Issue 57

ISSUE
57
ISSN 2515-3803
The
Future of
Mobility
Cover design by competition winner
Alexandra Pryce, Bedale High School, Year 11
A Call to
Action
with Sam Tiltman
Taking the
High Road
with Edmund King OBE
Insurance
Innovators
Summit 2022
QEII Centre, London
INSUR.TECH.
TALK
Insurtech Insights
2022 Contributors Media Partners

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WELCOME
Hello readers,
Welcome to Issue 57 of Modern Insurance Magazine, where we’ll be
considering the Future of Mobility. How will the way we get from A
to B change in the next five, ten, or fifteen years? What could this
look like? How will risk and liability shift as technology advances,
and perhaps most importantly, how might the insurance sector be
affected in the long term?
In the interest of championing the next generation of artists and creatives, we gave
local high school students the opportunity to design our front cover for this issue in
accordance with our theme. I’m sure you’ll all join me in congratulating Alexandra
Pryce from Year 11, Bedale High School, for really bringing the ‘Future of Mobility’
to life for us!
Amelia Barlow, Editor
Without further ado… on p.8, you’ll find McKinsey & Co. discussing the variety of
ways in which forward-thinking motor insurers can keep their business approach
fresh as mobility evolves, in order to better serve the new climate-conscious,
tech-savvy consumer. I’m also proud to bring three insightful interviews together
from key names in the wider Motor and Mobility landscape, with thoughts from
Sam Tiltman, Marsh McLennan (p.12), AA President Edmund King OBE (p.14), and
Matthew Avery, Thatcham Research (p.16).
As always, you will find a wealth of thought leadership contributions from our inhouse
editorial board of experts (p.19), alongside several articles from industry
associations in our newly designed ‘Associations Assemble’ section (p.31). We’ve
also had the pleasure of learning all about the role of health data with Ben Phillis
from Alula Technologies (p.41) – and if you missed the Insurance Innovators
Summit in London back in November, fear not! There’s a full event write up on p.44
summarising the key highlights from both days of the conference.
You might also like to check out our Credit Hire Roundtable Forum on p.53 –
chaired and moderated by Anthony Hughes from the Credit Hire Organisation
(CHO) - complete with some astute and insightful observations from key names
in the Credit Hire industry including AX, Watermans Solicitors, Laird Assessors,
Claimspace and McCartan Turkington Breen.
Rachael Pearson, Project Manager
This issue also returns with the sixth edition of INSUR.TECH.TALK, in partnership
with Insurtech Insights. This is where we hone in on trailblazers from the sector,
sharing observations through a series of interviews and editorial board-style
articles to bring you the very latest news and insights from the world of insurtech.
Finally, I’d just like to extend my warmest wishes to you all for the Festive season.
However you choose to celebrate this time of year, I sincerely hope 2023 brings
every joy and happiness your way.
Until next time - happy reading!
Amelia
Amelia Day Barlow,
Editor,
Modern Insurance Magazine.
amelia@charltongrant.co.uk
ISSUE 57
ISSN 2515-3803
Editor
Amelia Barlow
Project Manager & Events Sales
Rachael Pearson
Modern Insurance Magazine
is published by Charlton Grant Ltd ©2022
All material is copyrighted both written and illustrated. Reproduction in part or whole is strictly
forbidden without the written permission of the publisher. All images and information is collated
from extensive research and along with advertisements is published in good faith. Although the
author and publisher have made every effort to ensure that the information in this publication
was correct at press time, the author and publisher do not assume and hereby disclaim any
liability to any party for any loss, damage, or disruption caused by errors or omissions, whether
such errors or omissions result from negligence, accident, or any other cause.
MODERN INSURANCE | 3

