Real Outcomes.Proven Results.

The Challenge

A national building envelope manufacturer operating 100+ sites across the US and globally had no unified enterprise risk management program. Risk data was siloed, insurance coverage was uncoordinated, and there was no direct relationship with their primary insurer.

The Approach

Designed and implemented a full RMIS-based ERM program from the ground up. Established direct liaison relationship with FM Global. Conducted site-level risk audits across the portfolio, identified critical gaps, and built a centralized risk reporting structure tied directly to COO, CFO, and CIO.

The Challenge

A global construction materials manufacturer faced a severe, long-standing risk problem involving deflagration explosion hazards across multiple manufacturing facilities. Previous attempts to resolve the issue had failed. The company's insurer, FM Global, had flagged the exposure as a critical concern.

The Approach

Applied engineering-based analysis to a problem that had resisted conventional risk management approaches. Designed and implemented multi-million-dollar CAPEX projects to eliminate the deflagration exposure. Worked directly with FM Global risk engineers on-site to validate solutions and achieve highly protective risk status.

The Challenge

A large turbine components manufacturer needed a comprehensive risk and safety overhaul. The facility operated with high-hazard activities — heavy industrial equipment, powered industrial trucks, elevated work, and energy isolation — with 600+ employees and multi-million-dollar construction projects running simultaneously.

The Approach

Conducted full risk assessment and implemented a layered safety program covering OSHA compliance, LOTO, confined space, PPE, rigging and lifting, scaffolding, and hazardous materials. Established contractor pre-qualification and onsite oversight. Implemented FMEA and RCA processes with direct reporting to senior management.

The Challenge

A national commercial enterprise lacked a coordinated insurance program. Coverage across Workers' Compensation, General Liability, Property, Cyber, EPLI, and specialty lines was fragmented, unaudited, and not aligned with actual risk exposures. Contracts were not being reviewed for risk transfer adequacy.

The Approach

Conducted a full insurance program audit across all lines. Identified coverage gaps, redundancies, and misaligned limits. Implemented a coordinated renewal strategy, established certificate of insurance verification protocols, and introduced contract review procedures to ensure proper risk transfer to vendors and contractors.

The Challenge

Multiple commercial clients were experiencing elevated Workers' Compensation costs driven by poor claims management, inadequate return-to-work programs, and lack of TPA oversight. Experience modification rates were trending upward, directly increasing premium costs.

The Approach

Implemented proactive claims management strategies including TPA oversight, early intervention protocols, return-to-work program design, and upstream hiring and safety practice improvements. Challenged questionable claims and managed litigation strategy to reduce reserve exposure.

The Challenge

An international manufacturing company operating across six countries needed a unified risk management approach that could handle diverse regulatory environments, currency-denominated exposures, foreign liability, and international workers' compensation — while reporting coherently to a US-based C-suite.

The Approach

Built a global risk management framework incorporating international insurance lines, foreign liability, and country-specific regulatory compliance. Established monthly C-suite risk reporting. Coordinated with FM Global across international sites and managed a $10 million self-insured deductible program.