The expertise that drives better claims outcomes

At Crawford Global Technical Services (GTS), curiosity is more than a personal trait; it is a disciplined way of approaching complex problems. The GTS Operations and Leadership team share a mindset centered on asking “how” and “why.” How can client needs be met most effectively through adjusters’ expertise and operational support? Why does a process exist, why does a client expect a certain outcome, and why did a result unfold as it did? As a division that manages major and complex claims, this mindset shapes every aspect of the work, from how claims are handled to how data is managed and teams are developed. It has allowed GTS to manage technically demanding claims with the precision and steadiness that define its reputation across the industry. Crawford GTS and their expert major and complex loss adjusting staff sit

at the center of some of the most complex losses in the world: catastrophes, infrastructure failures, and commercial property and specialty events that require speed and precision across continents. Its teams combine adjusters, engineers, accountants, and technical specialists who work under conditions where timelines are tight and expectations are high. In that environment, execution and curiosity become practical. It keeps adjusters, operations, and leadership alert to small but important details that are impactful to the outcome of a claim. It also shapes how the organization develops people, provides career mobility, measures progress, and maintains consistency across a wide global footprint.

Vice president of operations for performance management Jason Koch emphasizes, “As leaders in the complex large-loss insurance sector, GTS continues to strengthen its capabilities through the development of new tools and the refinement of existing technologies. Thanks to the skill and dedication of the staff, the results consistently reflect what clients need most. Their expertise drives outcomes, while operational leaders work behind the scenes to provide steady support and structure.” For director, GTS operations Lindsey Lomax, who began her career in workers’ compensation, that framework is what links detail to trust. “Each role expanded my knowledge of how the pieces fit,” she says. “From data intake to examiners to finance to reporting. The puzzle only works when every piece is strong.” Her focus on clean data for complex programs has reduced rework and made financial reporting more dependable for clients.

Spotlight

Turning expertise into structureThe work of GTS depends on the combined approach of the adjusting team and the operational support that provides a backbone to the division. The team manages large and complex losses – timing, investigation, analysis, documentation, communication, and coordination can determine both cost and client trust. At its core, the product GTS delivers is the professional expertise of its adjusters – the ability to interpret, analyze, and manage complex losses with judgment that only experience can bring. Behind the technical expertise sits a team that is committed to a constant effort to refine processes at every stage of a claim. The people leading that work have learned, often through very different career paths, that a combination of expertise and operational precision is what ultimately drives better outcomes. Michael Wynarczuk, vice president of GTS operations, programs, has spent two decades refining that approach. He began his career on the carrier side and learned early that coordination and expertise combined are key. “There are so many different aspects to starting a project (or a claim),” he says. “Systems, engineering, finance, and administration all need to connect with the right adjusting skill for positive outcomes. When we plan for the data from day one and listen to it, we move to deliver a better product, not just a faster one.” That commitment to structure lies at the core of the GTS model. Managing large losses requires more than speed; it calls for the precision and depth of top-tier adjusting expertise. The team’s processes do not merely support the final claim outcome. They make it possible by structuring every stage to be deliberate, efficient, and focused on the client.

Crawford & Company® is a leading global provider of quality claims management and outsourcing solutions serving clients in more than 70 countries. For over 80 years, our unique ability to combine innovation and expertise has advanced our purpose to restore lives, businesses, and communities across the globe. Within Crawford sits Global Technical Services (GTS), the large and complex commercial loss adjusting division. Crawford GTS is comprised of some of the most experienced team of strategic loss managers and technical adjusters in the industry. More information is available at www.crawco.com.

