JEANNIE HAAS

Philadelphia, PA 19128 Tel: (215) 260-8117 Email: ljhaas19@aol.com

Program & Project Management Corporate Portfolio Management

PERFORMANCE SUMMARY

Highly skilled and forward-thinking professional with over 25 years of cross-functional management expertise in the health insurance industry. Experience in both Program/Project Management with proven ability to manage team of project personnel and oversee a diverse project portfolio. Accomplishments include oversight of multiple business facing projects; that involve various corporate applications, systems, and processes, along with the management of high volume work flow; with creative problem resolution capabilities.

Oral & Written Communication Team Building/Leadership Skills Strategic Business Project Planning Content Management Expertise Project Governance Business Process Improvement Project Management Methodologies Creative Problem Resolution Cross-Functional Collaboration Mentoring/Coaching Skills Proficient in MS Office Suite of

Products Budget Planning & Analysis

EDUCATIONDrexel University, College of Engineering Project Management Master’s Program

Gwynedd Mercy UniversityBachelor of Science, Business Administration

EXPERIENCE

INDEPENDENCE BLUE CROSS, Philadelphia, PA 1992 - Present

March 2015 to Present: Project ManagerManaged corporate strategic projects in accordance with PMO methodologies and processes including but not limited to managing project teams, scope, budget and schedule.

Managed projects of medium to high complexity including changes to scope, schedule and costs. Assembled project plans, maintained monthly budget forecasts, monitored and directed team efforts and

tracked key project milestones Performed Risk Management Activities Communicated project updates to all key project stakeholders including escalating issues as warranted. Worked with external vendors to ensure project timelines and deliverables were met.

Key Accomplishments:

As part of the 2015 project portfolio, managed a new software development project for the underwriting department. Activities included taking the project through the project life cycle, leading the project team, stakeholder management, risk mitigation, team meeting facilitation and post implementation activities.

Managed a wire based project which provided an innovative and timely communication between members and Independence on any web-based device. Activities included managing the project through the project life cycle, working with multiple external vendors as well as internal development and testing teams. Included in this effort was the management of multiple project release dates.

July 2014 to February 2015: Portfolio ConsultantPortfolio Management Lead for the Project Management Office (PMO) in the areas of demand management, annual portfolio planning/management, and governance.

Assisted various business areas along with PMO staff in the presentation of projects submitted for Portfolio consideration as well as those submitted on an exception basis.

Acted as the liaison between Independence Blue Cross and Highmark for all corporate projects. Conduct Governance Toll-Gate meetings to determine feasibility of project moving to the next phase of the

Project Life Cycle (PLC). Assisted in the creation of new project ideas; define scope and project deliverables, submit request through

Clarity, request project resources and applicable cost center. Facilitated various Portfolio Management meetings to address new project and enhancement demand.

Key Accomplishments:

Participated and/or conducted the 2014 and 2015 Portfolio Planning workshops in which projects submitted for consideration are presented and estimated. Activities include collaboration with Highmark as well as the internal Information Technology teams to compile project estimates. In addition, created and maintained a master template used to house and track all 2015 Portfolio cost and approvals.

Continued program level oversight of the Vision phase by providing training to Project Managers and Business Systems Analysts in the artifacts and processes required during this initial phase of the Project Life Cycle. Activities include monitoring Vision phase activities, assisting Project Managers in problem resolution and conducting PMO governance toll gates.

Participated in off-site workshops and various cross-corporation teams to establish processes, procedures and resolve issues related to the Independence Blue Cross/Highmark PMO steady state processes.

Provided mentoring and coaching for departmental peers.

July 2013 to July 2014: Program Manager – Vision (Initiate) PhaseLed a team of Project Managers and Business System Analysts, working to ensure all project goals and objectives were accomplished to meet organizations overall strategic initiatives by:

Forecasted, staff and coordinate activities of project personnel to ensure projects progress on schedule and within prescribed budget and implementation timelines

Promoted and foster a strong team culture and open and transparent communication Monitor progress and ensure deadlines are met Supported individual projects by coaching, providing advice and guidance regarding project governance,

management and benefits realization Provided Project Management Governance; ensures projects are well managed and adhere to appropriate

standards and best practice

Key Accomplishments: Conducted Program level activities within the Vision phase for the creation of a suite of defined contribution products in which the employee paid a fixed portion of the premium. This product offering targeted small and mid-sized markets with the goal new business and retention growth.

Provided program level guidance on Healthcare Reform mandated projects that are necessitated due to state or Federal legislature such as the Patient Protection and Affordable Care Act. These projects require changes to our health benefits such as imposing limits on deductible out-of-pocket maximums or requiring the mandatory coverage of certain procedures. In addition changes to the internal systems and/or processes are often required in order to meet the mandated standards.

