Associate Vice President – Small Commercial Market Underwriting

Career Summary – Key Learnings or Accomplishments

Nationwide Insurance 1998 – Present Commercial Underwriting Director

I am responsible for a commercial underwriting operation that has successfully delivered a favorable NOI every year for the last five years, grown DWP in excess of plan since 2010, returned a favorable TCR for the same period with the exception of 2012 and most recently:

•Navigated the consolidation of two regional operations and growing a new operation in Richmond. •Seeing continuous improvement in both knowledge and skills and subsequent quality within the operation. •Worked with a field underwriting team that embraced new and challenging goals and has realized the largest year over year increase in new premium amongst EC regions. •Have the pleasure of working with a talented and diverse team and play some small part in the achieving their goals. •Have created an environment of continuous improvement and an unrelenting focus on great service.

Commercial Underwriting Manager

Was able to use past skills to offer immediate assistance during the conversion of Nationwide’s legacy business to the Allied platform. This was a great venue to re engage in the underwriting operation and step into the world of commercial insurance.

Commercial Processing Director

An opportunity to learn and grow personally and professionally as the organizational structure changed and my role changed with it. This role was important first to lead three commercial processing operations and then to assist in the effective closure of two of these operations.

Customer Care Center Officer

This position provided an exciting and rare opportunity to build something from the ground up, work as a team to drive results and it allowed for the application of learnings and skills from prior experiences. We were to create an engaged team while still taking advantage of call center workforce management practices to drive efficiencies.

Director of Operations, Customer Services

The operations role afforded the opportunity to act in a staff support role for the customer service locations and also lead performance improvement and training teams located in each service center.

Roles Prior to Nationwide These roles, from personal lines underwriter, to national sales manager for a teleservices company, helped broaden my business perspective and shaped my views on delivering great service , leading people and always looking for new and better ways to do things.

Critical Success Factors Include: Getting the right team in place Change management and communication plans Be one of the champions of Small Commercial and its importance to the company Minimize disruption agent/broker/member Strong relationships with regional leadership and staff partners Get into place a single business continuity plan Readiness for key 2014 dates

Prior to Start Date •Level set - Determine decisions already made. •What and who are the resources that can contribute to the identification of next steps and actions. •Make-up of the leadership team, strengths, gaps. •Validate timing of all Small Commercial Deliverables – Main focus on first six months of 2015. •Review all deployment plans that will impact small commercial; DBR, New Company etc. •Commercial Transformation plan and year 1 deliverables. •Locations most at risk in year one for service and underwriting deterioration. •Begin identifying key items that will go into project plan, ie, migration by location, staffing, channel neutral workflow and support

Before Year End Relationships/Communication •Triage – identify items that require immediate attention and address •Assess and visit operations as necessary •Joint communication with other Small Commercial leader to all small commercial teams •Regional leader touch bases – introduce, share vision, build partnerships •Business continuity planning – review regional plans and create a single approach to ensure business keeps moving •Meet with team, review current state and build a transition plan •Identify any hurdles •Meet with key stakeholders •Review plans ensure readiness •Clear understanding of each go forward region’s growth capacity •Determine what support structures will look like, where they will be located.

January , 2015 •Consistent, Frequent and Varied communications with team(s) •Small Commercial strategy •Establish regular meeting schedule with key partners and team

Change Management •Formal change management plan to ensure nothing is missed. Communication is too critical with the myriad of changes taking place at the same time.

Transition Strategy

Leadership Style and Philosophy: •Natural style characterized as “transformational”. I try to create a vision for where we are going, set clear expectations for what each of us will need to do to get there and look for a high degree of personal accountability from each person. •Most critical, application of situational leadership. The most effective leaders learn that pivoting outside their natural style is critical. In my current role, this has been reinforced by working with a talented, but less experienced leadership team. This has allowed me to exercise a greater variety of styles based on the circumstances. •The word “Leader” is not a title but an adjective that only those you lead can give you. I aspire to earn that adjective daily.

My Shadow: •Behave in a way I would want others to behave, treat others as I would want to be treated, expect from others what I expect from myself. •Assume Innocence – When in doubt, look for all the information before reaching a conclusion. •Never settle for good enough – think about exceeding the norm in everything you do. •Be consistent – Your team needs to see the same person every day. •Promote, support and encourage self development. •Self aware – continuous pursuit for knowing your strengths and weaknesses. • Accountable – take responsibility for not only the good but the things that don’t go as planned. •Celebrate and have fun – Celebrate your team, give credit where credit is due and take time to celebrate the successes along the way. Expectations for My Team: •Believe in and bring the values to life •Give 100% all of the time •Work together •Embrace and learn from the differences in others •Think about your shadow everyday •Have some fun

Areas of Development Relationship building – continue to maintain key relationships within the organization. My focus on the road ahead can come at the expense of not staying in touch. Seek and give feedback – Continue to provide ongoing feedback that can help growth and development. Consistently ask for feedback on how to better support the team and get better.

