Mackie Knight

Director, Business Transformation

Program management across four concurrent strategic projects: change management and adoption, operating-model design, go-to-market, KPI and measurement. Senior leaders across business units and matrixed product, engineering and finance teams of five to twelve.

• Led the move off a legacy leave platform onto a modern leave-management system for 25,000+ clients: 17 pilot workstreams consolidated into 8 delivery lanes, migration staged in three waves.
• Built the evaluation for a multimillion-dollar actuarial partner selection: seven weighted criteria, ten evaluators, three finalists in one session. Set the five-vendor RFP requirements behind a next-generation data ecosystem.
• Reframed a claims build into a governed risk platform across carrier, broker, TPA and RMIS, driving the target architecture with engineering: 8 workstreams, 8 gated phases, one client view of claims, safety and OSHA.

Business Intelligence Director

Direct team of six.

• Designed how BI delivered product: intake, release cadence and delivery accountability across the reporting portfolio.
• Authored BI Standards 2.0 with the QA and business-continuity practices behind it.
• Created the team’s skill paths and development: two analysts promoted into BI lead roles, a third into data engineering.

Senior Business Intelligence Manager

Built 14 of the first 24 dashboards in Tableau and Alteryx, changing how departments ran weekly work. 68 percent adoption across 2,700 users.

Engineering Informatics Manager

Healthcare analytics, clinical and benefits data, QA and reporting teams.

• Owned the analytical clinical data warehouse behind medical trend, utilization and plan-mix analysis for actuarial review, and managed the enterprise data-warehouse RFP: $3M a year in operating costs removed.
• Partnered on close data and completed the analysis and talk points behind close and medical earnings reporting.
• Automated carrier feeds with carrier relations, lifting accuracy: 450 hours a year of reconciliation removed.
• Rebuilt recurring client reporting behind client education and renewal retention: about 600 annual hours eliminated.

Senior Analyst, Informatics

Healthcare analytics and insight delivery. Early team leadership.

Risk Analyst, Risk Operations

Rate adequacy, profitability and loss-trend modelling into actuarial and executive-committee review. Managed a TPA transition.

Analyst, Workers’ Comp Pricing

Pricing, risk-trend and profitability analysis across the workers’ compensation book.

Director of Operations

Joined as a broker, then built and ran the firm to scale. Licensed 2-20 general lines agent.

• Stood up every function the firm needed to scale: brand, IT and CRM, pricing, service delivery, compliance and financial close.