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90-Day Operating Plan

SVP, SPLC Operations & Strategy · InsureOne — diagnose, sequence, execute.

Prepared by Ronnie O'Dell, MBA 27 May 2026 For internal interview use
A newly created seat reporting to the President is a design problem before it is an execution problem. The first 90 days are spent earning the room — making no structural changes, building the diagnostic foundation, and sequencing what comes next with the President's explicit sign-off. The architecture below mirrors the operating cadence I used during the PacificComp transformation — 30 days to diagnose, 30 days to align, 30 days to execute — calibrated to the specific complexity of a multi-acquisition, multi-channel SPLC platform.
Days 1–30
Diagnose
Listen. Audit. Earn the room.
Objective. Build a written diagnostic foundation across operations, technology, data, and culture. No structural changes. No initiative announcements. Make the President glad they hired me by how I show up, not by what I change.
Activities
  • 1:1 cadence with every direct report and key cross-functional peer — Sales, Operations, IT, Finance, HR, Carrier Relations, Call Center, District Leaders.
  • Operating model map. How sales and ops are structured by region and by channel (retail, call center, embedded credit union, DTC).
  • Acquisition integration audit. Where do recent acquisitions (e.g., TGS) diverge from InsureOne's core model on process, technology, and data?
  • Field friction inventory. Top three operational pain points as named by branch managers, call-center leads, and agency partners.
  • AI & automation footprint. What is in production, in pilot, abandoned, or unowned.
  • Data infrastructure assessment. Centralized MDM vs. siloed by acquisition. The data baseline is the prerequisite for everything else.
  • KPI baseline across regions and channels. Define what "good" looks like, where the gaps are.
  • Stakeholder map. Champions of change, resistors, where the President's attention concentrates.
  • Customer journey audit. Map the customer experience from lead source → quote → bind → service → renewal → cross-sell by channel (branch, call center / DTC, embedded credit union, digital).
Deliverable — Day 30
Written "State of the SPLC Operating Model" diagnostic, delivered to the President. Sets the anchor for everything that follows.
Days 31–60
Sequence
Quick win. Roadmap. Trust.
Objective. Demonstrate one measurable impact while sequencing the larger transformation. Build the operating cadence that the next 12 months will run on. Earn trust before announcing change.
Activities
  • 1–2 quick wins. Process improvements that reduce agent or customer friction with minimal tech investment — proof the new seat creates value.
  • Data infrastructure roadmap. Scope the data foundation work that everything else depends on. Name an MDM owner if one does not exist.
  • AI/automation pilot selection. Identify 1–2 initiatives with cleanest ROI and most mature data — submission triage, agent recommendation, retention modeling, or call-center deflection.
  • Org-design draft. How sales and operations should be structured post-acquisition — federated vs. centralized, where carrier management sits.
  • Operating cadence. Weekly ops reviews, monthly P&L with regional leads, quarterly business reviews with carriers, daily huddles during transitions.
  • Stakeholder alignment. Individual conversations on the transformation vision — not town halls. Build conviction one leader at a time.
  • Third-party integration pipeline. Credit union channel scaling, carrier API roadmap, technology vendor consolidation.
  • Carrier performance scorecard. Baseline carrier performance by product and channel — quote competitiveness, bind ratio, appetite fit, service responsiveness, commission economics, retention.
Deliverable — Day 60
12-month transformation roadmap with prioritized initiatives, resource requirements, named owners, and measurable milestones — presented to the executive team.
Days 61–90
Execute
Commit. Compound. Own it.
Objective. Transition from diagnostic to operator. Begin executing the roadmap with full accountability. End the quarter with public commitments to measurable Q2 outcomes.
Activities
  • Launch the first AI/automation initiative with defined KPIs and visible executive sponsorship — proves the architecture works.
  • Org-design recommendation presented for executive approval. The structural decision that enables the rest of the year.
  • Data governance framework established. MDM owner named. Data foundation work begins.
  • First QBR under new KPI framework — measurement infrastructure proven operational.
  • "Senior leaders as owners" cohort identified. Begin the coaching and accountability structure that builds bench depth.
  • Embedded distribution pipeline defined — credit unions, carrier API integrations, third-party tech — with a 12-month growth target.
  • Customer-friction quick win. Ship one CX defect fix that doesn't require major tech lift — speed-to-contact, renewal communication, call handoff, or proof-of-insurance delivery.
  • 90-day retrospective to leadership: what was found, what changed, what is in motion, what the next 90 days will deliver.
Deliverable — Day 90
Public commitment to 3–5 specific, measurable Q2 outcomes with personal accountability attached. This is how the SVP earns the room's confidence that the seat is operator, not consultant.
What gets measured · the day-60 KPI baseline
Revenue
Written premium · renewal premium · policy count · revenue per branch / rep / lead source
Margin
Contribution margin · cost per policy sold · cost per quote · channel profitability · carrier economics
Conversion
Lead-to-quote · quote-to-bind · abandonment · speed-to-contact · cross-sell attach
Customer
Retention · NPS / CSAT · complaint rate · first-contact resolution · renewal save rate
People
Attrition · time-to-productivity · training completion · manager coaching cadence · bench strength
What I will not do in the first 90 days
Guiding Principles

Earn the room before changing it.

No structural moves in the first 30 days. Trust is built before authority is exercised.

Data foundation, then AI.

Most AI initiatives stall on fragmented data and unclear ownership — not model limitations. Sequence accordingly.

Senior leaders as owners.

Leverage compounds where bench depth is built. Coach against accountability, not activity.

The President's job, easier.

The seat earns its keep by handling execution so the President can focus on board, capital, M&A, and carrier relationships.

After day 90, the operating system compounds — leadership ownership model in place, public Q2 commitments tracked, monthly P&L cadence running the business.
Ronnie O'Dell · Operator · Builder · Steward
Prepared for the SVP, SPLC Operations & Strategy candidacy at InsureOne