Personal Brand

<$10K $10K- $75K >$75K

Specific Targets and Actions by Market Segment

Small Traditional Middle

Translation of Footprint to an Overall DWP Target

Focused on total premium and overall targets

Increase Commercial Footprint

12 – 15% By 2016

Evolution of MARO Commercial Strategy

$154M in 2014 -- $200M by 2018

Where we are Going….

Ease Relationships Customized

Strategy - Overview

How will we get there?

•Specific action plans and targets by segment •Dedicated “in the field” agent training and education •Focused training and development of our sales leaders •District specific commercial targets and action plans •Consistent communications internally and externally •Sales/Underwriting/Product partnerships •Automation and efficiency in our smaller more homogenous risks •Products and pricing that allow for competitiveness in desired markets •Data and reporting to maximize sales opportunities •Underwriting business development planning with key agencies •Underwriting alignment with agents to support the future

Current Actions

•Finalize Premium targets by State, Market Segment, sales operation and sales manager •Provide historical quote and premium information for sales managers by market segment. •Finalize strategy team members, hold initial meeting. •Communication plans and formats. •Initiate Underwriting Alignment changes/business development expectations. •CLAS transition

Strategy Overview

2014 Targets

New DWP By Region and State

Total DWP Small Traditional Middle Total

Region $ 72,818 $ 66,555 $ 15,315 $ 154,688

VA $ 41,433 $ 37,804 $ 7,351 $ 86,588

MD $ 26,287 $ 26,488 $ 7,734 $ 60,509

DE $ 4,515 $ 2,063 $ 107 $ 6,685

DC $ 582 $ 200 $ 122 $ 904

New Premium Small Traditional Middle Total

Region $ 9,257 $ 8,119 $ 2,631 $ 20,007

VA $ 5,294 $ 4,592 $ 1,264 $ 11,150

MD $ 3,357 $ 3,260 $ 1,329 $ 7,946

DE $ 556 $ 227 $ 17 $ 800

DC $ 50 $ 40 $ 21 $ 111

New DWP By Sales AVP

New Premium Small Traditional Middle Total

Tupps $ 4,295 $ 4,052 $ 1,226 $ 9,573

Freiberg $ 3,434 $ 3,101 $ 1,229 $ 7,764

Brewer $ 1,472 $ 950 $ 176 $ 2,598

Strategy Overview

DWP Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual (Monthly) $14,393.5 $10,662.4 $12,899.5 $13,118.9 $11,256.5 $12,513.2 $12,080.7 $12,590.8 $10,644.0 $12,387.1 $11,030.0 $12,572.8 $146,149.4

Actual (YTD) $14,393.5 $25,055.9 $37,955.4 $51,074.3 $62,330.8 $74,844.0 $86,924.7 $99,515.5 $110,159.5 $122,546.6 $133,576.6 $146,149.4

2014 Plan (Monthly) $14,361.2 $11,085.9 $13,223.6 $13,933.0 $11,792.3 $12,967.8 $12,732.2 $13,049.4 $11,269.1 $11,029.5 $10,623.8 $12,221.3 $148,289.2

Plan (YTD) $14,361.2 $25,447.1 $38,670.7 $52,603.7 $64,396.0 $77,363.8 $90,095.9 $103,145.4 $114,414.5 $125,444.0 $136,067.9 $148,289.2

2014 Strat Plan (Monthly) $14,943.0 $11,535.0 $13,759.3 $14,497.4 $12,270.0 $13,493.1 $13,247.9 $13,578.0 $11,725.6 $11,476.3 $11,054.2 $12,716.4 $154,296.4

Strat Plan (YTD) $14,943.0 $26,478.0 $40,237.3 $54,734.7 $67,004.7 $80,497.8 $93,745.7 $107,323.8 $119,049.4 $130,525.8 $141,580.0 $154,296.4

2014 Actual (Monthly) $16,132.4 $11,209.6 $13,591.0 $14,376.6 $12,463.4 $13,229.6 $13,402.6 $13,134.1 $11,780.6 $119,319.9

Actual (YTD) $16,132.4 $27,342.0 $40,933.0 $55,309.6 $67,773.0 $81,002.6 $94,405.2 $107,539.3 $119,319.9

2014 Monthly Strat Plan Variance $1,189.4 -$325.4 -$168.3 -$120.8 $193.4 -$263.5 $154.7 -$443.9 $55.0 $270.5

YTD Strat Plan Variance $1,189.4 $864.0 $695.7 $574.9 $768.3 $504.8 $659.5 $215.5 $270.5

PIF Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual 62,948 62,969 62,902 63,045 63,100 63,239 63,014 63,169 63,127 63,239 63,302 63,279

2014 Plan 62,943 63,049 62,974 63,157 63,202 63,331 63,225 63,305 63,309 63,131 62,799 62,982

2014 Actual 63,136 63,109 63,123 63,422 63,583 63,862 63,727 63,693 63,761

2014 Plan Variance 193 60 149 265 381 531 502 388 452

New Writings Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual (Monthly) 515 606 820 867 851 787 644 808 656 821 685 719 8,779