Company Profile

$18B

VALUE OF CLAIMS MANAGED ANNUALLY

30+%

CRAWFORD GTS DIVISION TEAM GROWTH

45%

BOARD REPRESENTATION OF MINORITIES AND WOMEN

56.8%

PROPORTION OF WOMEN ACROSS THE COMPANY

WOMEN ON BOARD OF DIRECTORS FOR 3+ YEARS

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“It can be overwhelming to enter a large organization. Here, executive leaders worked with me directly and set clear expectations. No sink or swim. We’re in the boat together”

Lindsey Lomax, Crawford GTS

“Crawford has always invested in people. Technology matters, but it works because people know how to use it”

Ashley Molony, Crawford GTS

Karen Adams

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Karen Adams

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Published Nov 17, 2025

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Ashley Molony

Michael Wynarczuk

Lindsey Lomax

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Inside Crawford GTS’ disciplined approach to managing complex losses through structure, mentorship, and the practical use of data

IN PARTNERSHIP WITH

Ashley Molony VP, client services & administrative operations

20 – transitioned from managing an art gallery / home decor store to P&C claims!

Years in insurance

Lindsey Lomax Director, GTS operations

15, with a focus on large/complex commercial claims

YEARS IN THE INDUSTRY

Jason Koch VP, GTS operations, performance management

“I started with Crawford in 2003, as an adjuster – have worked for multiple business units and roles, i.e., Broadspire, TPA, US Field Services, and now GTS”

EXPERIENCE

Crawford & Company

“We need to be clear about the product we deliver. Our product is expertise; clients rely on our adjusters’ judgment and accuracy as much as on our timelines. Claims professionals deliver outcomes, not just numbers”

Michael Wynarczuk, Crawford GTS

Crawford & Company

Being picked to lead ORDE's distribution team

career highlight

3 years

tenure at current position

Years of experience

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BDMs in the spotlight

Jason Koch

Michael Wynarczuk VP, GTS operations, programs

Years of claims experience

“GTS continues to strengthen its capabilities through the development of new tools and the refinement of existing technologies. Thanks to the skill and dedication of the staff, the results consistently reflect what clients need most”

Jason Koch, Crawford GTS

Koch focuses on how that structure is measured. His team developed dashboards that track productivity, response times, and claim closures. “We hold to best practices, but adaptability is crucial,” Koch says. “The point is to spot issues early and address them with facts.” The same information is shared with clients. By comparing internal and external data, both sides can identify bottlenecks quickly and focus on solutions. That level of transparency has become one of GTS’ defining traits. For vice president, client services & administrative operations Ashley Molony, structure matters just as much behind the scenes. Her background in design taught her the value of clear systems, and she brought that perspective into claims operations. “Any business relies on process,” she says. “It creates consistency and allows people to focus on quality instead of confusion.” This approach connects operational support work directly to the client experience, to streamline billing, data management, and communications, producing a rhythm where operations and adjusting work in cohesion. Mentorship as operational quality controlStrong systems work best when the people using them understand the reasons behind each step. At GTS, mentorship is woven into operations rather than treated as a separate initiative. This reflects the belief that expertise is cultivated, not assumed. Each adjuster’s growth strengthens the quality of the product GTS delivers. Teaching, hands-on experience, reviewing, and sharing are part of how performance is maintained.

Lomax recalls joining the organization and being struck by the amount of direct collaboration from senior leaders. “It can be overwhelming to enter a large organization,” she says. “Here, executive leaders worked with me directly and set clear expectations. No sink or swim. We’re in the boat together.” That involvement helped her see how decisions at one level influence performance across the division. Koch views mentorship as another form of quality assurance. “If someone is struggling, we help them work through it,” he says. “The goal is to give people context to use their judgment, not to micromanage them.” Experienced teams can raise questions early, which minimizes errors and protects both timelines and budgets. Molony applies the same philosophy to the administrative side of operations. She leads monthly sessions with staff from billing, collections, and support to analyze how one department’s actions affect another. “It used to be ‘do it this way,’” she says. “Now it’s a conversation about why. People ask better questions and understand how their work affects the outcome.”

