Description: The editorial reflects on the opportunities for professional and personal development involved in being a contributing editor for The Actuary.

Description: The April/May 2016 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: The December2012/January 2013 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.

Description: Editorial for the December 2012/January 2013 edition of The Actuary magazine discussing SOA’s Board of Directors’ practices.

Description: This article is about SOA looking for members who have an interest in the area.

Description: Book Review: Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy. 'The central thesis is that American corporations must radically redesign their work to survive in the 1990s.' A primer on how to reengineer is the latter half of the book. 'This is an interesting and provocative book...which leaves one wondering whether reengineering is the latest idea destined for the management theory junkyard.'

Description: Article Why He's Who He Is - A Conversation With John O'Connor in The Actuary, June 1979, Volume 13, Number 6

Description: In today’s increasingly competitive environment, one key to success is understanding, measuring, and managing the factors that drive one’s business. Most traditional financial measures, such as net income or return on equity, are myopic lag indicators that tell us where we have been while saying little about where we are headed. How do we know whether our current actions are creating future value? This article discusses 'the balanced scorecard,' a tool created by Robert Kaplan and David Norton which seeks to identify and measure key business drivers by supplementing financial data with measurements from three additional perspectives: customer, internal business processes, and learning and growth.

Description: As the pace of consolidation accelerates and competition increases, profitability pressures are intensifying. Life insurers must continually search for new ideas and techniques to gain marketplace advantage. An issue facing insurance organizations is who should develop and perform the customer profitability analysis. Perhaps the best people to address this issue are the actuaries. This article discusses four major issues actuaries must consider in defining an appropriate customer profitability metric.

Description: The February/March 2014 edition of The Actuary magazine—the Society of Actuaries’ flagship publication.