Actual (YTD) 515 1,121 1,941 2,808 3,659 4,446 5,090 5,898 6,554 7,375 8,060 8,779

2014 Plan (Monthly) 560 671 783 884 815 757 734 711 679 672 554 754 8,574

Plan (YTD) 560 1,231 2,014 2,898 3,713 4,470 5,204 5,915 6,594 7,266 7,820 8,574

2014 Actual (Monthly) 666 677 901 966 879 891 664 698 791 7,133

Actual (YTD) 666 1,343 2,244 3,210 4,089 4,980 5,644 6,342 7,133

2014 Monthly Plan Variance 106 6 118 82 64 134 -70 -13 112 539

YTD Plan Variance 106 112 230 312 376 510 440 427 539

New DWP Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual (Monthly) $993.5 $1,007.5 $1,453.5 $1,932.5 $1,222.6 $1,184.2 $1,174.3 $1,583.4 $1,215.4 $1,388.1 $1,333.2 $1,393.6 $15,881.8

Actual (YTD) $993.5 $2,001.0 $3,454.5 $5,387.0 $6,609.6 $7,793.8 $8,968.1 $10,551.5 $11,766.9 $13,155.0 $14,488.2 $15,881.8

2014 Plan (Monthly) $1,088.4 $1,166.7 $1,296.3 $1,773.9 $1,282.6 $1,343.8 $1,490.1 $1,347.1 $1,334.9 $1,268.5 $1,231.1 $1,595.6 $16,218.9

Plan (YTD) $1,088.4 $2,255.1 $3,551.4 $5,325.3 $6,607.9 $7,951.7 $9,441.8 $10,788.9 $12,123.7 $13,392.3 $14,623.3 $16,218.9

2014 Strat (Monthly) $1,346.2 $1,443.1 $1,603.3 $2,194.1 $1,586.5 $1,662.1 $1,843.2 $1,666.2 $1,651.1 $1,569.0 $1,522.7 $1,973.5 $20,061.2

Strat (YTD) $1,346.2 $2,789.3 $4,392.7 $6,586.8 $8,173.3 $9,835.4 $11,678.6 $13,344.8 $14,995.9 $16,564.9 $18,087.7 $20,061.2

2014 Actual (Monthly) $1,976.1 $1,544.8 $1,688.7 $1,914.1 $1,632.0 $1,928.0 $1,316.3 $1,118.3 $1,529.0 $14,647.3

Actual (YTD) $1,976.1 $3,520.9 $5,209.6 $7,123.7 $8,755.7 $10,683.7 $12,000.0 $13,118.3 $14,647.3

2014 Monthly Strat Plan Variance $629.9 $101.7 $85.4 -$280.0 $45.5 $265.9 -$526.9 -$547.9 -$122.1 -$348.6

YTD Strat Plan Variance $629.9 $731.6 $816.9 $536.9 $582.4 $848.3 $321.4 -$226.5 -$348.6

Colors in Actual denote performance relative to strategy numbers

Loss Ratio Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual (Monthly) 34.7% 56.2% 31.3% 49.3% 37.7% 42.3% 37.3% 56.0% 31.9% 58.8% 46.0% 57.0%

Actual (YTD) 34.7% 45.4% 40.7% 42.8% 42.1% 42.1% 41.4% 43.3% 42.0% 43.7% 43.9% 45.1%

2014 Plan (Monthly) 49.0% 62.9% 56.2% 59.0% 57.2% 55.1% 52.3% 52.3% 52.3% 77.6% 54.5% 50.3%

Plan (YTD) 49.0% 55.5% 55.7% 56.6% 56.7% 56.4% 55.8% 55.4% 55.0% 57.3% 57.0% 56.5%

2014 Actual (Monthly) 82.6% 77.4% 71.5% 53.4% 58.0% 59.1% 43.3% 49.5% 52.1%

Actual (YTD) 82.6% 80.0% 77.1% 71.3% 68.6% 66.9% 63.4% 61.7% 60.6%

2014 Monthly Plan Variance -33.7% -14.5% -15.3% 5.6% -0.8% -4.0% 9.0% 2.8% 0.2%

YTD Plan Variance -33.7% -24.5% -21.4% -14.7% -11.9% -10.5% -7.6% -6.3% -5.5%

Premium Retention Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Total

2013 Actual (YTD) 99.9% 96.7% 95.5% 94.2% 93.7% 93.7% 93.4% 94.2% 93.5% 93.5% 93.0% 93.7%

2014 Plan (YTD) 92.2% 92.6% 92.5% 92.6% 92.7% 92.7% 92.8% 92.8% 92.9%

2014 Actual (YTD) 98.4% 95.1% 94.1% 94.3% 94.7% 94.0% 94.8% 94.9% 95.0%

2014 YTD Plan Variance 6.1% 2.5% 1.6% 1.8% 2.0% 1.2% 2.0% 2.1% 2.2%

MARO Commmercial 2014 Planning Exhibit (Excluding Commercial Specialty Auto and Bonds)

