About
Background
15 years at Allstate, from FP&A for its $1.2B technology organization to the workforce, real estate, and delivery analytics behind its multi-billion-dollar Transformative Growth and the launch of ASC, its new direct-to-consumer insurance product. Since July 2025 I’ve run Jared Holzman Analytics. I’m open to business intelligence, analytics, decision support, FP&A, workforce analytics, and transformation roles: full-time, project, or fractional.
Enabled $244M in annual real estate savings. Led location strategy analytics across 150+ corporate sites for a 67% reduction in office footprint, and supported the $230M+ sale of the Northbrook headquarters. My model for an SVP-led COVID-19 task force showed only 3-5% of employees needed to be on-site.
Produced the forecast the board used to commit to ASC’s launch date. Designed Agile forecasting from scratch, combining Scrum velocity and Kanban throughput with productivity assumptions across every delivery team.
Partnered with the CFO on location strategy and organizational design across 55,000+ resources. Built the Enterprise Resource Strategy platform tracking headcount, roles, relocations, and severance across 20+ business units, and modeled the workforce capacity and funding scenarios for Transformative Growth’s early feasibility work, presenting the findings to Bain & Company.
Identified $4.4M in savings across $330M+ in technology spend. Supporting Allstate’s $1.2B technology organization, built the forecasting and reporting for that spend and $185M+ in PMO, Security, and Risk Management workforce spend, and found the savings through software usage analysis and contract optimization.
Architected Allstate’s first end-to-end Agile delivery analytics platform. Used by 10,000+ tech users; program-wide average sprint velocity rose 33% as teams adopted it. Also authored the business case for enterprise adoption of Digital.ai Agility; the rollout realized $710K a year in savings.
Stood up enterprise analytics for a new direct-to-consumer product. Built a 10+ metric KPI framework and ZIP code-level geospatial analysis in ESRI ArcGIS to benchmark ASC against legacy products across markets and product lines.
I spent nearly 15 years at Allstate solving problems that didn't have obvious owners, the kind where the answer required building something that didn't exist yet.
It started in FP&A for Allstate’s $1.2B technology organization, where I built the financial infrastructure that gave senior leadership their first real visibility into $330M+ in enterprise hardware and software spend: vendor asset portfolios built from raw purchase order data, and automated executive decks that pulled SAP actuals and cut a multi-day monthly process to hours. Headcount forecasting for another $185M+ in workforce spend connected people costs to spend decisions. Software usage analysis with Procurement surfaced $4.4M in savings. The goal was a foundation the organization could actually make decisions from.
From there I moved into workforce strategy and analytics in 2014, working directly alongside the CFO on location strategy and organizational design. When Allstate set out to reinvent itself as a low-cost digital insurer through Transformative Growth, that work put me inside the transformation. Early on, I modeled workforce capacity and funding scenarios and presented the findings to Bain & Company for executive go/no-go decisions.
The restructuring came next, under the company’s Enterprise Resource Strategy (ERS). I built the headcount tracking, location modeling, severance forecasting, and real estate analysis that guided decisions across 55,000+ resources and 150+ corporate sites.
When COVID-19 hit, that foundation proved its value immediately. Selected for an SVP-led task force, I coordinated critical role designation across every business unit, a structured forecasting exercise that determined only 3-5% of employees required on-site presence. The work across ERS and the COVID task force enabled a 67% reduction in office footprint and $244M in annual real estate savings, and supported the $230M+ sale of Allstate’s Northbrook headquarters.
What Transformative Growth was building toward was ASC (Affordable, Simple, Connected), Allstate’s new direct-to-consumer insurance product. Getting there meant moving technology delivery from Waterfall to Agile at enterprise scale.
That shift created an immediate problem. The reporting infrastructure that existed was built for Waterfall, and Agile requires a completely different set of KPIs. There was no Agile reporting platform. I built one, starting with an interim Excel and PowerPoint scorecard that became senior leadership’s primary delivery report, then scaling to Allstate’s first end-to-end Agile delivery analytics platform in Power BI, used by 10,000+ tech users. Program-wide average sprint velocity rose 33% as teams adopted it.
The program had no clear picture of who was building ASC. I built a workforce visibility platform tracking 1,000+ contributors across 100+ teams by role, capability, and business unit, so leaders could spot staffing gaps and know who to engage for each workstream.
Leadership also needed a launch date it could commit to, and no Agile forecasting existed. I designed a forecasting model combining Scrum velocity and Kanban throughput with productivity assumptions across every delivery team, and the board used its forecast to commit to ASC’s launch date.
Building the platform also surfaced a significant data quality problem. Agile tooling data was inconsistently maintained across teams, undermining delivery metrics and forecasting. I worked with the tooling team to enforce required fields in Digital.ai Agility and built a data-validation report for Scrum Masters to resolve issues as they arose. From that same tooling data, I devised a timekeeping methodology that became the foundation for automation saving $3M+ a year.
Once ASC launched, the work shifted again. I built the analytics for ASC product performance: a 10+ metric KPI framework and ZIP code-level geospatial analysis in ESRI ArcGIS, giving executives a direct comparison of ASC against legacy products across markets and product lines.
Across the ASC years, I also mentored fellow analysts, setting the Power BI and data standards they built to, reviewing their work before release, training and onboarding new analysts, and running cross-team working groups.
Concept to market, I was there for every chapter. The problems were complex, the scale was real, and the work had to hold up.
Everything above took the resources of a Fortune 100 to pull off. Today, through Jared Holzman Analytics, I offer that same capability to organizations that don't have them, delivered by directing AI agents. On my Cannabis Markets Intelligence Platform, reviewer agents check the figures, release-blocking data tests halt publishing when the data fails them, and nothing ships outside the standing rules I set. Same discipline, same standard. That's what I bring to your organization.
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