Summary

Project Charter – Goals

• Consolidate Wexler, Lunar, and Jewelers Insurance Agency Partners into a single legal and operational entity to eliminate duplicate structures and functions

• Standardize on one Agency Management System (AMS), Microsoft network, and email platform to ensure consistent processes and data integrity

• Harmonize licensing, carrier agreements, vendor management, and financial processes under a unified governance framework

• Streamline workflows and accelerate product development by implementing change‑management and training processes

• Enhance customer experience through standardized service procedures and communication channels that support cross‑selling

• Strengthen compliance and risk management by rationalizing licenses and carrier contracts to simplify regulatory oversight

• Improve operational efficiency and profitability through optimized resource allocation and real‑time decision‑making visibility

• Develop and execute targeted go‑to‑market strategies to grow the customer base for JB Select and Pawn offerings by:

  • Defining key market segments and value propositions for each product

  • Establishing new distribution channels and strategic partnerships

  • Launching coordinated marketing campaigns and sales enablement programs

  • Tracking lead generation, conversion rates, and market penetration metrics to guide iterative refinement and scale efforts

Workstreams:

• JB Select product release (Nexsure system)

• Pawn Insurance product release (Nexsure system)

• Consolidation of Agency Management System (AMS) databases (Worksmart) databases

• Merging of Microsoft networks and email platforms

• Operational process improvement across the legacy agencies

• Merging of insurance carrier agreements

• Consolidation of insurance licenses & implementation of training programs & license‑management processes

• Merging of vendor relationships

• Merging of finances and optimization of financial processes

• Change Management workstream (stakeholder adoption, communications, training & readiness)

Project:

• Project Scope: Consolidation of Wexler, Lunar, and Jewelers Insurance Agency Partners across 10 integrated workstreams

• Budget: Multi-Million Dollar Budget

• Total Personnel Impacted: 126, across multiple states

• Total Personnel on Project Team: 29

• Direct Reports (3):

  • 2 Project Managers

  • 1 Business Analyst

• Cross‑Functional Teams (26 contributors; a blend of external contractors and Jewelers Mutual Personnel):

  • AMS Contractors

  • Jewelers Mutual IT

  • IT Contractors

  • Legal

  • JM Insurance Agency Partners Personnel

  • Vendor Management Team

  • Finance

  • Marketing

  • Dyad Nexsure Contractors

Strategic Goals:

• Realize Operational Synergies
  Combine functions and processes across Wexler, Lunar, and Jewelers Insurance Agency Partners to:

  • Drive measurable cost efficiencies and eliminate redundancies

  • Streamline decision‑making through uniform, repeatable operational workflows with fully documented steps and built‑in audit trails

• Unify Technology & Data
  Establish a single, modern AMS platform—integrating policy administration, network infrastructure, and data‑lake access—to enable real‑time insights, support advanced analytics, and future‑proof the organization.

• Enhance Customer Experience
  Deliver a cohesive, high‑quality service model by standardizing customer‑facing workflows, communications, and product offerings—ensuring a seamless transition and reinforcing brand trust.

• Strengthen Compliance & Risk Management
  Consolidate licenses, carrier agreements, and governance frameworks under one operating model to simplify regulatory oversight, reduce audit exposure, and embed robust controls.

• Optimize Financial Performance
  Align budgeting, forecasting, and reporting processes to:

  • Drive greater financial discipline and improve cash‑flow visibility

  • Implement standardized, version‑controlled financial workflows with end‑to‑end traceability to support audit readiness and unlock reinvestment capacity

• Cultivate Change‑Ready Culture
  Leverage a structured change‑management approach (Prosci ADKAR) to build stakeholder alignment, accelerate adoption, and sustain long‑term engagement across all levels of the organization.

• Accelerate Innovation & Growth
  Leverage consolidated resources—and strategic partnerships like Nexsure and Vertafore—to rapidly launch new insurance products, explore AI‑driven underwriting, and capitalize on emerging market opportunities.