Strategy - Reporting

Key metrics reported monthly to track high level results by region and state. The yellow highlighted areas are the stretch total DWP and New Premium targets

2014 Plan

2013 YE 146,149.4$

retention 90.4%

2014 Renewal DWP 132,070.3$

2014 Target 148,289.2$

2014 New Business Goal 16,218.9$

<10K 10K to 75K >75K Total MARO

2012 YE 63,755.0$ 2012 YE 63,608.7$ 2012 YE 11,105.6$ 2012 YE 138,469.3$

retention 90.9% retention 95.4% retention 110.8% retention 94.6%

2013 Renewal DWP 57,980.0$ 2013 Renewal DWP 60,675.0$ 2013 Renewal DWP 12,300.7$ 2013 Renewal DWP 130,955.8$

2013 New Business 7,966.0$ 2013 New Business 6,014.6$ 2013 New Business 1,315.5$ 2013 New Business 15,296.2$

2013 Total DWP 65,946.1$ 2013 Total DWP 66,689.7$ 2013 Total DWP 13,616.3$ 2013 Total DWP 146,252.0$

<10K 2014 Plan 10K to 75K 2014 Plan >75K 2014 Plan Total MARO 2014 Plan

2013 YE 69,466.1$ 2013 YE 63,863.8$ 2013 YE 13,639.0$ 2013 YE 146,968.9$

retention 91.5% retention 91.5% retention 93.0% retention 91.6%

2014 Renewal DWP 63,561.5$ 2014 Renewal DWP 58,435.4$ 2014 Renewal DWP 12,684.3$ 2014 Renewal DWP 134,681.1$

Growth Plan 4.84% Growth Plan 5.28% Growth Plan 7.60% Growth Plan 5.29%

2014 Target 72,829.8$ 2014 Target 67,236.5$ 2014 Target 14,676.2$ 2014 Target 154,742.4$

2014 New Business Goal 9,268.3$ 2014 New Business Goal 8,801.1$ 2014 New Business Goal 1,991.9$ 2014 New Business Goal 20,061.3$

Avg Acct Size 1,975$ 21,480$ 128,147$

Accts Written 2013 4,033 280 10 4,324

Accts Quoted at 25% QTB ratio 16,134 1,400 68 17,602

Quote need at 2014 target 18,771 2,049 104 20,924

Increase in Quote activity 2,637 649 35 3,321

Increase per week in Quote Activity 51 12 0.7 64

Total Quotes per week 361 39 2.0 402

Quote Premium Need 37,073.20$ 44,005.50$ 13,279.33$ 94,358.03$

2013 Actual by segment

2014 Targets by segment

Castelli

<10K 2014 Plan 10K to 75K 2014 Plan >75K 2014 Plan Total MARO 2014 Plan

2013 YE 7,453.5$ 2013 YE 7,926.0$ 2013 YE 1,453.9$ 2013 YE 16,833.4$

retention 91.5% retention 91.5% retention 93.0% retention 91.6%

2014 Renewal DWP 6,820.0$ 2014 Renewal DWP 7,252.3$ 2014 Renewal DWP 1,352.1$ 2014 Renewal DWP 15,424.4$

Growth Plan 4.25% Growth Plan 3.35% Growth Plan 6.25% Growth Plan 4.00%

2014 Target 7,770.2$ 2014 Target 8,191.5$ 2014 Target 1,544.8$ 2014 Target 17,506.6$

2014 New Business Goal 950.3$ 2014 New Business Goal 939.2$ 2014 New Business Goal 192.7$ 2014 New Business Goal 2,076.6$

% of Region DWP by Segment 46.4% 49.9% 46.6%

% of Sales AVP by Segment 23.1% 24.9% 22.9%

Avg Acct Size 1,977$ 25,082$ 96,928$

Quote to Bind rate 0.25 0.20 0.15

Quote Need DWP 3,801.0$ 4,696.2$ 1,284.7$ 9,782.0$

Quote Need Acounts 1,923 187 13 2,123.1

Quotes per Week 37.0 3.6 0.3 40.8

2014 Targets by segment

Strategy – Planning by State, Sales AVP, Sales Manager

Planning tools were developed for the sales team (and agents) to allow for quote and bind planning by market segment.

Sample below for a Sales Manager.

Commercial Quote to Bind, Month-to-Month Summary 2014 YTD

Agent State (All)

Sales AVP (All)

Sales Manager (All)

UW Manager (All)

Agency Nbr (All)

Agent Name (All)

Striver_Group (All)

Data

QuoteDate Month Pol Qt Pol Bd Pol Bd % Acct Qt Acct Bd Acct Bd % Prem Qt Prem Bd Prem Bd % PY Pol Qt PY Pol Bd PY Pol Bd % PY Acct Qt PY Acct Bd PY Acct Bd % PY Prem Qt PY Prem Bd PY Prem Bd %

Jan 1,797 632 35.2% 1,344 471 35.0% 6,189,424$ 1,879,647$ 30.4% 1,570 540 34.4% 1185 409 34.5% 5,054,801$ 1,191,975$ 23.6%

