Ronnie O'DellMBA

• Scaled non-fleet cargo program from $42.6M to $75.6M in-force (+77% YoY); new business premium +65% to $48.6M, surpassing 116% of FY2025 target.
• Recruited 78 new agency partners in 2025 while maintaining a pipeline of 100+ qualified prospects; expanded "Million Dollar Club" brokers from 10 to 13.
• Launched BOP portal (40 states) and Workers' Comp portal (37 states) within 12 months; BOP submissions grew 795% (56 → 502) with hit ratio improving from 15.6% to 21.8%.
• Built multi-channel marketing engine: 92 LinkedIn posts generating 164K+ impressions; 30 email campaigns; Nielsen / ProgramBusiness partnership producing 369 agent leads and 84 pre-set appointments.
• Negotiated Berkley Connect joint venture providing access to ~2,000 wholesale retail agents; secured comparative-rater integrations (Semsee, Bold Penguin, Appulate, CoverForce) for 2026 activation.
• Refocused the wholesale trading-partner network from 42 to 24 — fewer, deeper, better fit — recovering field and underwriting capacity for the top tier.
• Rebuilt distribution team through staffing turbulence; hired and onboarded 2 BDMs, 1 AVP Transportation, and inside support while customizing HubSpot CRM for recruiting, activation, and pipeline tracking.
• Selected for W. R. Berkley's Co-Pilot Power User Program — operationalizing AI into daily underwriting and distribution workflows.

• Scaled program from $0 to $45M in written premium in 18 months — exceeded Year 1 target of $7M by 257% ($25M actual). Crossed $50M by end of Year 2.
• Recruited 30 of the Top 100 commercial brokerages within 90 days from existing network; all writing business by January 1, 2022.
• Managed a selective book averaging $200K per account (min $100K) across high-hazard verticals: last-mile delivery, healthcare, hospitality, manufacturing, and senior living.
• Achieved 25% hit ratio on last-mile delivery (vs. 15% other verticals) through a differentiated value proposition anchored by DHL's self-insured wearable success as proof point.
• Assembled lean tech stack (InsurePro, Zendesk, Zywave, Google Docs) to launch on borrowed infrastructure; led transition to Novidea at $45M for real-time pipeline visibility and cross-functional collaboration.
• Built regional team: VP California, Territory Directors (AL, CO), Inside Sales (KY); all tenured professionals with consultative joint-selling expertise.

• Designed targeted sales plans by broker segment; managed agency appointments and corrective actions.
• Departed to join Kinetic Insurance as employee #2 in a new MGU division alongside a former colleague leading underwriting.

• Drove premium growth from $65M to $311M in-force over 6 years while transforming profitability: combined ratio from >200% (2014) to operational profit (2016) and underwriting profit (2017).
• Expanded distribution from 45 agencies / 300 branches to 75 agencies / 500+ branches through selective, quality-over-quantity recruitment and disciplined cluster partnerships (ISU, UVIS, PIIB, United Agencies, Combined Agents of America).
• Scaled straight-through-processing (STP) portal from $250K to $32M — managed by a single underwriter — 100 eligible class codes (focused on the top 10 cleanly), instant quote-and-bind, up to $50K manual premium.
• Built verticalized distribution org: Directors for Small Business, Agriculture/Grocers, and Hospitality/Auto Dealers/Healthcare — each with 2–3 BDMs and inside-sales coverage for remote branches.
• Shut down submission email box (March 2016) and forced portal adoption with vertical-specific intake questions — clearance team shrank from 5 to 2; turnaround time improved; renewals cleared in minutes.
• Implemented Salesforce CRM with same-day automated monthly scorecards to branch and agency leaders; captured competitive intel on ~90% of large accounts (>$150K), feeding Chief Actuary rate studies by class code, premium band, and ZIP.
• Ran joint venture point-of-sale on middle-market and large accounts $250K–$1M+; brought PacificComp executives, in-house claims and legal, vertical expertise, and loss control to the broker table. Middle-market hit ratio moved from below 15% to over 20%.
• Executed 90-day distribution turnaround: 30-day diagnosis, 30-day KPI alignment, 30-day execution with daily huddles. Lowest performers exited within 6 months.
• Secured 25% of large policy renewals (>$500K) with commitments 60 days in advance through consultative co-selling and deep broker relationship management.
• M&A integration — target side: Joined the PacificComp executive team through Alleghany's late-2017 sale to CopperPoint Insurance. Stay agreement renewed for three years; retained the distribution organization, broker relationships, and book continuity through the integration. Distribution was a strategic asset CopperPoint specifically retained.
• M&A integration — acquirer side: Led the rollover of the Alaska National California workers' comp book onto PacificComp paper post-CopperPoint acquisition — re-papering, broker communication, claims continuity, and book retention through the transition.

• Doubled the California WC program and expanded nationally — geographic diversification into TX, NY, NJ, IL broke single-state concentration. Doubled in-force premium from $45M to $100M+ within 24 months.
• Built out a sub-wholesaler platform, recruiting other PEO/WC wholesalers and traditional wholesalers nationally. Created co-branded materials and training assets for each new distribution partner — scaling the original co-selling model without scaling internal headcount.
• Rebuilt the inside sales team — 10 BDMs in Jacksonville; reinstated education-first co-selling motion.
• Drove $30M–$45M in annual new business written against rising competition from entrants replicating the high-hazard PEO model; maintained production through broker education, regional travel ($150K+), and targeted email marketing.
• Grew submission volume from ~2,700 to ~5,000 annually with 55–60% quote rate; pioneered tactical quote timing (10–15 days before renewal) to improve hit ratio and reduce competitive shopping.

• Grew written premium from $20M to $150M (post-audit) in 2 years; expanded from 200 agencies / 500 branches to 400+ agencies / 1,000+ branches while increasing average premium from $28K to $45K.
• Implemented agency scorecard system; placed 100 agencies on structured success plans and terminated 50+ underperformers — concentrating capacity on franchise agencies that drove 60% of written premium.
• Designed offshore BPO model (India) for overnight account setup in Duck Creek — enabled 10–12 underwriters to process 20,000+ submissions annually by eliminating intake burden. Underwriters walked in to ready-to-work queues daily.
• Built inside marketing team of 4–5 reps for outbound follow-up, competitive intel collection, and quoting throughput. Intel data fed carrier rating and filing decisions.

• Built program from launch to $15M in WCP after Year 1 and $40M+ in-force within 24 months in a product most commercial brokers didn't understand — workers' comp bundled with payroll under a PEO co-employment agreement.
• Solved the broker-education problem killing early conversion: agents defaulted to traditional WC at 20-30% higher prices because they couldn't sell the PEO co-employment structure. Volume of submissions and quotes was high; win rate was not.
• Originated the joint venture point-of-sale model: personally co-presented with the agent on every complex account, phone or in person. "No one could sell the program better than me."
• Built a full broker-enablement system to scale beyond personal co-selling — audio, video, and PDF training assets (presentation guides, FAQ, objection handling, PEO contract walk-throughs), plus in-person regional trainings at community conference centers filling rooms of 50–100 agents at a time.
• Over time, trained agents became proficient enough to sell independently — and began training others. Closing ratio moved from 10% (Year 1) to 20%+ (Year 2).
• Grew from 0 to 200+ appointed retailers and 3 wholesalers in California.

"No one could sell our program better than we could." The joint venture point-of-sale framework originated here and has been re-applied across PacificComp middle market, Kinetic, and BSB.