• Strengthen Network Security & Compliance
  Integrate and consolidate legacy network and email environments into a single, secure Microsoft tenant architecture—implementing unified security controls, centralized monitoring, and standardized governance policies to meet regulatory requirements and reduce organizational risk.

• Expand Market Reach for JB Select & Pawn Insurance
  Develop and execute targeted go‑to‑market strategies to grow adoption and distribution of JB Select and Pawn offerings, leveraging new channels, partnerships, and tailored value propositions.

Project Tools

Software Tools

1. Microsoft Project

2. ADO

3. Microsoft Excel

4. Microsoft Teams

5. Email

6. Microsoft Share Point

7. Microsoft Power Point

8. Power BI

Project Management Tool

1. RAID Logs - SharePoint Lists

2. Stakeholder Engagement Plan - Excel

3. Stakeholder Matrix - Excel

4. Communication Plan - Excel

5. Project Plan - Microsoft Project and ADO

6. Cutover Documents - ADO and Excel

7. Roll Back Plans - ADO and Excel

8. Workstream Dashboards - SharePoint

9. Steer Co Dashboard - SharePoint, Power BI, and Power Point

10. KPI's - SharePoint and Power Bi

Workstream Smart Goals

Workstream: Pawn Insurance Product Release
Goal: Deliver the Pawn Insurance module on the Nexsure platform—including rating requirements and data‑lake API integration—through a 3‑month requirements phase, 3‑month development phase, and 1‑month testing phase.

• Specific:

  • Capture business, functional, and AI‑rating requirements in Excel and obtain stakeholder approval.

  • Oversee Nexsure’s build of the module and API endpoint.

  • Conduct pilot and full UAT, log outcomes in Excel, and complete the go‑live checklist.

• Measurable:

  • Requirements workbook approved.

  • Data‑lake team confirms API delivery.

  • All test cases executed and recorded.

  • Go‑live checklist finalized.

• Achievable: Supported by Excel for documentation, Teams for sprint reviews, and Nexsure/data‑lake resources.

• Relevant: Completes the merged agency’s product‑suite migration with AI‑enhanced rating capabilities.

• Time‑bound: 3‑month requirements, 3‑month development, 1‑month testing.

Workstream: Consolidation of Insurance Licenses & Training Rollout
Goal: Unify license management into a single matrix and deliver the training curriculum within a 6‑month period.

• Specific:

  • Audit and document all licenses in Excel; build a consolidated matrix.

  • Develop training materials in PowerPoint; host webinars in Teams.

• Measurable:

  • Matrix uploaded and approved.

  • Training deck finalized; attendance logged.

• Achievable: Use Microsoft Project for scheduling, Excel for matrix/tracking, Teams & PowerPoint for delivery.

• Relevant: Ensures staff readiness and compliance in the merged environment.

• Time‑bound: 6‑month rollout.

Workstream: Consolidation of AMS Databases (Worksmart)
Goal: Identify and document how Vertafore merged the AMS databases—including naming conventions, data locations, access requirements, process improvements, and training needs—within a 6‑month planning phase.

• Specific:

  • Map merged database structure in Excel, recording conventions, locations, and access requirements.

  • Analyze AMS workflows to define process improvements.

  • Develop training materials and an access‑rights matrix.

• Measurable:

  • Data‑dictionary workbook approved.

  • Process‑improvement recommendations versioned in SharePoint.

  • Training deck & access‑rights guide published; attendance roster in Teams.

• Achievable: Use Excel for mapping, SharePoint for version control, Teams for coordination.

• Relevant: Provides clarity on the unified AMS landscape and enforces proper access controls.

• Time‑bound: 6‑month planning phase.

Workstream: Operational Process Improvement
Goal: Map, document, and publish SOPs for the top five operational workflows across all legacy agencies within a 6‑month timeframe.

• Specific:

  • Identify key processes and conduct current‑state assessments.

  • Develop standardized SOPs and publish them.

• Measurable:

  • Process maps and SOP documents versioned in SharePoint.

• Achievable: Use Excel for gap analysis, ADO for task tracking, and Teams for stakeholder workshops.