Feb 1,769 594 33.6% 1,407 453 32.2% 4,558,892$ 1,406,475$ 30.9% 1,591 463 29.1% 1240 361 29.1% 4,194,191$ 846,423$ 20.2%

Mar 2,132 701 32.9% 1,612 536 33.3% 6,572,080$ 1,404,021$ 21.4% 1,863 585 31.4% 1432 461 32.2% 5,302,977$ 1,041,301$ 19.6%

Apr 2,256 706 31.3% 1,717 543 31.6% 7,951,618$ 1,845,623$ 23.2% 2,053 627 30.5% 1568 485 30.9% 5,607,676$ 1,524,605$ 27.2%

May 1,995 658 33.0% 1,517 499 32.9% 5,617,690$ 1,493,069$ 26.6% 1,873 585 31.2% 1484 477 32.1% 4,538,228$ 956,804$ 21.1%

Jun 1,935 577 29.8% 1,439 448 31.1% 6,427,082$ 1,300,386$ 20.2% 1,709 437 25.6% 1292 350 27.1% 5,657,727$ 890,155$ 15.7%

Jul 1,932 622 32.2% 1,497 493 32.9% 6,262,145$ 1,301,601$ 20.8% 1,723 548 31.8% 1319 419 31.8% 5,386,655$ 1,120,556$ 20.8%

Aug 1,828 540 29.5% 1,431 434 30.3% 5,262,867$ 1,077,954$ 20.5% 1,777 549 30.9% 1391 438 31.5% 5,501,393$ 1,352,472$ 24.6%

Sep 1,884 502 26.6% 1,435 389 27.1% 5,996,776$ 1,334,276$ 22.2% 1,726 513 29.7% 1327 396 29.8% 5,920,003$ 875,068$ 14.8%

Grand Total 17,528 5,532 31.6% 13,399 4,266 31.8% 54,838,574$ 13,043,052$ 23.8% 15,885 4,847 30.5% 12238 3,796 31.0% 47,163,651$ 9,799,359$ 20.8%

Commercial Quote to Bind by Sales Manager

QuoteDate Month (Multiple Items)

Agent State (All)

Sales AVP (All)

Agency Nbr (All)

Agent Name (All)

Striver_Group (All)

Data

Sales Manager Pol Qt Pol Bd Pol Bd % Acct Qt Acct Bd Acct Bd % Prem Qt Prem Bd Prem Bd % PY Pol Qt PY Pol Bd PY Pol Bd % PY Acct Qt PY Acct Bd PY Acct Bd % PY Prem Qt PY Prem Bd PY Prem Bd %

ANN STEPHENS 1,206 407 33.7% 911 304 33.4% 3,351,304$ 931,852$ 27.8% 1,261 509 40.4% 1004 405 40.3% 3,707,967$ 1,100,931$ 29.7%

BILL WATSON 804 265 33.0% 549 185 33.7% 2,730,510$ 854,390$ 31.3% 714 212 29.7% 528 150 28.4% 1,834,451$ 411,602$ 22.4%

BRETT LANDIS 672 169 25.1% 533 140 26.3% 1,983,444$ 343,461$ 17.3% 472 144 30.5% 366 117 32.0% 1,062,457$ 167,487$ 15.8%

CHIP MORRIS 1,330 448 33.7% 898 299 33.3% 5,800,779$ 1,396,817$ 24.1% 1,493 395 26.5% 1072 276 25.7% 5,092,034$ 983,214$ 19.3%

ED ADAMCZAK 1,577 475 30.1% 1,182 371 31.4% 5,135,776$ 1,006,708$ 19.6% 1,346 404 30.0% 1001 290 29.0% 4,973,792$ 1,279,939$ 25.7%

FRANK CASTELLI 1,806 640 35.4% 1,471 536 36.4% 4,777,899$ 1,185,763$ 24.8% 1,831 599 32.7% 1563 523 33.5% 4,750,891$ 954,010$ 20.1%

GARY EDGERTON 540 189 35.0% 450 164 36.4% 990,242$ 215,184$ 21.7% 602 170 28.2% 494 146 29.6% 1,134,578$ 192,149$ 16.9%

JOHN KAMENICKY 1,078 264 24.5% 864 208 24.1% 3,221,919$ 623,416$ 19.3% 1,014 269 26.5% 803 221 27.5% 2,914,575$ 534,946$ 18.4%

KAREN BEMIS 309 81 26.2% 264 69 26.1% 976,635$ 104,536$ 10.7% 374 96 25.7% 299 80 26.8% 1,048,994$ 224,450$ 21.4%

KEVIN ABEL 355 119 33.5% 240 79 32.9% 1,051,603$ 300,184$ 28.5% 355 112 31.5% 242 75 31.0% 1,159,830$ 173,461$ 15.0%

MONTREAL MORAND 850 297 34.9% 683 249 36.5% 3,489,227$ 927,973$ 26.6% 764 248 32.5% 607 201 33.1% 2,908,790$ 647,133$ 22.2%