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4 | MODERN INSURANCE

8
12
14
16
19
31
41
43
44
47
49
51
Insight
McKinsey & Co: Are Insurers Ready
for the Future of Mobility?
Interviews
A Call to Action with Sam Tiltman,
Sharing Economy and Mobility
Industry Leader, UK and Ireland,
Marsh McLennan
Taking the High Road with Edmund
King OBE, AA President
Mobility at the Granular Level,
Matthew Avery, Director of
Research, Thatcham Research
Editorial Board
Find out what our editorial board
panel of experts have to say in
this edition of Modern Insurance
Magazine.
Associations
Assemble
Modern Insurance’s panel of resident
associations outline the burning
issues in insurance.
Features
‘Health data drives automated
underwriting’ with Ben Phillis.
Commercial Director, Alula
Technologies
Getting to know… Tom Lawrie-
Fussey, Director of Automotive,
LexisNexis Risk Solutions, Insurance,
U.K. and Ireland
Event Round Up: Insurance
Innovator’s Summit 2022, QEII
Centre, London
Industry braced for coming ACE
age, with I Love Claims / ARC 360
Better Ways to Find the Right
Suppliers, with Eddie Longworth
10 Mins With...
10 minutes with...
Julia Coakley, Director of Operations
at the Managing General Agents’
Association (MGAA)
In Discussion
64
65
66
67
68
69
71
73
75
Insur.Tech.Talk
Interviews
Welcome - Bradley Collins, Chief
Commercial Officer, Insurtech
Insights
Allianz Technology - Bob Crozier,
Chief Architect, Allianz Technology
Lemonade - Sarvesh Ramachandran,
UK Country Manager, Lemonade
Alchemy Crew - Sabine
Vanderlinden, CEO, Alchemy Crew
Suited - Jana Kejvalova, Director,
Suited
Munich Re - Massimo Cavadini,
Senior Executive Partner, Global
Leader of Insurance Solutions,
Munich Re (Group)
Hippo - Richard L. McCathron,
President & CEO, Hippo
FinTLV - Gil Arazi, Founder, FinTLV
Planck - David Schapiro, CEO, Planck
Mile Auto & Porche Auto Insurance
Fred Blumer, CEO, Mile Auto &
Porsche Auto Insurance
The Rideshare Guy - Harry Campbell,
CEO, The Rideshare Guy
Insur.Tech.Talk
Editorial Board
Insur.Tech.Talk Editorial Board
Experts from within the Insurtech
sector and beyond join us once more
to share their unique insights!
INSUR.TECH.TALK BOARD
53 Credit Hire Roundtable Forum MODERN INSURANCE | 5
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Editorial Board
19
21
AUTOMATION SHOULD
NOT COMPROMISE
THE CUSTOMER
EXPERIENCE
James Roberts, Business
Development Director, Insurance,
Europcar Mobility Group UK.
WHAT CHANGES HAVE
YOU SUCCESSFULLY
ADOPTED INTO
YOUR OPERATIONAL
PROCESSES
TO ENHANCE
THE OVERALL
PERFORMANCE AND
EFFICIENCY OF YOUR
BUSINESS?
Jim Loughran, CEO, e2e Total
Loss Vehicle Management.
WHICH OF THE
PRIMARY CHALLENGES
IN YOUR SECTOR
WOULD YOU LIKE TO
SEE PRIORITISED OVER
THE NEXT 12 MONTHS,
AND WHY?
Stuart Hancock, Head of
Business Implementation,
Carpenters Group.
23
25
CLAIMS COULD BECOME
FULLY AUTOMATED
IN THE FACE OF
ABUNDANT, QUALITY
EXTERNAL DATA
Lior Koskas, CEO, Digilog UK Ltd.
GOING THE EXTRA MILE
IN LIGHT OF THE ‘GREAT
RESIGNATION’
Robin Lang, Insurance Services
Director, FMG.
THE BENEFITS OF
AUTOMATED CLAIMS
START WITH A CLEAR
DATA HANDLING
STRATEGY
Pete Thompson, Director of
Product, Activate Group.
ADVANCES IN DIGITAL
TECHNOLOGY CAN
POSITIVELY IMPACT
CUSTOMER SERVICE
EXPECTATIONS
Daryn Robinson, Technical
Director – CX Transformations,
AllThingsCX.
Editorial Board Contributors
6 | MODERN INSURANCE