• Relevant: Streamlines decision‑making and ensures consistency across operations.

• Time‑bound: 6‑month delivery.

Workstream: Insurance Carrier Management & Negotiation
Goal: Negotiate duplicated carrier agreements for improved Jewelers Mutual pricing and terminate legacy contracts within a 6‑month execution window.

• Specific:

  • Inventory all carrier agreements in Excel, identify duplicates.

  • Execute negotiation strategies and establish new rate sheets.

  • Process contract terminations for redundant agreements.

• Measurable:

  • Inventory and analysis logged.

  • New rate sheets and negotiation logs documented.

  • Termination records completed.

• Achievable: Leverage Microsoft Project for milestone tracking and Excel for inventory and negotiation logs.

• Relevant: Streamlines the carrier portfolio, supports cost‑optimization objectives.

• Time‑bound: 6‑month execution.

Workstream: Merging of Vendor Relationships
Goal: Consolidate vendor portfolios, negotiate master service agreements, and publish vendor‑management SOPs within a 6‑month timeframe.

• Specific:

  • Compile legacy vendor lists into a unified directory in Excel.

  • Negotiate and finalize MSAs.

  • Publish SOPs in SharePoint.

• Measurable:

  • Directory completed; MSAs stored; SOPs versioned.

• Achievable: Use Microsoft Project for milestones, Excel for tracking, Teams for reviews.

• Relevant: Reduces complexity and enforces consistent vendor performance.

• Time‑bound: 6‑month execution.

Workstream: Merging of Microsoft Networks & Email Platforms
Goal: Integrate Active Directory and Exchange environments into a single tenant within a 6‑month execution window.

• Specific:

  • Migrate AD objects and consolidate Exchange mailboxes.

  • Verify network connectivity and mail routing.

• Measurable:

  • Migration steps documented in Excel.

  • Connectivity test results logged in SharePoint.

  • Cutover sign‑off captured in Teams.

• Achievable: Leverage Teams for coordination, SharePoint for dashboards, and existing IT infrastructure.

• Relevant: Ensures unified communications and operational continuity.

• Time‑bound: 6‑month execution.

Workstream: JB Select Product Release
Goal: Deliver the JB Select module on the Nexsure platform—including rating requirements and data‑lake API integration—through a 3‑month requirements phase, 3‑month development phase, and 1‑month testing phase.

• Specific:

  • Author business, functional, and AI‑rating requirements in Excel and secure sign‑off.

  • Coordinate Nexsure’s build of both the module and the data‑lake API.

  • Execute all UAT and integration test scripts, record results in Excel, and finalize the production‑deployment checklist.

• Measurable:

  • Requirements workbook approved.

  • Confirmation from Nexsure and data‑lake engineers of build/API completion.

  • All test scripts executed and logged.

  • Deployment checklist completed.

• Achievable: Leverage Excel for requirements & test tracking and Teams for cross‑team coordination.

• Relevant: Ensures the flagship product is standardized on the unified AMS with AI‑driven rating insights.

• Time‑bound: 3‑month requirements, 3‑month development, 1‑month testing.

Workstream: Merging of Finances & Optimization of Financial Processes
Goal: Harmonize charts of accounts, standardize AR/AP, and publish optimized P2P/O2C workflows within a 6‑month period.

• Specific:

  • Create COA mapping workbook in Excel.

  • Standardize financial procedures and design process maps.

• Measurable:

  • COA workbook approved; SOPs published; dashboards configured in Power BI.

• Achievable: Utilize Excel, Microsoft Project, and Power BI for mapping, approvals, and monitoring.

• Relevant: Establishes a unified foundation for financial planning and reporting.

• Time‑bound: 6‑month execution.

Workstream: Change Management
Goal: Execute the change‑management plan including communications, readiness assessments, adoption workshops, and process acceptance throughout the entire project.

• Specific:

  • Roll out Prosci® ADKAR‑based communications campaigns to build Awareness, Desire, Knowledge, Ability, and Reinforcement.

  • Conduct readiness assessments and host adoption workshops in Teams.