NICOLE ANDERSON 1,459 424 29.1% 1,031 295 28.6% 4,710,241$ 1,031,408$ 21.9% 1,322 405 30.6% 979 301 30.7% 3,057,733$ 655,518$ 21.4%

ROB VENDRAMIN 3,006 976 32.5% 2,286 726 31.8% 9,222,607$ 2,535,924$ 27.5% 2,003 576 28.8% 1416 427 30.2% 7,947,578$ 1,358,646$ 17.1%

SAM BRADSHAW 1,281 370 28.9% 975 300 30.8% 4,827,384$ 981,348$ 20.3% 1,206 374 31.0% 918 296 32.2% 3,322,466$ 672,695$ 20.2%

SCOTT BINNS 464 190 40.9% 381 149 39.1% 912,215$ 373,858$ 41.0% 503 187 37.2% 424 165 38.9% 1,146,983$ 299,740$ 26.1%

TRICIA MARSTIN 353 101 28.6% 297 87 29.3% 623,418$ 114,820$ 18.4% 407 101 24.8% 321 79 24.6% 795,133$ 104,502$ 13.1%

BRETT LANDIS 30 9 30.0% 21 8 38.1% 104,973$ 24,934$ 23.8% 0 0 0.0% 0 0 0.0% -$ -$ 0.0%

NSS 392 105 26.8% 354 95 26.8% 557,068$ 88,660$ 15.9% 218 46 21.1% 201 44 21.9% 305,398$ 38,936$ 12.7%

KEVIN ABLE 16 3 18.8% 9 2 22.2% 371,330$ 1,816$ 0.5% 0 0 0.0% 0 0 0.0% -$ -$ 0.0%

Grand Total 17,528 5,532 31.6% 13,399 4,266 31.8% 54,838,574$ 13,043,052$ 23.8% 15,885 4,847 30.5% 12238 3,796 31.0% 47,163,651$ 9,799,359$ 20.8%

<-- Make selections here to see additional months

SEPTEMBER 2014

Account Quote to Bind by Account Size

QuoteDate Month (Multiple Items)

Agent State (All)

Sales AVP (All)

Sales Manager (All)

UW Manager (All)

NB Underwriter (All)

Agency Nbr (All)

Agent Name (All)

Striver_Group (All)

Data

Account Size Acct Qt Acct Bd Acct Bd % Prem Qt Prem Bd Prem Bd % PY Acct Qt PY Acct Bd PY Acct Bd % PY Prem Qt PY Prem Bd PY Prem Bd %

Traditional 1,039 231 22.2% $24,308,582 $5,202,521 21.4% 900 170 18.9% $19,864,489 $3,606,737 18.2%

Small 12,306 4,024 32.7% $24,106,619 $6,757,743 28.0% 11,293 3,622 32.1% $21,728,584 $5,622,819 25.9%

Middle Market 54 11 20.4% $6,423,373 $1,082,788 16.9% 45 4 8.9% $5,570,579 $569,803 10.2%

Grand Total 13,399 4,266 31.8% $54,838,574 $13,043,052 23.8% 12,238 3,796 31.0% $47,163,651 $9,799,359 20.8%

<-- Make selections here to see additional months

SEPTEMBER 2014

Strategy – Supporting Data

One of the critical additions we added in 2014, quote to bind and new business (next page) reporting capabilities that allowed for that next level of drill down to monitor results and see where opportunities were. Samples here include overall, by sales manager and market segment. We also have by things such as company placement, line of business etc.

New Business Accounts by Account Size 2014 YTD vs. 2013 YTD (using Business weeks)

Process Week (Multiple Items)

Sales Manager (All)

UW Manager (All)

Striver Group (All)

Column Labels

2014 2013

Row Labels YTD New Accounts YTD New Premium % of YTD New Premium YTD New Accounts YTD New Premium % of YTD New Premium

Small 4,163 7,640,895$ 46.4% 4,035 6,726,165$ 52.4%

Traditional 297 7,135,202$ 43.3% 227 4,955,332$ 38.6%

Middle Market 15 1,699,774$ 10.3% 9 1,161,903$ 9.0%

Grand Total 4,475 16,475,871$ 100.0% 4,271 12,843,401$ 100.0%

*Using process date of first policy written on the account to assign Process Week for the entire account, which makes the totals slightly different than using the policy level data.

New Business BOP Policies by BOP Program 2014 YTD vs. 2013 YTD (using Business weeks)

Process Week (Multiple Items)

Sales Manager (All)

UW Manager (All)

Striver Group (All)

Column Labels

2014 2013

Row Labels YTD New Policies YTD New Premium % of YTD New Premium YTD New Policies YTD New Premium % of YTD New Premium

Habitational 366 2,257,133$ 50.4% 338 2,155,845$ 50.5%

Food Service 192 670,567$ 15.0% 176 555,981$ 13.0%

Retail 255 551,619$ 12.3% 280 515,694$ 12.1%

Office 333 454,807$ 10.2% 302 357,486$ 8.4%

Auto Service 98 318,769$ 7.1% 113 450,968$ 10.6%

Wholesale 32 128,234$ 2.9% 16 51,821$ 1.2%

Service 98 98,235$ 2.2% 128 180,687$ 4.2%

Grand Total 1,374 4,479,364$ 100.0% 1,353 4,268,482$ 100.0%

New Business Policies by Company 2014 YTD vs. 2013 YTD (using Business weeks)