Managed Vision phase staff in the implementation of various strategic projects across the organization such as the development and implementation of new plan designs utilizing lower cost settings and high quality providers/ facilities. Another example is the standing up of a new department to handle the coordination of benefits which increases claim payment accuracy, fewer adjustments and disruption to members and providers.

November 2011 to June 2013: Opportunity/Vision ManagerManaged multiple cross-functional projects with varying levels of complexity and significant impact to the organization.

Oversight for all aspects of project management throughout the Opportunity and/or Vision Phase Congregated project plans, teamwork assignments; while directing and monitoring team work efforts

Coordinated communication with all areas of the enterprise whom were impacted by the scope, budget, risk and resources of the work effort being managed

Responsible for assembling project team, assigning individual responsibilities, identifying appropriate resources needed, and creating schedule to ensure timely completion of project

Reported and tracked project status to Executives weekly

December 2009 to November 2011: Senior Project LeaderResponsibilities included the overall project management of various cross divisional projects with the ability to identify and resolve potential conflicts across current Underwriting initiatives. My duties were comprised of meeting facilitation to identify project scope and record business requirements along with detailed design and functional specification documentation. Additional accountabilities involved issue identification and resolution as well as reporting and tracking of various project statuses.

August 2001 to December 2009: Manager, Underwriting ControlManaged a service production area with a staff of eighteen; which operated under specific Service Level Agreements and benchmarks designated by the Blue Cross Blue Shield Association. Primary responsibilities and accountabilities consisted of the following: Served as a Project lead to implement five key initiatives which sought to streamline procedures and improve cross-divisional processes. Accountable for the oversight of the monthly renewal rate load into internal departmental systems for fully-insured members along with all associated processes and procedures. Managed documentation audit on both Large and Small Group new business set up, benefit changes, terminations and reinstatements prior to enrollment processing. This included both electronic (E-commerce) and manual paper processes. Other areas of responsibility include issue resolution, enhancement identification, requirement documentation and UAT testing for all departmental applications and systems; which included coordination and impact assessment between various cross-functional departments. Developed and trained staff on all departmental policies and procedures. Responsible for the day-to-day maintenance of the Underwriting and Rating SharePoint site, and partition in various corporate initiatives involving mandates, new product implementation and various platform conversions.

August 1996 to 2001: Supervisor, Underwriting ControlSupervised eight employees made up of both clerical and professional staff with responsibilities that included the oversight of the daily production and distribution of audited group histories/cancellations and processing of all group renewal rates onto our corporate platforms. Liaison between Underwriting Control and Information Services with a focus on the design, implementation and administration of various departmental systems.

September, 1994 to August, 1996: Rate Renewal AdministratorProvided supervision to three Local Rating associates in the production of all local account experience and community rated renewal for all lines of Independence Blue Cross and Pennsylvania Blue Shield business. Responsible to assist in the identification, resolution, and review of departmental system problems. Participated in the design and development of the department’s automated rating system. Administered the research and response of all external queries received by Local Rating, relating to all Independence Blue Cross and Highmark Blue Shield experience and community rated products.

June, 1992 to August, 1994: Local Rating Renewal CoordinatorResponsible for coordinating the release and distribution of all local business renewal statements within Independence Blue Cross and Highmark Blue Shield. I was also the main contact for various requests by internal associates and external account inquiries for the resolution of discrepancies in rates. This responsibility included daily contact with Highmark Blue Shield. Collaborated with the Underwriting Control department to ensure the logging and delivery of all rate changes. Included was the resolution of all discrepancies and errors. In addition, acted as the Administrative Assistant for the manager of Local Rating.

THE HOME INSURANCE COMPANY, Philadelphia, PASeptember, 1989 to June, 1992: Rate TechnicianResponsibility for various areas of Commercial Line Rating, rating risks manually and on the ISI Quote System. Also, maintained and organized all rate changes.

May, 1988 to 1989: Assistant to UnderwritingSolely responsible for categorizing and distribution of all incoming correspondence, logged in new business, processed and sorted all renewal documentation 120 days prior to expiration. Data processing of various reports was also one of my duties, along with providing back up assistance to the key contact person for computer technical difficulties.

March, 1986 to May 1988: Premium Collections ClerkReviewed all payments and accounts. Reconciled outstanding items on statements. Investigated and reconciled all discrepancies between payment and account’s current balance with agent, underwriter and processing center. Prepared cash ticket and deposit. Input payments and accounts onto IBM System 36, prepared applicable outstanding items for direct legal collection and provided assistance to the legal department to prepare case for trial. Worked directly with approximately 75 agents on collection matters.