• Measurable:

  • Track ADKAR survey scores for each phase (target ≥ 80 % Awareness, ≥ 75 % Desire, ≥ 70 % Knowledge, ≥ 65 % Ability, ≥ 60 % Reinforcement).

  • Measure process acceptance via post‑workshop acceptance surveys and usage logs (target ≥ 85 % of defined users actively following new processes).

  • Document results in Excel and dashboard in Power BI.

• Achievable:

  • Use Excel for survey design and score tracking, Power BI for dashboarding, Teams for workshop delivery, and SharePoint for storing artifacts.

• Relevant:

  • Ensures stakeholder buy‑in and embeds new processes, minimizing disruption during the merger.

• Time‑bound:

  • Complete all ADKAR assessments, workshops, and process‑acceptance tracking within the 6‑month implementation window.

Success

Workstream: JB Select Product Release

• Accomplishments:

  • Authored complete business, functional, and AI‑rating requirements in Excel and secured stakeholder sign‑off

  • Coordinated Nexsure’s build of the module and data‑lake API integration

  • Executed every UAT and integration test script, recorded results in Excel, and finalized the production‑deployment checklist

• Success:

  • Achieved 100 % UAT pass rate

  • Deployed JB Select to production on schedule

  • Received executive endorsement for readiness and user satisfaction

Workstream: Pawn Insurance Product Release

• Accomplishments:

  • Captured detailed business, functional, and AI‑rating requirements in Excel with formal approvals

  • Oversaw Nexsure’s development of the module and API endpoint configuration

  • Conducted pilot tests and full UAT, logging outcomes in Excel, and completed the go‑live checklist

• Success:

  • Met all testing criteria with zero critical defects

  • Launched Pawn module on time

  • Positive feedback from pilot users on feature completeness

Workstream: Consolidation of AMS Databases (Worksmart)

• Accomplishments:

  • Mapped merged database structure, naming conventions, data locations, and access requirements in an Excel data‑dictionary

  • Analyzed legacy workflows and defined process improvements

  • Developed training materials and an access‑rights matrix, and delivered training sessions via Teams

• Success:

  • Data‑dictionary approved by executives

  • Zero post‑go‑live access issues reported

  • 100 % of end users completed training

Workstream: Merging of Microsoft Networks & Email Platforms

• Accomplishments:

  • Migrated Active Directory objects and consolidated Exchange mailboxes into a single tenant

  • Verified connectivity and mail routing end to end

  • Published status dashboards in SharePoint for real‑time visibility

• Success:

  • Completed migration with no unplanned downtime

  • Passed internal security review and compliance scan

  • Standardized user authentication and mailbox policies

Workstream: Operational Process Improvement

• Accomplishments:

  • Identified top five critical workflows and performed current‑state assessments using Excel gap analyses

  • Developed and published standardized SOPs in SharePoint

  • Held stakeholder workshops to validate new processes

• Success:

  • SOP library adopted by all teams

  • Reduced average process handoff time by 20 %

  • Received positive audit commentary on process documentation

Workstream: Insurance Carrier Management & Negotiation

• Accomplishments:

  • Inventoried all carrier agreements in Excel and identified duplicates

  • Led negotiations to secure new rate sheets for Jewelers Mutual

  • Processed termination of redundant legacy contracts

• Success:

  • Achieved a 15 % average rate reduction across key carriers

  • Consolidated carrier portfolio by 30 % in number of agreements

  • Streamlined renewal process under one master agreement template

Workstream: Consolidation of Insurance Licenses & Training Rollout

• Accomplishments:

  • Audited and documented all legacy licenses in Excel and created a consolidated license matrix

  • Developed training materials in PowerPoint and hosted webinars in Teams

  • Published attendance and completion logs for all sessions

• Success:

  • 100 % of staff certified on the unified AMS licensing processes

  • Passed regulatory compliance audit with no findings related to licensing

  • Training satisfaction score of 4.8 / 5 on post‑session surveys

Workstream: Merging of Vendor Relationships

• Accomplishments:

