William T. Dunne
Longmeadow, MA 01106 Home: 413.565.4422
www.linkedin.com/in/BillDunne27 BillDunne27@Gmail.com Mobile: 413.519.1122
Sales Executive with extensive experience developing and implementing strategies to capitalize on emerging
growth and profit-generating opportunities in highly competitive markets.
Dynamic Leader with demonstrated ability to build and motivate sales teams and turnaround under
performing sales organizations by effectively transforming organizational culture.
Top Producer with successful track record of cultivating and maintaining strong customer relationships
through commitment to sales quality and service.
Change Agent with broad experience reengineering and streamlining business processes in order to increase
productivity and reduce expense.
Organizational Leadership Strategy Development
New Business Development Financial Analysis & Metrics
Sales Effectiveness Business Process Improvement
Aetna 5/2011 – Present
Senior Vice President of Sales, Account Management, Business Development & Sales Operations
Aetna Student Health is a full-service insurance broker and administrator that delivers high quality, innovative
and competitively priced health insurance programs for college and university students. Aetna Student Health is
the market leader in providing coverage for more than 500,000 undergraduate and graduate students at
As the Senior Vice President of Sales and Account Management representing over $500 million in revenue and
a staff of 5 vice presidents and over 60 personnel, responsibilities included setting the sales vision and strategy
to drive top line growth, market expansion, and product diversification distributed by consultants, brokers, and
on a direct basis.
Successfully turned around under performing sales organization, which led to a company record high in
new business sales of $65M versus prior year of $9M, resulting in a 722% improvement. Exceeded
ancillary product (dental, vision, life, pharmacy, and intercollegiate sports) sales targets, which
included a breakout year for new business Intercollegiate Sports programs that generated 14,000
members compared to 1,600 the previous year, resulting in a 875% improvement. Sold largest single
case in company history representing over 151,000 members.
Developed a segmented sales and retention strategy which aligned customer needs with company
capabilities, talent, and service model. Strategy allowed customized service to strategic clients and low
cost options to small segment clients.
Re-engineered and automated new business and renewal sales process by implementing
Salesforce.Com and executing best practices focused on differentiating company capabilities to better
position proposals. The new strategy and process generated 180 proposals versus historical average of
60, representing a 300% improvement, proposed over $365M in premium versus historical average of
$192M, and doubled number of new business sales. Improved client retention strategies resulted in
94% (2011) and 88% (2012) retention rates.
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Re-structured new business and account management organizations. The new business organization changed
to a local, market based consultative approach focused on building strong relationships and pro-active
solicitation, which resulted in increased sales activity and close ratio. The account management resources
were re-aligned by talent leading to 100% renewal rate of strategic accounts and a more efficient
Built Sales Operations unit to execute proposal process, which improved sales productivity, proposal
quality, finalist presentations, reporting and compliance.
Re-designed incentive compensation plans to align goals, reward success and drive desired results.
EmblemHealth, Commercial Business New York City, NY (4/2009 – 4/2011)
Regional Vice President of Existing Business Sales and Account Management
EmblemHealth, through its companies Group Health Incorporated (GHI) and HIP Health Plan of New York
provides PPO, EPO, HMO programs as well as prescription drug, vision, and dental plans to over 2.8 million
people across all 50 states.
As the Regional Vice President of Account Management with 5 Directors and 47 staff, responsibilities included
client retention, growth, and profitability for large, middle market, and small group segments.
Developed vision and transformational strategy for the Account Management function with the goal of
improving retention and competitive capabilities. Strategy led to exceeding retention goals in the
middle market/large group by 108% and small group by 129%
Re-aligned team by sales channel (consultant, general agent, broker, and small group) which improved
distribution channel satisfaction and retention results by segment.
Re-built sales leadership team and hired leaders focused on developing effective strategic plans,
consistently executing proven sales disciplines, and driving results. Changes led to a culture of
coaching, learning and development.
Designed and implemented a web-based renewal system for small group business, which eliminated
manually paper driven system and automated large group renewal process. The automated solutions
significantly improved productivity, profits, and the customer experience.
HealthNet of the Northeast, Commercial Business (8/2007 – 4/2009)
Regional Vice President of Sales and Account Management
HealthNet of the Northeast was a subsidiary of HealthNet of California that provided HMO, EPO, POS, and
PPO products across all customer segments to over 550,000 members within Connecticut, New York, and New
As the Regional Vice President of Sales and Account Management with a staff of 6 Directors and over 80 sales
executives, responsibilities included new business and client retention to small and middle market employers
within the Tri-State region. In 2009, United Healthcare acquired HealthNet of the Northeast’s business.
Exceeded small group and middle market net membership goals by 108%.
Improved middle market client retention by 13%
Developed distribution channel segment strategy, which resulted in lowering channel costs and
improving channel penetration.
Implemented a disciplined sales process focused on pipeline management and driving results that led to
high close ratios and client retention.
