Nick Pearce

As a member of the Executive Leadership Team, I am tasked with leading a multi-functional team of leaders, estimators and supervisors, who specialise in Insurance building repairs.

• Enhance current client relationships and future clients to drive organic growth and diversify business revenue.

• Deeply understand and deliver on our client’s service level agreements and expectations.

• Prioritize client escalations and complaints to deliver a best-in-class resolution service.

• Attend client performance discussions and contribute positively to delivering outcomes.

• Drive internal training to achieve a best in class competency.

• Undertake strategic planning as part of the Executive Leadership Team in order to deliver a best in class service, and directly drive business growth and expansion.

• Assist with cost adherence and target attainment including preparation of reports and action plans including, but not limited to the P&L.

• Manage, lead, coach, and support the state based leadership team consisting of the State Construction Manager, Rapid Repair Team Leader and Make-Safe Team Leader as direct reports.

• Support the organization to provide efficient systems, accurate reporting structures, and timely responses to exceed client key performance indicators.

• Contribute to and comply with all statutory legislation including the relevant Health and Safety policies and procedures applicable to Ambrose Construct Group.

Achievements:

• Streamlined claims processes which directly resulted in an overall reduction in claim expenditure and repair lifecycle.

• Refined trade procurement strategies which promoted greater efficiency in the sourcing and onboarding of trades.

• Reduced spending and overheads by adopting a targeted approach to recruitment in regional and metropolitan areas.

• Increased market share via additional work allocation from clients as a result of improved, consistent performance.

Supporting the General Manager and Director of Home Claims, I was responsible for executing the business strategic plan. Which was to be Australia's best Insurer within 5 years.

• Lead a team of 14 direct reports, including 2 team leaders based in NSW, 7 on road field assessors located across NSW/ACT, 4 desktop assessors located in the QLD head office, and an assessing coordinator who was also located in the QLD head office.

• Lead a team of 2 direct reports based in NSW, who managed the performance of the builder/supplier panel.

• Team was responsible for the assessment of building damage, including but not limited to providing a policy response, and overseeing the timely, cost effective completion of approved repairs.

• Implement state based coaching and training plans, including their delivery to staff.

• Act as an escalation point to ensure the fair and swift resolution to complaints.

• Conduct meetings both on and off site with key internal and external stakeholders to ensure there was increased brand presence and representation throughout the state.

• Monitor and evaluate staff and supply chain performance through monthly scorecard reviews.

•Daily reviews of performance in line with performance metrics such as cost, claim lifecycle, quality and customer feedback.

Achievements:

• Designed and implemented a state based catastrophe response plan.

• Designed and implemented new large loss assessing, business as usual assessing, and claims management processes.

• Co-Ordinated the NSW/ACT response to Catastrophe events including but not limited to the Lismore Floods, Coffs Harbour Hail Storm and the NSW Bushfires.

• Introduced a staff survey to obtain strictly confidential anonymous feedback. Reversed a poor 63% job satisfaction rating into a 98% satisfaction result within the first 6 months. In doing so the retention rate was 100%.

• Designed and delivered new KPI criteria and bonus schemes.

• Established and ran the recovery centre in Lismore as part of the business's event response.

• Observed significant reductions in the overall claim cost, and repair lifecycle whilst increasing the quality of the experience for the customer.

Directly responsible for the assessment and end-to-end management of property damage claims with a minimum value of $80,000.00. This included travelling interstate during a catastrophe event to assist colleagues in other states.

Conducted field assessments in order to determine if the policy would respond to the damage being claimed by the insured. Prepared scopes of work and cost estimates, which was followed by the review of specialist reporting, including but not limited to; hygienists, hydrologists, engineers and consultants.

Conducting comprehensive scope reviews to ensure costs to execute the repairs were fair and reasonable.

Acting as an SME for internal and external stakeholders, including the efficient management of objections, escalations and complaints.

An on road-field assessor responsible for the assessment and end-to-end management of property damage claims of all values.

Tasked with ensuring the claims were accepted in line with the company PDS.

In addition, overseeing the repair phase of the claim through to completion, ensuring costs do not exceed the initial quoted amount or budget.

As with the majority of field assessing roles, I was the face of the business at a customer's time of need.

Between 2010 and 2013, Masters Home Improvement sold an "Infinity Cable" which ended up being listed as a non-compliant product. Prior to being labelled non-compliant, the cable was estimated to have been installed in homes around Australia. The matter was subjected to an ACCC investigation leading to the national recall of the cable.

• Oversaw a team of 4 resourcing team members in addition to 3 trade supervisors. Both teams had team leaders who directly reported to me.

• Collaborated with the legal liability team to develop a sustainable strategy, including its implementation.

• Designed and delivered training to all team members.

• Served as a liaison between the legal team and the board to report on progress, budget adherence, and the P&L.

• Secured single trade Electricians, Plumbers, Carpenters, Plasterers and Painters to facilitate repair work where required

• Carried out leadership training and weekly meetings with both team leaders to review performance against budget.

• Supervised repairs within homes with vulnerable customers or high end finishes to ensure the project could be completed at cost in line with budget and with no additional inconvenience to a customer.

A hybrid role, which was centred around leadership, but also complex end-to-end claim management. As an SME I was tasked with overseeing the team leaders responsible for the lodgements, business as usual, theft, storm, and catastrophe teams.

• Evaluated the claim process from lodgement to completion in order to identify procedural deficiency. Re-design process, partaking in mapping projects.

• Collaborate with the Executive Leadership team to develop strategies and drive operational excellence to reduce claim life and cost.

• Optimized reporting capability by engaging the company's development and IT departments.

• Mentor, train and coach the leadership team through monthly one on one's and ongoing development plans.

• Manage claims which have been identified as being made by a vulnerable client and/or complex in nature.

I worked alongside the National Customer Service Manager at a time where the business was transitioning through an underwriting change and had never been responsible for claims lodgement or management prior.

• Responsible for the setting up of the claims team, including the recruitment of approximately 20 staff in the lodgement and claims management teams.

• Designing training plans, system guides and playbooks.

• Manage a book of 100 claims across the home and motor portfolios.

• Act as an SME for all escalated complaints and claim matters.

• Collaborated with the Executive Leadership Team to co-ordinate the business's response to the QLD Floods including travelling interstate to assist at recovery centres.

Reporting to the National Customer Service Manager I was responsible for a team of 8 consultants, who were all tasked with retaining business if a customer had stated they wanted to cancel their Insurance Policy.

• Maintain a comprehensive knowledge of the business across the home and motor portfolios.

• Establish and deliver key performance indicators for the team.

• Ensure revenue and budget targets were met.

• Coach, train and mentor staff members.