EUROPCAR
NEW BRAND BLOCK
Color gradient background
File: 20151645E
Date: 7/10/2015
AC/DC validation :
Client validation :
Insur.tech. talk and
Editorial Board
27
29
ARE YOU MAKING
GOOD ON
YOUR CLIMATE
COMMITMENTS?
Michelle Tucker, Sustainability
Manager, UK & Ireland,
Crawford & Co.
INSURERS ARE FACING
TALENT AND SKILLS
GAPS, AS WELL AS
CHALLENGES WITH
RECRUITMENT AND
RETENTION
Jason Harris, Recruitment
Services Director at
Robertson & Co.
REFLECTING ON
SUCCESS: EXPANSION
AND GROWTH AT
NWVA
Mick Jennings, Managing
Director, Nationwide Vehicle
Recovery Assistance.
OUR GOALS AND
KEY VALUES FOR AN
OPTIMISTIC NEW YEAR
Jason Lea, Strategic Account
Manager, BASF Automotive
Refinish UK & Ireland.
66
67
68
69
70
71
72
73
75
Welcome - Bradley Collins, Chief
Commercial Officer, Insurtech
Insights
AXA Retail - Tara Foley, CEO of AXA
Retail
Munich Re - Dr. Fabian Winter, Group
Chief Data Officer at Munich Re
EIS - Anthony Grosso, CMO of EIS
Zego - Sten Saar, CEO of Zego
33 NBRA
Aon - Marguerite Soeteman-Reijnen,
Chairman
Bodyshops
Executive
of the
Board,
Future
Aon
Chris Weeks, Executive Director NBRA
Holdings
ABI
35 CII
Arma Motor Karma insurance - Ben remains Smyth, CEO, competitive
Arma despite Karma cost pressures
Jonathan Fong, Senior Policy Adviser,
Revolut General - Balázs Insurance, Gáti, Association Global Head of British
Insurance, Insurers Revolut (ABI)
BIMA - Mathilda Strom, Co-Founder
& Deputy CEO, BIMA
Dr Insurance Matthew Evolves Connell, with Director, Mobility
Policy
WTW and - Public Pardeep Affairs, Bassi, Chartered Global Insurance
Proposition Institute (CII) Leader – Data Science,
WTW MGAA
The industry must do more to attract
Insur.Tech.Talk
young talent
Mike Keating, CEO of the Managing
General Agents’ Association (MGAA)
Editorial Board
37 MASS
Experts from within the Insurtech
sector The Court and beyond of Appeal share rule their on unique Belsner v
insights. CAM Legal In this Services issue, we Limited look at
balancing Sue Brown, automation Chair of with the Motor customer Accident
satisfaction, Solicitors Society the concept (MASS) of ‘digital
transformation’,
CHO
and how new signals
point What to technology does the Future as a solution of Mobility to look
address like for economic Credit Hire concerns. Companies?
Anthony Hughes, Chairman and CEO of
INSUR.TECH.TALK
the Credit
BOARD
Hire Organisation (CHO)
39 APIL
The Human Rights Act must be
protected
John McQuater, President of the
Association of Personal Injury Lawyers
(APIL)
FOIL
Motor and the Future of Mobility
Nicola Critchley, President, Forum of
Insurance Lawyers (FOIL) and Partner
at DWF
MODERN INSURANCE | 7

INSIGHT
Are Insurers
Ready for
the Future of
Mobility?
As mobility evolves, forwardthinking
European motor insurers
can update their business
approaches to serve climateconscious,
tech-savvy customers.
8 | MODERN INSURANCE

