IFS Financial Services developed distribution methodology and products for Financial Institution, Broker/Dealer, and Registered Investment Advisor market. Marketing Services team was not familiar with Mutual Fund and Variable Annuity products and services. Staffing within team was low and associates had acted largely as service liaison team.

Developed and delivered training for associates including product services and relationship management. Implemented budget to have 1:1 ratio of associates to territories. Developed proactive contact plan, with incentives.

Annual sales in all distribution channels combined, increased from $140M to more than $700M. Associate knowledge of all products and services increased dramatically. Team won national awards for service and sales support.

Organization needed to increase number of healthcare referrals and admissions coming into company. Original Marketing Associate did not have high-level of relationship or account management skills and focused only on comfortable existing referral relationships. Previous ownership spent little money on relationship strategies or community awareness.

Accepted resignation of Marketing Associate, hiring new Account Manager with specific strategies for referral source development. Designed budget for community awareness activities including advertising, community service, and health fair participation.

Referrals and admissions increased more than 300%. Targeted marketing and account management equally increased number of sources referring patients to company services.

IFS through Touchstone Advisors outsourced all product servicing, contracting with four different vendors, each servicing a specific product. Marketing Services was responsible for liaison relationships.

Vendors differed in idea of quality customer service. Each, although regulated generally by the same entity, had strict interpretations that varied greatly. Other larger clients frequently received preference over smaller clients.

Frequent contact with senior management at each provider outlined service quality issues and expectations. As issues persisted, placed providers on notice of possible contract termination.

Developed quality relationships that enhanced opportunities in marketplace. Terminated contract of one provider, after repeated discussions, converting business to existing vendor. Team completed conversion without errors or delays in processing.

Fidelity Investments Retail teams embarked upon project to provide higher quality service, reduce costs, and get management closer to the consumer.

Traditionally teams consisted of one manager leading a team of three supervisors. Each supervisor led a team of 8-10 representatives. Teams were specific to particular function, service or sales.

Leadership group determined that each team would consist of 10-15 representatives led by one manager. Each team would be cross-trained in both sales and service and, as part of the team, there would be one specialist for each function.

Team managers embraced challenge of providing expanded leadership. Team members were excited about opportunity to cross-train into other functional areas. Quality remained at a high level, earning team a national service award. Costs were reduced.

After Cincinnati telephone center completed first year of operation, national organization requested center to assume larger portion of call volume.

Staffing was not sufficient for multi-shift operation from representative, support staff, and management standpoints. Current budgets and strategic plans were inadequate for expanded hours of operation.

Working with a multidisciplinary team, developed budgets and strategic plans to expand hours of operation. Also determined, with National Organization input, staffing levels required for all associates given projected level of volume.

Within months Cincinnati Center was open 18 hours per day, six days per week, handling average of 17K+ phone calls per day. Budget for department exceeded $7M and staffing levels reached 130 associates.

Total AR was in excess of $1.1M. Company had not completely implemented computer system and outsourced billing firm had significantly delayed submission of claims, affecting cash flow.

Billing company claims submission accuracy was 42%. Billing company was to provide electronic claims submission, which took five months to complete.

Worked with outside vendor to design and implement computer system and moved billing in-house. Evaluated financial situation and secured short-term loans to cover expenses.

Accuracy of claims submission improved by 56% to 98.3%. Selectively paid expenses until AR began processing. Within months, collected all available AR.

Providian's Annuity Service Center was in need of reengineering to effectively utilize technology, increase productivity, reduce cost, and enhance client experience.

Service Center had outdated systems, ingrained processes and procedures, and too much overhead. Company was concerned about possible effects on associates.

As one of five leaders, within total team of 30 from all areas of organization, started from scratch to reengineer center.

Reduced costs by 30%. Team reviewed all processes and procedures for need, efficiency, and possible automation. Use of technology was to improve communication flow and enhance information availability. Quality scores improved, while error rates remained at very low levels.

Touchstone advisors contracted with several sub-advisors to provide portfolio management to selected funds within Touchstone Family of Funds and Variable Annuities.

Several sub-advisors, although experienced in management of private accounts and proprietary portfolios, were unfamiliar with compliance required for Mutual Fund and Variable Annuity portfolio management.

Initiated, along with provider of fund accounting, financial reporting, and custody services automated monthly reporting package to alert sub-advisors to possible compliance issues. Also established annual compliance visits.

Reported Mutual Fund and Variable Annuity portfolio compliance annually to Board of Directors without issues. Monthly reports quickly alerted Touchstone to issues that were then quickly resolved by sub-advisor.

Experienced turnover in excess of 31% in fund accounting team. In addition, financial reporting team was not consistently meeting industry regulations.

Ratio of funds per associate of 6:1 was too high for effective advisor support. In addition, associate hiring profile was too restrictive and financial reporting did not have dedicated resources.

Developed and led multidisciplinary project team to determine course of action to alleviate turnover and regulatory issues, while maintaining quality NAV pricing. Team dedicated associate resources to financial reporting and developed adjusted profile to hire new associates.

Quality of NAV calculations remained high. Reduced associate turnover to less than 2% and completed financial reports on time.

Gross revenue breakdown was 90% Home Health and 10% Private Duty. Due to competitive nature of home health, needed to diversify revenues and develop long-term growth strategies.

Home health referrals continued at dramatic pace and Private Duty staff coordinator was limited in ability to gain new clients. Capital was also limited.

Established plan to develop and implement Hospice program on limited budget. Also decided to hire second Private Duty Coordinator to allow for significant growth in clients.

During three years, gross revenues increase more than 450%. Revenue stream mix improved to 60% Home Health, 20% Private Duty, and 20% Hospice.

IFS had opportunity to acquire financial services company with three organizations: mutual fund family, mutual fund serving company, and private investment advisor.

The company had, two years prior, undergone acquisition. Executive management of servicing company had left after employment agreements expired. Leadership was lacking and associate morale was low.

IFS Financial Services and parent company Western-Southern Life developed team to review information and perform due diligence. Reviewed and performed due diligence on mutual fund servicing company.

Team efforts resulted in $22M acquisition with reported value of $50M. Merged respective mutual fund families and private investment advisor. Developed Integrated as standalone service provider.

Client satisfaction with delivery of annuity service information was low. Senior management required timely and accurate sales reports on daily basis.

Team members had to access multiple legacy systems to obtain client service, processing or sales information. Daily sales reports were manually developed and potentially inaccurate.

Developed Relational Databases to expand amount and type of information available in one system. Implemented Image and Workflow Distribution to expand service information available prior to policy issuance.

Greater number of service related issues were resolved immediately. Imaged paperwork upon receipt and team members could view progress of policy issuance. Senior management was able to view sales volume that was accurate and timely.