These sessions have strengthened communication between administrative and field teams. Adjusters receive support that is aligned with the way they work, and files move more smoothly through the process. Molony describes the result as “raising the insurance IQ at every level.” GTS’ culture of learning has also made it more resilient. When claim volumes shift or catastrophe activity slows, the division can reallocate staff without losing efficiency. Cross-trained teams can adapt to new types of work because they understand the larger system. “Crawford has always invested in people,” Molony says. “Technology matters, but it works because people know how to use it.” Within Crawford & Company’s global network, GTS serves large and complex claims. The structure allows leaders to move talent between markets and to apply consistent practices across regions. The goal is not rapid expansion but steady, repeatable performance that holds up under scrutiny.

Measurement that informs actionThe third part of GTS’ operational philosophy is measurement. Data is treated as a decision tool, not an afterthought. Koch’s dashboards track contact times, inspection intervals, and closure rates. The reporting cadence varies by client, but the purpose is constant: clarity that allows for informed action. Lomax focuses on what makes that clarity possible. “If early information is incomplete or wrong, everything after it is compromised,” she says. Her team verifies data during intake and coordinates directly with field staff to maintain accuracy throughout the process. This prevents discrepancies between what clients see and what adjusters record. Wynarczuk views this alignment as part of delivering professional outcomes. “We need to be clear about the product we deliver,” he says. “Our product is expertise; clients rely on our adjusters’ judgment and accuracy as much as on our timelines. Claims professionals deliver outcomes, not just

numbers.” His focus is on building workflows that make data meaningful from the start, linking every metric back to a specific decision or result. Molony’s team ensures that these systems function in practice. Her group manages client onboarding and communication across departments so that expectations are translated into repeatable steps. “When every part of the process reflects what the client expects, everything runs more smoothly,” she says. “It reduces friction and improves accuracy.” Technology supports these efforts but does not replace judgment. Artificial intelligence, automation, and data-validation tools are used where they improve accuracy and speed. “We’re learning what works before expanding it,” Koch says. Lomax adds that automation saves time, but adjuster expertise and professional oversight determine quality. The result is a division where operational systems and human expertise work in harmony to drive impactful outcomes. Clients see the difference in consistent reporting, transparent communication, and a partnership that responds quickly to their needs. Internally, teams use real-time performance data to make informed decisions and strengthen a culture of ongoing improvement. Wynarczuk sees this as an ongoing practice rather than a completed system. “Operational discipline allows us to keep improving,” he says. “We measure what matters, share what we learn, and stay focused on work that stands up to scrutiny.” For GTS, that mindset has become the quiet constant. The division’s success is not defined by the size of the claims it handles but by the depth of insight gained from each one. Every case file reflects a process shaped by experience, informed by data, and strengthened by a team whose expertise turns daily work into a continuous cycle of learning and refinement.

“I've relocated to Las Vegas, NV, to Minneapolis, MN, and now back home in IL. In August 2025 I was promoted to VP, operations performance management here at GTS”

cities based in

“In 2016 I earned my CPCU designation, which helped bolster my insurance industry knowledge while increasing my value and expertise to Crawford” www.linkedin.com/in/jason-koch-cpcu-aic-ptc-b2499b11 jfkoch@us.crawco.com

Career HIGHLIGHT

“Joining Crawford in 2022 empowered me to refocus on my career after prioritizing raising five children for several years”

Career highlight

Participated in Crawford Emerging Leaders program in 2024; member of several Operational Excellence sessions centered around process improvements within the organization https://www.linkedin.com/in/ashley-molony-720a6824b/ ashley.molony@us.crawco.com

Career MILESTONE

Directed scalable TPA program for complex claims, integrating systems and standards to deliver consistent, high-impact results across leading carriers https://www.linkedin.com/in/michael-wynarczuk-668a3922/ michael.wynarczuk@us.crawco.com

Career highlight

“I have been at Crawford as a director in operations for one year”

Years at Crawford

“In 2021 advanced my career into management, with a vast knowledge of the industry from a variety of TPA experiences”

Career milestone

“Doubt kills more dreams than failure ever will” https://www.linkedin.com/in/lindsey-lomax-57598015/ lindsey.lomax@us.crawco.com

favorite quote

Michael Wynarczuk

Ashley Molony

Lindsey Lomax