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COVID-19: The Great Accelerator of Onshoring (Part 1)

This is the first piece within a five-part series on the accelerating trend of onshoring manufacturing due to COVID-19. Below we explore the inherent challenges within the global supply chain sector while examining the actions of some of the world’s largest supply chains, COVID-19’s impact, as well as the costs and benefits of manufacturing in China. 

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Bret Swango

Vice President, Workforce Analytics

Chicago - Downtown

With a strong quantitative background, I excel at using data to solve complex business issues. I leverage this skillset in leading the Workforce Analytics consulting practice for the Americas.

My team provides an integrated approach to people, place and process powered by agile technology and advanced analytics to equip organizations with workforce-related insights to make quantitatively justifiable location-related decisions in labor markets around the world.

Prior to leading the Workforce Analytics team, I was a director on a Chicago-based corporate solutions team where I led a team of developers in developing tools and financial models to help clients address their most complex business challenges. These ranged from fully integrated finacial statement and risk models to landlord vulnerability and business intelligence tools.

Before joinging Colliers in 2015, I spent nearly 4 years working in a variety of roles at Allstate Insurance Company. There I held a number of roles and developed a distinct ability to 1) understand the root cause of the business problem, 2) identify the data required to solve the business problem 3) leverage the technical capabilities of myself and others to analyze the data, synthesisize the finding and communicate with leadership to solve the business problem. 

While at Allstate, I spent time as the lead financial and operational consultant to the Allstate Contact Centers which employ more than 3,000 FTE. In this role I led a redesign of the staffing model to more efficiently match supply (labor hours) and demand (call volume) which drove a double-digit improvement in utilization and improved profitability.

In my time on the agency economics team, I developed a model that identified inefficiencies in the agency compensation system and designed solutions to redistribute capital, helping drive profitable growth for the organization. This project led to a role on a team of 5 charged with a  complete redesign of the company’s $3 billion sales compensation program.

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