Continuous Improvement Analyst III

Continuous Improvement Analyst III

Purpose

A Continuous Improvement Analyst III initiates, leads, and deploys continuous improvement engagements end to end, from opportunity identification through production deployment, while serving as the department's primary liaison for cross-functional and enterprise-level process work. This role carries the greatest independent ownership within the analyst track, translating ambiguous business problems into measurable operational improvement.

Core Responsibilities

• Engagement Leadership: Initiates, plans, and manages continuous improvement engagements from preparation through post-engagement assessment, applying facilitation, presentation, and documentation skills throughout.
• Process Optimization Ownership: Evaluates process flows for improvement, identifies objective functions and constraints, and crafts strategies that improve organizational efficiency and reduce operational cost.
• Enterprise Coordination: Assists with business process and enterprise-level projects in a planning, initiation, analysis, and evaluation capacity, realizing change impacts across upstream and downstream stakeholders.
• Advanced Analysis and Reporting: Conducts data analysis and process mapping to identify obstacles and opportunities, monitors the effectiveness of implemented changes against key performance indicators, and adjusts recommendations accordingly.
• Deployment Accountability: Executes approved recommendations through to successful production deployment and confirms that expected benefits are realized.
• Stakeholder Engagement: Updates stakeholders regularly on engagement decisions, gathers feedback and concerns, and serves as department liaison for audits, timing studies, training, and coaching. Serves as a formal liaison with the host business unit for questions, clarity, and concerns.
• Automation Enablement: Applies working knowledge of robotic process automation, workflow design, and analytics to inform solution recommendations where automation is a viable improvement path.
• Production Oversight: Maintains a smaller, targeted production contribution while ensuring it does not compromise the quality of improvement engagement work.

Experience and Qualifications

• Bachelor's degree or equivalent experience in the insurance industry, with extensive experience in operational process work spanning multiple departments.
• Extensive knowledge of Americo's business process systems and formal system testing and process-improvement concepts and philosophies.
• Demonstrated ability to assess a process or problem accurately, develop an effective recommendation, and execute it through to successful, benefit-realizing deployment.
• Ability to manage and facilitate others toward a shared objective, working through people across departments without direct supervision.
• Working knowledge of data analytic tools and production automation alternatives, including robotic process automation and workflow development.
• Strong written and verbal communication skills for engaging stakeholders at all levels, including department and enterprise leadership.

Decision Making Authority

• Independently determines the scope, strategy, and sequencing of continuous improvement engagements, including which processes to prioritize.
• Owns the deployment decision for approved process changes and is accountable for confirming that expected benefits are realized in production.
• Facilitates cross-departmental decisions on behalf of the Continuous Improvement function without requiring supervisor involvement in day-to-day facilitation.
• Escalates only enterprise-level policy commitments or decisions requiring executive sponsorship or capital investment.

Americo Values in Practice

• Promote Innovation: Identifies and champions process automation and workflow redesign opportunities that were not previously considered viable.
• Stretch without Fear of Failure: Takes ownership of engagements with ambiguous scope and no established precedent, committing to a recommendation and standing behind its deployment.
• Embrace Change: Leads colleagues and business partners through process change as a source of opportunity, rather than treating it as disruption to be managed.

Leveling Signals

• Independently carries an engagement from initial scoping through production deployment without requiring a senior analyst or manager to direct the approach.
• Is sought out by other departments as the go-to resource for evaluating process risk and improvement opportunity, without prompting from leadership.
• Demonstrates the vision to plan improvement work on a large scale, connecting individual process fixes to broader organizational efficiency goals.