Process Week (Multiple Items)

Sales Manager (All)

UW Manager (All)

Striver Group (All)

Column Labels

2014 2013

Row Labels YTD New Policies YTD New Premium % of YTD New Premium YTD New Policies YTD New Premium % of YTD New Premium

Mutual 3,724 8,589,346$ 52.1% 3,221 6,871,656$ 53.7%

Mutual Fire 2,898 4,521,058$ 27.4% 2,865 3,948,054$ 30.8%

P&C 355 3,373,506$ 20.5% 275 1,983,785$ 15.5%

Other 7 9,940$ 0.1% 1 997$ 0.0%

Grand Total 6,984 16,493,850$ 100.0% 6,362 12,804,493$ 100.0%

New Business Policies by Line 2014 YTD vs. 2013 YTD (using Business weeks)

Process Week (Multiple Items)

Sales Manager (All)

UW Manager (All)

Striver Group (All)

Column Labels

2014 2013

Row Labels YTD New Policies YTD New Premium % of YTD New Premium YTD New Policies YTD New Premium % of YTD New Premium

Business Owners 1,374 4,479,364$ 27.2% 1,353 4,268,482$ 33.3%

Business Auto 1,210 3,629,743$ 22.0% 1,047 2,760,196$ 21.6%

Worker's Compensation 447 2,977,275$ 18.1% 342 1,622,165$ 12.7%

General Liability 2,204 2,811,363$ 17.0% 2,070 2,146,546$ 16.8%

Commercial Property 450 1,092,767$ 6.6% 424 956,600$ 7.5%

Commercial Umbrella 647 974,629$ 5.9% 558 742,410$ 5.8%

Commercial Inland/Marine 596 481,422$ 2.9% 519 277,493$ 2.2%

Commercial Crime 49 37,347$ 0.2% 48 29,604$ 0.2%

Other 7 9,940$ 0.1% 1 997$ 0.0%

Grand Total 6,984 16,493,850$ 100.0% 6,362 12,804,493$ 100.0%

Strategy – Supporting Data

Samples of the new business reporting. Used for a variety of things in the operation but expanded to allow for an immediate view of new business results. More timely than the quote to bind and produced weekly.

In 2013, we realigned our operation, creating a internal workflow to drive greater efficiencies and effectiveness, and an agent support structure that created a more targeted value equation. This was about not waiting for technology to drive greater efficiency and effectiveness in the operation. It included a:

• Small commercial team that handled work out of a queue and that increased the premium threshold for a small underwriting team.

• The opportunity to “flow” business (now called light touch)

• Dedicated underwriter support for only the larger risks

• A Top Tier of dedicated commercial support for our largest producing commercial agencies

Work began with our team developing rudimentary and conservative staffing estimates in the new structure. The following pages highlight the first steps of analysis and a sampling of the communications we used to drive an effective deployment.

Continuous Improvement

Two teams – Geographic AU – Renewals TU – New

Small Commercial Renewals <$5K

NB Under $2,500

Three teams – 2 VA, 1 Tri State TU – Renewal & New Business Large Account – 1 per unit

Standard Commercial $5K and over Renewals $2,500 and over NB

Field UW – Exec. & $20k+

10 Agencies Specialty TUs Dedicated Aus Field Underwriters

Commercial Select Agency

Unit All Size Business

Territory Book Segment Total Premium Total PIF UW Need (800/3500) True UW Need UW Need (750/3400) True UW Need UW Need (700/3300) True UW Need

MD/DC/DE Large $10,465,147.50 412 1.0 1 1 1 1 1

VA Large $10,879,386.30 454 2.0 2 2 2 2 2

MD/DC/DE Standard $22,900,073.07 4269 5.3 6 5.7 6 6.1 6

VA Standard $31,509,176.58 5680 7.1 8 7.6 8 8.1 8

MD/DC/DE Small $22,638,470.64 17598 5.0 5 5.2 5 5.3 6

VA Small $30,591,649.44 25931 7.4 8 7.6 8 7.9 8

Select Small $5,975,886.81 4851 1.4 2 1.4 2 1.5 2

Select Standard $9,897,797.60 1814 2.3 3 2.4 3 2.6 3

MARO Total $144,857,587.94 61009 31.5 35 32.9 35 34.5 36.0

**Threshold for Sm al l is DWP < $7,500, Standard DWP $7,500-$49,999, Large DWP $50,000->

Production- DWP and PIF Dependent

800/3500 Territory UW Assoc. UW TOTAL ** Territory UW = All green or yellow associates (see UW tab) with the exception of Agency Dev, PU, and Trainer

MARO Current 26 12 38 ***Assoc. UW= All blue associates (see UW tab)

