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Peter H. Allen

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IVR Enrollment - Increase EngagementUse SHIFT+ENTER to open the menu (new window).

LifeMasters had members who after 8 attempts were not reached.  For each member not reached and enrolled in the program was lost revenue.  Is there an alternative method to the traditional enrollment process of have an agent reach the member?

IVR technology had never been tested at LifeMasters for engagement.  Technology had not been put in place to utilize a third party vendor for IVR.  The solution must show a good ROI and be in place in weeks.
Identified the opportunity, the measures of success, and outlined the ROI.  Implemented a plan to deploy the necessary technology, train the staff, and communicate the status on milestones.
Developed a comprehensive IVR campaign the enroll the members that have had 8 or more attempts.  Program would be complete automated and would enroll members with out every having a live agent involved.
  • Project exceeded established success factors by 100%. 
  • Cost of the program was 20% of the first months revenues. 
  • Enrollment was completed in a week vs. three to four weeks. 
  • An additional $100,000 in monthly revenue was generated.
Product To Market (PTM) Process Site RedesignUse SHIFT+ENTER to open the menu (new window).
Managing projects fro multiple product deployments was not consistent and did not provide a central view of the progress being made.  Each product had its own setup for housing and communicating progress.  Number one complaint was I do not know the status or stage the product is in.  a Product goes through 7 stages to launch and each stage has a "Go" or "No Go" review.  Not having a clear picture of what stage all your products are makes for a challenging environment to request and communicate that resources you will need from the other departments.
The main obstacle to over come was having the product team agree upon the standard PTM process.  Next was identifying the requirements and features that Products required for the new site.  Training was going to be needed for not only the Products team, but all other departments that were involved.  This turned out to be about every department. 
First step was to help Product agree upon the standard PTM process.  This took many meetings to work with all the members to understand how they work and what will be used as a best practice.  Next was the development of the requirements and features needed.  This involved key Product members, but also the feedback from the executive team to understand what is needed.
A project plan was developed and executed.  Prototypes were tested with user to make sure it met the needs and requirements defined.
The launch of the PTM site exceeded expectation and provided a new way to manage products through the PTM life cycle.  Results:
  • A dashboard was created to see the progress being made and what stage the product was in
  • Each product was housed in the same environment so that it was easy to navigate and find information
  • Information was linked to gather so that selecting a precess would only show the information associated.  Critical when product development can have many documents and finding the right document is critical
  • Reporting on progress was now simply navigating the PTM site and viewing the dashboard
PTM Process RedesignUse SHIFT+ENTER to open the menu (new window).
The Product to Market (PTM) process was taking to long to execute.  It was taking from 12 months to 30 months to complete.  Products were not getting to market in a timely manner causing problems with keep pace with the market and loosing revenue.
Many people were using different renditions of the PTM process.  For the company there was no consistent way to manage product development or know what stage the product was in the PTM process. 
To lesson the amount of time to deliver a product, to provide a consistent way to view progress and to manage the process consistently there were several change that needed to occur.
  1. An agreed upon PTM process must be mapped and communicated to the organization.
  2. Benchmarks needed to be identified for average time to complete a product
  3. A centralized site needed to be created to track and communicate the progress of products
In 8 weeks:
  • Identified a PTM process that all could follow
  • Developed a centralized site to manage products going through the PTM process
  • Communicate the new process and site to all departments
  • Cut down product development to 3 to 6 months.