Jon Berry

Jon’s professional experience includes:

Business, technology and digital transformation, program, project and change management, organizational design, data analytics, and process automation — Jon has led dozens of large-scale programs designed to lower costs to serve, increase controls, manage risk, and enhance the overall customer experience through digital and technology enablement, rationalize product portfolio pricing strategies, and drive positive change.

Enterprise Transformation Program

Jon led an enterprise transformation for the corporate trust division of a large regional bank. He was engaged by the business leader to drive capacity and efficiency improvements for a business realizing significant growth.  Additionally, he conducted current state assessments of process, technology, and organizational structure of over 18 products. He developed over 150 process flows with associated observations, insights, and opportunities. Jon rationalized existing digital / technology portfolios and documented recommendations to improve efficiency, controls, and organizational effectiveness. He consistently prioritized and sequenced recommendations with senior leadership. Finally, Jon worked to develop a future state roadmap, portfolio of change, and governance structure while also providing resources, methodologies, frameworks, and accelerators to facilitate the transformation execution.

Strategic Cost Management                         

Jon was engaged by the president of the retirement division of a top financial services company to design and deliver large-scale transformation efforts to create synergies and improved results. His primary objective was to reduce costs to serve across the entire life cycle; sales, marketing, product, onboarding, servicing (recordkeeping), technology, client relationship/business development, and offboarding. In this position, Jon completed a competitive evaluation of key product capabilities and pricing strategies against industry leaders. He further developed a differentiated product offering and customer service model to enhance clients’ value proposition and achieved accelerated growth in markets with favorable cost-to-serve economics. Additionally, Jon streamlined sales, recordkeeping operations, client relationships, and business development functions through organizational design, process improvement, intelligent automation, digital self-service capabilities, and technology enhancement to enable client and customer experience and better capacity utilization. Jon achieved $100 million in annual savings and reduced cost-to-serve by approximately 25% while achieving better client satisfaction results.

Organizational Redesign

Jon was engaged by the CFO of a Fortune 50 financial services company to analyze and develop opportunities to enhance customer service and back-office functions across five business units, including Life, Annuity, Group Insurance, Retirement Services, and Global Investment Management businesses. He also performed current state assessment, analyzed transaction level data, developed recommendations, impact analysis, and estimated benefits of combining over 20 customer and non-customer facing functions (e.g., learning and development, process excellence, claims, waiver of premium, etc.). Jon developed a business plan to combine and functionalize operations into a shared services organization. He worked with senior leaders to assess employee roles, map to new or existing functions, and design a detailed employee map that was leveraged to execute a staggered consolidation into centralized functions. Jon additionally constructed training materials and a transition plan which was executed with the help of human capital and business unit leadership. He completed several current state assessments to identify opportunities for improved operational efficiencies and client experiences. He further designed the implementation plan and capability readiness program of which the three primary areas of focus were organizational design, process improvement, and strategic sourcing. Finally, Jon achieved $50 million in annual savings and enhanced the client experience with improved processing KPIs.

Post-Merger Integration

Jon teamed with the business unit president to complete a value creation plan and operational review of the annuity business for a Fortune 50 financial services company. The business consisted of approximately 1,200 employees which acquired a competing business with about 850 employees. He led a team of client personnel and consultants to complete a review of the new entity to identify synergies across the two organizations. The team reviewed the overall organizational structure, documented and analyzed business processes, and performed a detailed analysis of the staffing model. Jon also analyzed productivity metrics, capacity planning models, and workflow data to produce key observations and recommendations. Furthermore, he created detailed business cases, prioritization, and sequenced road maps that were reviewed and approved by senior management. Ultimately, the team was hired by leadership to implement the changes which achieved a 12% reduction in costs or roughly $50 million in synergies.