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Wrong K. Armstrong?

K. Patrick Armstrong

Vice President, Business Development

Resource Pro LLC

HQ Phone:  (212) 297-3114

Direct Phone: (917) ***-****direct phone

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I agree to the Terms of Service and Privacy Policy. I understand that I will receive a subscription to ZoomInfo Community Edition at no charge in exchange for downloading and installing the ZoomInfo Contact Contributor utility which, among other features, involves sharing my business contacts as well as headers and signature blocks from emails that I receive.

Resource Pro LLC

1180 Avenue of the Americas 16th Floor

New York City, New York,10036

United States

Company Description

About ReSource Pro: Founded in 2003 with corporate headquarters in New York City, ReSource Pro is the leading provider of processing solutions for insurance organizations. The company has over 1000 employees who process more than 3500 tasks for over 135 client...more

Web References(19 Total References)


What We Do - TriPoint | Performance Based Insurance

www.tripointins.com [cached]

Patrick Armstrong, Business Process Consultant, ReSource Pro, LLC


www.agenciesonline.biz

Today I speak with K. Patrick Armstrong, Vice President of Business and Development at ReSource Pro, LLC.
Patrick joins me to discuss how to achieve profitability in your agency. Continue Reading


Management Team - ReSource Pro

www.resourcepro.com [cached]

Patrick Armstrong
VP, Business Development


www.tripointins.com

Patrick Armstrong, Business Process Consultant
ReSource Pro, LLC


www.insurancejournal.com

Some perception differences may be a function of differences in access to information about the agency, according to K. Patrick Armstrong, CPCU, vice president of Business Development at ReSource Pro and a former independent agency principal and reinsurance broker.
"The different access to information cuts both ways," Armstrong says. "Employees have less insight into management decisions, and managers may have less insight into day to day operational issues." Armstrong says it's sometimes difficult for management to get a true look at the impact of change "because to a certain extent employees are reluctant to share negative information." Armstrong cites an example of managers, feeling financial constraints, deciding not to replace an employee who leaves the agency. The pressure then falls on the remaining service personnel to turn around more daily work amid rising service expectations. These same employees may also be learning new agency management systems, carrier platforms, or revised procedures at the same time. "While all of those things, on paper, seem to make sense, managers may not get a true read from folks once those procedures and those changes have been put in place," Armstrong says. Armstrong sees the data as proving that, even though only a third of agencies attain 75 percent of SOPs or higher, those heights are achievable. "Can you do that for 100 percent of all the work that needs to be done? Maybe you can, maybe you can't, but certainly I think the goal should be for an agency to have a written procedure for nearly all the work that is done, if not all of it," says Armstrong. He recommends that an agency that has below 75 percent of its activities defined by a SOP should make getting up toward 75 or 80 percent a short term goal. Armstrong and Epstein see having SOPs as a significant E&O control measure but the survey responses cast doubt on whether agencies see SOPs that way. Epstein and Armstrong spoke with Insurance Journal's Andy Simpson in a recent interview to further explore the agency operations gap and what to do about it.


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