  • Compiled and de‑duplicated vendor lists into a unified Excel directory

  • Negotiated new master service agreements with key vendors

  • Published standardized vendor‑management SOPs in SharePoint

• Success:

  • Reduced vendor count by 25 % while maintaining service levels

  • Secured improved service terms (SLAs) in all MSAs

  • Operationalized a single point of contact model for vendor engagements

Workstream: Merging of Finances & Optimization of Financial Processes

• Accomplishments:

  • Created COA mapping workbook in Excel and harmonized charts of accounts

  • Standardized AR/AP procedures and designed P2P and O2C process maps

  • Built real‑time financial dashboards in Power BI

• Success:

  • Reduced month‑end close cycle by 30 %

  • Cut manual invoice errors by 25 %

  • Achieved forecast accuracy within 5 % variance of actuals

Workstream: Change Management

• Accomplishments:

  • Rolled out Prosci ADKAR‑based communications campaigns to build awareness, desire, knowledge, ability, and reinforcement

  • Conducted readiness assessments and hosted adoption workshops in Teams

  • Tracked process acceptance via post‑workshop surveys and usage logs

• Success:

  • Met or exceeded ADKAR phase targets (awareness ≥ 80 %, reinforcement ≥ 60 %)

  • Achieved 97 % process adoption rate among key user groups

  • Consistently positive feedback on change readiness and support resources

Detailed Success

1. Pawn Insurance Product Release

Analysis & Execution:

• Pilot sequencing: Treated Pawn as the initial module, running a focused pilot to validate requirements, coordination, and testing processes.

• Requirements capture: Spent three months collaborating with underwriting and operations to document business, functional, and AI‑rating requirements in Excel; conducted weekly Teams reviews for rapid feedback and refinements.

• Development oversight: Used Microsoft Project to schedule handoff and milestone tracking with Nexsure’s developers; held sprint‑review meetings in Teams to surface and resolve scope questions quickly.

• Testing & validation: Executed a one‑month pilot test followed by full UAT; maintained all test scripts, defect logs, and go‑live checklist items in Excel; leveraged early pilot insights to refine test cases.

Success Factors:

• Zero critical defects surfaced in pilot and UAT phases

• Early‑stage insights enabled faster process refinement for subsequent releases

• Pawn module launched on schedule with positive initial user feedback

2. JB Select Product Release

Analysis & Execution:

• Process improvement: Applied lessons from the Pawn pilot to streamline requirement reviews, reducing approval cycles.

• Requirements refinement: Conducted a three‑month sprint to capture business, functional, and AI‑rating requirements in Excel—utilizing prebuilt templates and lesson‑learned checklists.

• Development coordination: Updated the Microsoft Project plan to reflect optimized sprint cadences; held concise daily Teams stand‑ups with Nexsure’s build team to monitor progress and address blockers immediately.

• Testing & validation: In a one‑month UAT phase, executed every test script—including data‑lake API integration—logged results in Excel, and finalized the deployment checklist with minimal rework.

Success Factors:

• Achieved a 15 % faster requirement‑to‑deployment cycle compared to Pawn

• Recorded a 100 % UAT pass rate with zero high‑severity defects

• Earned executive praise for the seamless second launch and strong adoption readiness

3. Consolidation of AMS Databases (Worksmart)

Analysis & Execution:

• Discovery & mapping: Collaborated with Vertafore over six months to extract database schemas, naming conventions, data locations, and access requirements into an Excel “data‑dictionary.”

• Process improvement: Analyzed legacy AMS workflows, documented streamlined processes in SharePoint, and defined handoff controls.

• Training & access control: Built an access‑rights matrix and training materials in PowerPoint; delivered sessions via Teams to all end users and tracked completion.

Success Factors:

• Comprehensive data‑dictionary approved with zero surprises at cutover

• No post‑go‑live access or permission issues reported

• 100 % attendance and completion rates for AMS training

4. Merging of Microsoft Networks & Email Platforms

Analysis & Execution:

• Migration planning: Used Microsoft Project to plan a phased consolidation of Active Directory objects and Exchange mailboxes into a single tenant.

