Joseph Barusch

Experience

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  New York Jets

  Jul 2012 - Aug 2012

  Event Management Intern

  • Grasped an understanding of time-sensitive tasks as well as advertising and inventory on a large scale• Involved in a variety of tasks including: setting up field equipment, managing and assisting fans and their families, and supporting in security procedures for the personnel

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  Ameriprise Financial Services, Inc.

  Jan 2013 - May 2013

  Financial Planner Intern

  • Reviewed and analyzed portfolios constructed by certified financial planners• Learned the basic foundations of financial planning, which included the following; Stock market investments, IRA's, Asset Allocation, Health Insurance, Taxes, Home Insurance, Life Insurance, 401k's, Debt Management, etc.

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  The Walt Disney Company

  Jun 2013 - Jan 2014

  Merchandising Intern at Walt Disney World Parks and Resorts

  • Engaged with guests to ensure a worthwhile experience through extraordinary guest service• Regulated inventory when necessary in order to guarantee that all available merchandise was presented to guests for purchase• Reorganized the store by analyzing merchandise popularity and consumer habits

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  GEICO

  Jan 2014 - now

  Main responsibilities: • Improve the training and onboarding experience for all service associates joining GEICO. This includes but is not limited to bringing new technology to accelerate learning, enhancing organizational structure to improve business agility and effectiveness, working cross-functionally to define OKRs and maximizing acquisition strategy to improve hiring quality. I currently oversee 10 managers, 80+ supervisors and over 2400 new associatesMain accomplishments:• Spearheaded a flexible work environment initiative, coordinating comprehensive analysis, ideation, logistics and strategic communication on an enterprise level, saving ~486 associates annualized and ~$7.8M in turnover cost • Introduced a director structure to three peer directors, leading to ~$2.2M in performance enhancements and a 21-point improvement in overall percentile for new hire managers • Illustrated exceptional talent development by promoting 50% of our manager staff • Restructured our organizational structure to eliminate unnecessary management hand-off and strategically staff based on turnover scaling, saving 36 FTEs / ~$3.1M annually • Realigned hours of operation, reducing salary overhead by ~$630k and employee turnover cost by ~$330k • Delivered superior culture and engagement scores in the ALS (associate listening survey), achieving an overall satisfaction score 32pts above operations and a strong management score 13pts higher than operations • Sponsoring the Digital Supervisor Project Plan, partnering with product and IT to leverage LLM technology to enhance supervisor ratios and revolutionize our evaluation and workflow strategy over the next several years • Project contributor to the job architecture initiative, responsible for developing and executing a multi-year transformation strategy to transition service business operations into a multi-line approach Show less Main responsibilities: • Military-strategically improve the military operations, actions ranging from partnering with marketing to improve brand awareness to working with pricing for stronger segmentation with the end objective to maximize policyholder growth• Policyholder retention- maximize policyholder retention by partnering with product and IT to create modeling and specialized handling that prioritizes high value cohorts, redefining KPIs to drive stronger business alignment and building out automation workflows to improve digital containment• Led 6+ managers, 50+ supervisors and between 400-600 associatesMain accomplishments: • Led the design/implementation of innovative new policyholder segmentation and retention strategies • Improved the 62-day retention rate of the company’s most profitable cohort by 8pts while intentionally reducing the retention of 60k unprofitable policies, saving ~$16M • Centralized the policyholder retention unit to improve economies of scale, saving ~$1.1M in salary costs • Utilized data-driven insights to improve state call routing, retaining 2,650+ customers (~$5.3M in premium) • Saved ~$4.4M in salary costs by redesigning the virtual assistant process to eliminate 518K annual customer contacts • Devised a flexible, automated process to reduce salary costs during overstaffed periods within GEICO's Service, Sales, and Claims units—leading to ~$4.5M in savings within three months • Eliminated non-value-added tasks and automated duplicative workflows through a detailed data-driven workflow analysis, reducing overhead by ~$2.5M • Spearheaded key workforce management initiatives during 2022 and 2023, improving staff capacity by over 150 people and service level by 22pts from the 2021 baseline • Received top performance reviews during tenure, ranking #1 director in 2022, 2023 and 2024 Show less

  • Underwriting Director

    Feb 2025 - now

  • Service Training & Orientation Director

    Jul 2023 - Feb 2025

  • Service Director -Military, Policyholder Retention and Virginia Auto Operations

    Jun 2019 - Jul 2023

  • Regional Sales Manager

    Apr 2017 - Jun 2019

  • Performance Monitoring Supervisor

    May 2016 - Apr 2017

  • Transition Supervisor

    Mar 2016 - Apr 2016

  • Regional Sales Trainer

    Dec 2015 - Mar 2016

  • Sales Supervisor

    Jul 2015 - Nov 2015

  • Mangement Development Program

    Jan 2014 - Jun 2015