GHRPro: Building the Platform Two Partners Run On

Before GHRPro, dispatching roadside jobs to Allstate's provider network ran on a patchwork. Non-digital providers were dispatched by email and fax, and the single biggest complaint from providers was missing or incorrect job details, the one thing that slows a rescue and frustrates everyone in the chain. The providers who were digital used third-party tools like Towbook and Beacon, none of which were built for the way Allstate needed to run a partnership.

At the same time, Allstate was standing up two new partnerships with major OEM brands, Cadillac first and Mercedes after. Each one needed a controlled, reliable, branded dispatch experience from day one. A drawn-out rescue or a missed job detail would not just annoy a provider, it would reflect on the OEM brand and thin out the margin on a revenue line that did not exist yet. The front door of roadside, like the front door of claims, decided the cost and the trust of everything behind it.

I owned GHRPro end to end, from zero to rollout: strategy, competitive analysis, roadmap, the product itself, and the go-to-market across both partnerships.

This was a platform, not a screen. I designed it around the three roles that exist in every provider shop, the Owner or Admin who manages the team and sees the earnings, the Dispatcher who accepts jobs and assigns drivers, and the Driver who performs the rescue. Each role has its own journey, permissions, and goals. On top of that sat the full operational lifecycle of a rescue: a new job offer, an ETA negotiated and approved, then assigned, en route, on site, loaded, at drop off, and completed, with cancellation and overdue handling built in for the real world. All of it had to plug into Allstate's dispatch architecture, across automated and manual dispatching, so a job could flow cleanly from Allstate to the right provider and back.

I led the cross-functional team that built it without direct reporting lines, so the work moved on earned influence rather than hierarchy.

The safe path was to integrate with the tools providers already used. I studied them closely, Towbook, Beacon, and Tracker, mapping exactly how each one received jobs, assigned drivers, updated status, and handled cancellations. Integrating would have been faster to market and familiar to providers from day one.

I chose to build Allstate's own platform instead, and I held that line for two reasons. The margins were materially better when we owned the platform and the economics, rather than routing every job through someone else's tool. And the contract timing gave us enough runway to build properly before the Cadillac launch, then extend the same platform to Mercedes. The trade was real and I made it with eyes open: more to build and more delivery risk up front, in exchange for owning the experience, the data, and the margin for the life of both partnerships.

I rolled GHRPro out to 460 Cadillac dealership service centers first, then extended it to Mercedes, reaching 900+ dealership service centers across the two partnerships.

It created a new annual topline of about $4 million across both partnerships, a revenue stream that did not exist before the platform. It consolidated a fragmented, partly manual legacy approach, email, fax, and a mix of disparate provider tools, into one modern platform with automated dispatching on a current tech stack. And it set the operating model that a second OEM partner adopted with far less effort than the first, which is the real test of whether you built a platform or a one-off.

The work won the Standing Ovation Award in 2024, Allstate's highest product honour, recognised for the Cadillac rollout and the new revenue stream it created.