• Cutover playbooks: Developed detailed migration steps in Excel; rehearsed in pilot environments to validate scripts.

• Validation: Conducted connectivity and mail‑flow tests, logged results in SharePoint dashboards, and applied standardized Group Policy Objects.

Success Factors:

• Zero unplanned downtime throughout the migration

• Immediate remediation of mail‑routing edge cases

• Successfully passed internal security and compliance scans on first review

5. Operational Process Improvement

Analysis & Execution:

• Process assessment: Identified the top five workflows impacting customer service and back‑office functions; mapped current‑state processes using Excel gap‑analysis templates.

• SOP development: Drafted standardized procedures and published them as version‑controlled documents in SharePoint.

• Stakeholder validation: Hosted interactive Teams workshops to gather feedback and secure final sign‑off on new SOPs.

Success Factors:

• Full adoption of new SOPs across all teams

• Achieved a 20 % reduction in average workflow handoff time

• Received positive audit commentary on documentation completeness and clarity

6. Insurance Carrier Management & Negotiation

Analysis & Execution:

• Inventory & analysis: Cataloged all carrier agreements in Excel, identified duplicates, and prioritized targets for negotiation or termination.

• Negotiation cadence: Scheduled biweekly sessions in Microsoft Project and conducted them via Teams, following a structured playbook to secure rate improvements.

• Contract closure: Processed termination of redundant contracts and recorded closures in SharePoint.

Success Factors:

• Secured an average 15 % rate reduction across key carriers

• Reduced the carrier portfolio by 30 %, simplifying future renewals

• Consolidated under a single master‑agreement template

7. Consolidation of Insurance Licenses & Training Rollout

Analysis & Execution:

• License audit: Compiled all legacy licenses into an Excel matrix mapping license types to user roles.

• Curriculum development: Created training decks in PowerPoint; hosted webinars in Teams; tracked attendance and quiz results in Excel.

• Certification tracking: Published completion logs in SharePoint and surfaced metrics via Power BI.

Success Factors:

• 100 % staff certification on unified license‑management processes

• Zero findings in post‑merger regulatory audits related to licensing

• Achieved a training satisfaction score of 4.8 / 5

8. Merging of Vendor Relationships

Analysis & Execution:

• Vendor consolidation: Combined legacy vendor lists into a unified Excel directory; standardized naming conventions.

• MSA negotiations: Tracked milestones in Microsoft Project; led review sessions via Teams; executed new master service agreements.

• SOP publication: Documented vendor‑management procedures and stored them in SharePoint.

Success Factors:

• Reduced vendor count by 25 % while maintaining service levels

• Secured improved SLA terms in all new agreements

• Established a single‑point‑of‑contact model, improving vendor responsiveness

9. Merging of Finances & Optimization of Financial Processes

Analysis & Execution:

• COA harmonization: Built an Excel mapping workbook to align charts of accounts across legacy entities.

• Workflow redesign: Standardized AR/AP, P2P, and O2C processes; documented process maps in SharePoint.

• Dashboarding: Developed real‑time financial KPIs in Power BI and integrated them into SteerCo reports.

Success Factors:

• Reduced month‑end close cycle time by 30 %

• Decreased manual invoice errors by 25 %

• Achieved forecast accuracy within a 5 % variance of actuals

10. Change Management

Analysis & Execution:

• ADKAR campaigns: Rolled out Prosci ADKAR‑based communications via SharePoint and Teams, targeting each phase from Awareness through Reinforcement.

• Readiness assessments: Conducted Excel‑based surveys to measure stakeholder preparedness.

• Adoption workshops: Hosted live training sessions in Teams and tracked process acceptance via post‑workshop surveys and usage logs.

Success Factors:

• Met or exceeded all ADKAR phase targets (e.g., ≥ 80 % Awareness, ≥ 60 % Reinforcement)

• Achieved a 97 % process‑acceptance rate among targeted user groups

• Stakeholder feedback rated change support resources at 4.7 / 5