed with zero severity 1 outages and 16 severity 2 outages (reduced by 10 from 2013) while delivering substantial programs:
• implementation of 4 large business units into the Group General Ledger and Investment
Accounting platforms,
• refresh Group Internet including new Brand on new technology,
• implementation of Group Intranet collaboration platform based on MS Share Point and Yammer,
• implementation of new… Show more

In 2014,
300+ global applications executed with zero severity 1 outages and 16 severity 2 outages (reduced by 10 from 2013) while delivering substantial programs:
• implementation of 4 large business units into the Group General Ledger and Investment
Accounting platforms,
• refresh Group Internet including new Brand on new technology,
• implementation of Group Intranet collaboration platform based on MS Share Point and Yammer,
• implementation of new Recruitment and Talent Management capabilities on Group HR Platform (Zurich is one of a few international companies which has a single HR platform installed for 55,000 employees using SAP Technologies),
• development of mobile BI applications for General Insurance and Life lines of business

While continuing strategy of moving activities to near shore locations to reduce TCO in a year with a change of Global CIO and complete organizational change implemented mid-year.

These fantastic results were the result of focused efforts of a strong professional team in collaboration with our IT partner companies.

In 2015, more heavy lifting is required but now with a focus of building sustainable processes. Show less

Developed initial pitch to outsource all mature market infrastructure services to provide a transformation of the underlying IT services seeking substantial improvement in risk, quality and expense. Once approved to proceed, provided guidance over the financial model, contract terms, business case and financial performance. The business case was delivered and substantial service improvement achieved. The contract has a TCV of 1B$ and continues to perform.

Initiated and provided Executive Sponsorship over a program which improved the self assessed OMI maturity of the IT Division from 1 to 3 over a two year period.

One 20 hand selected change leaders who successfully drove a Change Management initiative to install a High Performance Culture using Malandro Communication methods. The end result was an empowered workforce who used a common language and delivered a substantial performance turn around within the Operating Division.

Initiated and drove successful program to integrate multiple disparate IT Divisions in the Continental US which solidified the formation of ZUS IT. The main success came from alignment of Governance processes and agreement to a common objective. The program was completed within one year.

The MidAtlantic Region's financial performance was sub-par - consistently loosing market share and operating at a loss. Developed financial model which focused all decisions on 10 insurance KPIs. The use of the model enabled a one year turn around where the Region went from last to first, gained a 10% market share increase and moved from a loss to the greatest gain in the Company.

Due to family topics; becoming a boiled frog in sea of changing C-Suite colleagues; prediction of unrest in Europe; and a desire to be closer to my older children (3 of 4 were married within the last 18 months), a move from a successful 10+ year career in Switzerland to a US CIO occurred.
The situation required:
1. hand-off a successful world-wide Corporate AppDev Group
- successor adopted and accelerated existing strategy successfully
2. transfer between two… Show more

Due to family topics; becoming a boiled frog in sea of changing C-Suite colleagues; prediction of unrest in Europe; and a desire to be closer to my older children (3 of 4 were married within the last 18 months), a move from a successful 10+ year career in Switzerland to a US CIO occurred.
The situation required:
1. hand-off a successful world-wide Corporate AppDev Group
- successor adopted and accelerated existing strategy successfully
2. transfer between two IT executives with strong egos who were previously peers
- compromise was negotiated by holding the two roles for 5 months
3. assume leadership of an AppDev Group where the company president was once the CIO who hired the predecessor CIO
- adoption by the company executives is a process but all indicators are green and no issues developed. A critical, derailing software modernization project is stabilized and progressing. Operational outages due to legacy issues were minimized and all performance criteria met. Transparency increased. These successes occurred while the hiring Enterprise CIO resigned in my third month of employment.

All was accomplished through influencing and empowering colleagues and creating an agenda of simplification. An employee engagement survey was completed - my group is one of the highest engaged groups within the enterprise.

My younger daughters grew up in Switzerland. Both are doing well in US High School with 3.9 and 4.0 grade averages. I am very proud to be a new grandfather with my granddaughter and my grandson born in November and December. My family avoided the ExPat issues caused by the Syrian Migration, increased terrorism and financial unrest in Europe.

A year of testing of leadership and adaptation skills was successfully completed. Show less

IT Shared Services was under performing on every performance measure. The transformation program created to solve the issues involved 4 main work streams of Governance, Transparency, Simplification and Relationship Management. Appropriate steering was established with our business partners which improved transparency, trust and relationships. The organization was Leaned with 1/3 of the staff impacted and 20% of services decommissioned. The next result was a 20m expense reduction (10%) in one… Show more

IT Shared Services was under performing on every performance measure. The transformation program created to solve the issues involved 4 main work streams of Governance, Transparency, Simplification and Relationship Management. Appropriate steering was established with our business partners which improved transparency, trust and relationships. The organization was Leaned with 1/3 of the staff impacted and 20% of services decommissioned. The next result was a 20m expense reduction (10%) in one year and all services operating in 2014 to date without Severity 1 incident. The transformation has taken the division from "mandatory required" to "desired delivery partner" with a 12m 2014 expense increase due to voluntary transfers from our business partners. Throughout the period, an adequate employee engagement rating was maintained. Show less

Designed and initiated a full expense reduction and investment program which maintained the a consistent 3 year level of spend where substantial reductions in mature market IT Divisions were reinvested in growth with focus in Latin America, Middle East and Asia. Was the principle point of escalation, coaching and sponsorship to the team which received full credit for the success.