Transformed the sales organization to a results-based management system through the introduction of
metric management, scorecards, and other quantitative measure.
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Developed strategies to foster top-to-top (C-level) relationships and formed productive Broker
Advisory Councils in all three markets.
ADVO Inc (acquired by Valassis Communications in 2007) (7/2004 – 7/2007)
Vice President of Business Development
Valassis Communications operates as direct to consumer marketing services company utilizing digital and print
As the Vice President of Business Development, responsibilities included developing and implementing
effective sales strategies across the national and field sales organization. Responsible for identifying and new
market opportunities and developing success strategies to turn around under performing markets.
Produced $30.4 million of incremental revenue, which was a 57% improvement over prior year.
Opened new Southern California market place.
Hand picked by CEO to reverse negative profit trend for marquee product, which resulted in a 25%
improvement in operation profit.
Identified new business growth opportunities, including new sales channels and categories. Penetrated
General Motors Corporation, which resulted in a new automotive category.
ADVO (5/2003 – 6/2004)
Vice President of Strategic Sales Planning and Development
As the VP of Strategic Sales Planning and Development, responsibilities included implementing new breakout
growth strategies, including re-structuring the sales organization, compensation programs, and process
Developed and enabled strategies to improve sales productivity through process, skill, and people
initiatives resulting in double digit year over year growth in four consecutive quarters.
Implemented a sales management model focused on critical sales disciplines for sales leadership and
sales executives, which led to a winning/positive sales culture promoting accountability and
Re-structured the sales organization to better align top talent and resources to maximize revenue
opportunities with strategic clients. Re-designed compensation and incentive programs.
Developed and implemented strategies to identify and upgrade talent across sales organization.
CIGNA HealthCare, Commercial Business (1/2001-5/2003)
Regional Vice President of Sales and Account Management
CIGNA is a global health services company with more than 70 million customer relationships worldwide.
CIGNA provides integrated healthcare, related plans and service, and proven health and well-being programs.
As the Regional Vice President of Sales and Account Management responsible for 5 markets, 7 directors with
over 100 sales representatives, 680,000 members and $2 billion in revenue, responsibilities included developing
the regional sales strategy, distribution strategy, product development and positioning, consultant/broker
development, and client retention strategies for national, middle market, and small group segments.
Led sales turn around plan resulting in a 257% revenue improvement over prior year.
Rebuilt sales management team and implemented a process focused on accountability, business
development strategy, execution, skill development and performance standards.
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Created an externally focused sales culture resulting in a 3% improvement in client retention, 107% of
new business sales goal, 14% increase in quote activity, 4% increase in close ratio, and a 357%
increase in specialty products over prior year.
Implemented web-based contact management system to assess total market opportunity, direct
prospecting programs, reporting and pipeline management.
Successfully implemented a people strategy resulting in a cultural change focused on sales, customer
service, skill development, and expansion of sales resources.
CIGNA HealthCare, Sales Transformation – Sales Effectiveness (1/2001-5/2003)
As Vice President leading the Sales Transformation project, responsible for re-engineering and standardizing
the sales organization and processes for 1,700 Management, Sales and Service personnel across 40 offices
nationwide. The initiative resulted in an increase in profits of $21 million.
Launched and orchestrated the largest product, service, and technology introduction in company history
which significantly increased the efficiency and effectiveness of the sales organization.
Identified and created best practices, sales systems and tools which improved sales effectiveness,
efficiencies and customer experience.
Established consistent corporate wide metrics allowing the company to target problem areas and
CIGNA HealthCare, Medicare Business (1/2001-5/2003)
Market Leader, Senior Business Segment
As the Market Leader for the Senior Business Segment, responsibilities included managing profit and loss for
Medicare HMO business unit from start-up to closure. Built and led a team responsible for Sales, Marketing,
Enrollment, Claim, Customer Service and Provider Contracting.
Developed and launched a competitive business unit that consistently exceeded earnings plan, sales
plan, gained dominant market position (90% market share), and achieved lowest cost per sale
Award Consumer Reports "Best Buy" (Sep 1998), recognized by members as the 'best possible health
plan" (CAHPs Survey), and awarded highest possible grades by employees within the unit (CIGNA
Employee Survey '99).
Built highly productive Direct to Consumer sales team, tele-sales team, and Group Retiree sales staff
Tufts Associated Health Plans, Waltham, MA (1990 – 1995)
Regional Sales Manager, Secure Horizons (Medicare) 1994-1995
Regional Sales Manager, ManagedComp (Worker’s Compensation) 1992-1994
Sales Executive, Middle Market (Commercial Business) 1990-1991
Northeast Sales Manager, IBM Business Partner, Atlanta, GA 1989-1990
Sales Executive, Contel Business Systems, Dedham, MA 1985-1989
Master of Business Administration, Suffolk University, Boston, MA 1990
Bachelor of Science, Accounting, Villanova University, Villanova, PA 1985