Pollack Consulting

[Chris]

LarryPollack is principal at LIP Consulting LLC, a fellow of the Society of Actuaries, an enrolled actuary, a member of the American Academy of Actuaries, and a fellow in the Conference of Consulting Actuaries.

Pollack's career includes more than 20 years in the actuarial consulting industry and nine years in the asset management industry. He is an active volunteer for several Society of Actuaries (SOA) working groups and co-authored a working paper on applying financial economics to public pension plans presented at the 2015 SOA investment symposium.

EXECUTIVE ASSESSMENT AND DEVELOPMENT.

A well-functioning organization must measure the effectiveness of its management and then choose the most qualified for leadership. SPECTRUM OED will help identify those leadership skills that are crucial for a particular job. Assessment is carried out through the integration of personal interviews and standardized instruments. The particular strengths of management and areas for future growth will be analyzed to enhance undeveloped skills.

BUILDING EFFECTIVE WORK RELATIONSHIPS.

Establishing the right environment for organizational and personal balance is critical for creativity, productivity, work quality and job satisfaction. When problem relationships are not addressed, the work group can become stuck. SPECTRUM OED can help your organization focus on that balance by integrating conflicting forces and building more effective work teams.

FEEDBACK AND EVALUATION.

Adequate and timely feedback to employees is an essential element for an organization to function efficiently. SPECTRUM OED can provide your organization with tools for performance appraisal and assessment for development for both middle and senior management teams. We are able to provide 360 degrees feedback through interviews and standardized instruments.

SEMINARS AND PROGRAMS.

Every organization has needs for specialized programs to address their specific problems. SPECTRUM OED can provide these seminars on a variety of topics such as "Leadership in a Changing Organization," "Building Effective Teams and Work Groups," "Performance Appraisal," "Balancing Work and Family," and the "Dynamics of Leadership."

The principal partners of SPECTRUM OED are all faculty members of the Harvard Medical School. They were affiliated with the Center for Creative Leadership in Greensboro, North Carolina for the development of a program for executive couples and for many years, on the consulting and teaching staff of a Boston based executive development institute.

Carol Pollack is a seasoned financial and operations executive with extensive experience with strategic planning, organizational infrastructure design, development and management, and Board conduct and communication. She has held senior financial management positions in major nonprofit organizations, and finance and operations positions with regional, national, and international corporations.

In addition to finance and technology, she has directed the human resource function including benefits and compensation design and implementation, creation of company policies and related procedures, development and implementation of performance management programs, orientation activities, and training and development. In a consulting capacity, she has performed financial and human resource functions for nonprofit and start-up organizations.

I have also been running a part time auto consulting business called Wilson Auto Consulting which I have been running since 1999 where I bring potential sales customers into dealerships and once they purchase a vehicle I get paid a referral fee from the dealership. Along with that business I am now also running a part time model car business by selling and buying model cars on eBay. I use special talking software for my computer needs and it is called Sarteck system access to go. It has opened a whole new world for me since it talks as I type letters and reads audibly to me what is up on any website on the internet as well as allowing me to read and send emails to anyone.

Thanks so much for your note, and I admire your determination. You can do anything you want in spite of your vision loss, including a career in the automobile business. We are both fortunate today to the extent that there is marvelous technology that allows us to perform functionally as a fully sighted person.

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Purpose: This paper sought to describe how clinicians from different backgrounds interact to deliver integrated behavioral and primary health care, and the contextual factors that shape such interactions.

Methods: This was a comparative case study in which a multidisciplinary team used an immersion-crystallization approach to analyze data from observations of practice operations, interviews with practice members, and implementation diaries. The observed practices were drawn from 2 studies: Advancing Care Together, a demonstration project of 11 practices located in Colorado; and the Integration Workforce Study, consisting of 8 practices located across the United States.

Results: Primary care and behavioral health clinicians used 3 interpersonal strategies to work together in integrated settings: consulting, coordinating, and collaborating (3Cs). Consulting occurred when clinicians sought advice, validated care plans, or corroborated perceptions of a patient's needs with another professional. Coordinating involved 2 professionals working in a parallel or in a back-and-forth fashion to achieve a common patient care goal, while delivering care separately. Collaborating involved 2 or more professionals interacting in real time to discuss a patient's presenting symptoms, describe their views on treatment, and jointly develop a care plan. Collaborative behavior emerged when a patient's care or situation was complex or novel. We identified contextual factors shaping use of the 3Cs, including: time to plan patient care, staffing, employing brief therapeutic approaches, proximity of clinical team members, and electronic health record documenting behavior.

Conclusion: Primary care and behavioral health clinicians, through their interactions, consult, coordinate, and collaborate with each other to solve patients' problems. Organizations can create integrated care environments that support these collaborations and health professions training programs should equip clinicians to execute all 3Cs routinely in practice.

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Pollack (left) comes to FMI after founding Pollack Consulting, a full-service government affairs, advocacy and communications consulting firm providing strategic advice on issues ranging from international trade, health care and taxes to retail commerce, supply chain and labor. She also served as VP for Horizon Government Affairs and, before that, as VP of government affairs at the Retail Industry Leaders Association (RILA). To FMI, Pollack also brings congressional experience, including as legislative director for Rep. E. Clay Shaw Jr. (R., Fla.) and senior legislative assistant for Rep. Jim Nussle (R., Iowa).

"We are looking forward to having Steven at the helm, and I'm very confident in his ability to lead the stellar team at Gen II and drive not only our Firm's success, but also the success of our clients," said Mr. Alecia.

Mr. Luongo has joined Gen II as Chief Administrative Officer. Prior to joining Gen II, Mr. Luongo founded MJ Management Solutions, a business management consulting firm. He previously held executive level roles at CLS Bank, Cognizant Technology Solutions, UBS and American Express, providing strategic and operational expertise to optimize organizational effectiveness, efficiency, and employee experience. Mr. Luongo holds a B.S. in Business Administration from the University of Nebraska-Lincoln and an MBA from Pace University.

About Gen II

Gen II is a leading fund administration provider focused entirely on serving private capital asset managers and investors. Since its inception in 2009, the company has become one of the largest independent private capital fund administrators, with more than $850 billion of private fund capital under administration. Gen II offers private fund sponsors a best-in-class combination of people, process, and technology, enabling GPs to manage their operational infrastructure, financial reporting, and investor communications most effectively. For more information, please visit www.gen2fund.com.

Which academic or extracurricular achievement are you most proud of during business school? The extracurricular achievement that I am most proud of is my work with the Boeing Center for Supply Chain Innovation. The Boeing Center is one of the experiential learning hubs at Olin. It connects companies in St. Louis with student consulting teams at WashU Olin and allows students to apply their skills to real business problems.

Who was your favorite MBA professor? My favorite MBA professor is Peter Boumgarden, PhD. Peter wears many hats at WashU Olin. He is the Koch Family Professor of Practice in Family Enterprise and the Director of the Koch Family Center for Family Enterprise. Until recently, he was also the Academic Director of the Center for Experiential Learning.

As he balances these obligations with his teaching obligations, he manages to drive impact for students outside of the class. Starting day one of our curriculum, Peter helped organize a group run during which professors and students had the chance to mingle while exploring Forest Park. During my first semester, Peter helped me white-board and articulate my professional objectives as I was going through the recruitment process. Over the summer, as COVID-19 altered the format of most internships, Peter mobilized St. Louis companies and the university to offer student consulting projects.

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