MARO Need 20 15 35

750/3400 Territory UW Assoc. UW TOTAL

MARO Current 26 12 38

MARO Need 20 15 35

700/3300 Territory UW Assoc. UW TOTAL

MARO Current 26 12 38

MARO Need 20 16 36

Non Production- Not Dependent on DWP or PIF

CLAS PU FU Audi t Tra iner Contractor TOTAL

MARO Current 2 1 5 3 1 4 16

M anagers and Consul tants

M anagers Consul tants Tota l

MARO Current 6 2 8

The staffing grids used, similar to the sample above, were built with $5,000, $7,500 and $10,000 account premium thresholds to determine staffing. This process started very conservative knowing that would be a significant cultural shift for the associates. An immediate benefit from pooling the work was seen and netted a reduction of about 5 people. This has continued as the threshold has increased. Two of these resources were reinvested into the operation as portfolio specialists. This threshold has moved from $5,000 to the current level of $10,000. The next generation of this plan was centralized support for smaller commercial producing agencies (70% of agents). However we stopped moving forward once 2014 company strategies were communicated.

Communication

The changes were supported with multiple forms of communication. The foundation of those communications were a series of consistent email communications outlining the plan and early results. Sales managers, webinars, and face to face attendance were used as support to deploy.

Communication

The focus of each communication was around making it easier and more efficient to write small business. This included setting the expectation with the agency for what would be required to “flow” business and what would happen if needed information was not there. These changes have had no negative impact on agent support and in many ways has improved due to efficiencies gained.

Communication

Steve Campbell Commercial Underwriting Manager O - 804-675-3763 C – 804-201-0556 campbs38@nationwide.com Primary Districts Supported: Watson, Abel, Marstin, Anderson

Malik Bland Commercial Underwriting Manager O - 804-675-3409 C – 205-249-9023 blandm2@nationwide.com Primary Districts Supported: Bemis, Landis, Adamczak,, Bradshaw, Morand, Morris, Vendramin

Kevin Davis Commercial Underwriting Manager O - 804-675-3773 C – 434-238-4241 davisk@nationwide.com Primary Districts Supported: Select Agent Group, Field Undewriters

Dick Weiglein Commercial Underwriting Manager 434-237-7318 weigled@nationwide.com Primary Districts Supported: Small Commercial Team - VA

Larry Fernandez Commercial Underwriting Consultant 804-675-3603 fernanl@nationwide.com Primary Focus: Training – Internal and External Support

Edie Ferer Commercial Underwriting Consultant 804-675-3707 ferere@nationwide.com Primary Focus: Quality, Customer Complaints, Special Projects

Rob Barnes Commercial Underwriting Manager 804-675-3495 barnesr2@nationwide.com Primary Districts Supported: Small Commercial Team – MD/DE/DC

Rick Benedict Commercial Underwriting Director O - 804-675-3770 C – 804-393-5006 benedir1@nationwide.com

Christina Alexander Commercial Underwriting Manager 804-675-3761 alexac10@nationwide.com Primary Districts Supported: Castelli, Kamenicky, Stephens, Binns

Communication - Sample

The next three pages are samples of how we introduced our realigned team and structure to our business partners.

Robin Mayberry Associate Commercial Underwriter 434-237-7482 mayberr@nationwide.com Select Agencies Supported: Griffin/Owens, Love, Puffenbarger

Nick Kurfees Commercial Underwriter 804-675-3413 kurfeen@nationwide.com Select Agencies Supported: Griffin/Owens, Love, Puffenbarger

Chris Brown Sr. Commercial Underwriter 804-675-3435 brownw13@nationwide.com Select Agencies Supported: Staples, Whitten

Cabell Wendrick Sr. Commercial Underwriter 804-675-3749 wendric1@nationwide.com Select Agencies Supported: Laufer, Mayo

Lynda Davenport Associate Commercial Underwriter 434-237-7467 davenpl@nationwide.com Primary Agencies Supported: Goldbach/Rogers, Laufer, Mayo

Dave Booker – 804-675-3709, Commercial Pricing Manager Debra Mitchell – Single Point of Commercial Claims Contact – 614-677-1742 Commercial Services: 1 888 508 8622 MARO Commercial Call Center Liason: David Neri 1 515 864 3468 Keith Captain - Mid Atlantic Sales Support 1 804 675 3805

Kevin Davis Commercial Underwriting Manager 804-675-3773 davisk47@nationwide.com Primary Support: Select Agent Team – Field Underwriters

Brian Skora Commercial Underwriter 804-675-3748 skorab@nationwide.com Primary Districts Supported: Goldbach/Rogers, Felix, Adams

Communication – Contact Lists for Agency

Each team shared this as a more personalized reference point to get to know their undewriting support.

Communication – Bios to Each Agency

Collaboration

One final example of work done to see a market opportunity and bring together the resources to seize that opportunity. In this case, wineries. Why? •Expertise and knowledge in the company •Opportunity in the state/region (350+ wineries in Virginia and one written between Nationwide and Allied) •Opportunity to write through our agents but with our Ag partners