INSIGHT
For decades, population growth and rising
per capita income in Europe was traditionally
accompanied by an increase in the number
of vehicles purchased and kilometres driven.
However, mobility is undoubtedly at a turning
point. The fight against climate change
has certainly changed all mobility-related
industries - including the insurance market.
Therefore, as customers become more aware
of new technologies, such as autonomous
driving and connectivity, both motor insurers
and the automotive industry as a whole will
need to change their product offerings and
ways of working.
These changes certainly have the potential
to bring challenges to the insurance industry,
but with these challenges come fantastic
opportunities to advance and evolve.
The Traffic Turnaround
In 2021, European policymakers significantly
enhanced their efforts to reduce
transportation emissions. In accordance with
the European Green Deal, companies have
committed to cutting CO2 emissions from
passenger cars by more than half by 2030,
compared with 1990 levels - according to
the European Commission. More than 150
European cities have already introduced
access restrictions, such as reducing private
vehicle use in designated areas. Electricvehicle
adoption is also expected to reach
nearly 50 percent globally over the next
decade.
New technologies will also help to ease
the flow of traffic. The first Level 3 road
congestion pilots, for example, can
monitor traffic jams and switch the vehicle
temporarily to autonomous driving. Level
4 highway pilots, which can monitor traffic
and drive autonomously at higher speeds,
are expected to be approved for private
vehicles by 2025 at the latest. By then, 70
percent of all new vehicles are anticipated
to be connected “smart” cars. Additionally,
self-driving cabs are already on the roads of
cities such as Phoenix, San Francisco, and
Seoul. In China, they are projected to account
for an estimated two-thirds of all passenger
kilometres by 2040. Europe is also expected
to introduce these types of vehicles to their
streets in just a few years.
Individual mobility still primarily means
owning a car, but the consumer market
has become more open to new mobility
solutions. Electronically booked trips known
as e-hailing tripled between 2016 and 2021,
and the micromobility sector - addressing
small electric vehicles, public transport and
shared services - grew by 60 percent in 2021
alone. As these trends continue, more people
will undoubtedly shift from owning a car to
using alternative transportation options as
their primary means of getting from A to B.
How will insurance be affected?
As the mobility sector evolves, so will the
insurance market. For example, the frequency
of claims is likely to decrease significantly
in the coming years. At the same time,
when accidents do happen, claims will be
more significant because of the high cost of
component replacements, such as sensors in
vehicle bodies or batteries in electric vehicles.
More dramatically, privately owned cars will
become less popular as fleet businesses and
micromobility grow, which will greatly reduce
the largest business segment for most motor
insurers.
Insurance companies will need to develop
new approaches to address the impending
decline in car insurance premiums, and
compensate for this loss with new business
models. Motor insurers will also have to
get used to a different risk portfolio if
liability is transferred from the driver to the
manufacturer— an approach that some
political leaders are discussing in depth at
the moment. To adjust, insurers will have
to develop new competencies in product
development, alongside actuarial, sales and
customer service departments.
Across the board, the insurance industry
must prepare itself for significant shifts in
business priorities when it comes to mobility
- and the sooner they do this, the better.
Where to start…
Fortunately, such change brings great
opportunities that nimble providers can
capitalise on. According to expert estimates,
vehicle connectivity alone has the potential
to produce $30 billion to $50 billion for the
global mobility insurance industry by 2030,
an amount that would make up more than 10
percent of today’s premiums.
Below are four examples of new data-driven
approaches that companies can use to seize
on the potential of mobility shifts:
1. Behaviour-based pricing. Premiums
based on driving style (such as ‘pay how
you drive’), or vehicle use (such as ‘pay as
you drive’) give policyholders attractive
opportunities to save money. This approach
can pay off in the long term if movement
and vehicle data are used to make additional
offers to customers.
2. New ecosystem offerings. With growth
in the direct sales of motor vehicles, car
manufacturers are becoming increasingly
important. But they should also be
considered potential competitors, as
embedded offers - where a vehicle and a
vehicle’s insurance are purchased from a
single source - continue to trend. Insurers
should strive to create partnerships within
Across the board, the insurance industry must prepare itself
for significant shifts in business priorities when it comes to
mobility - and the sooner they do this, the better.
MODERN INSURANCE | 9

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INSIGHT
their ecosystem that benefit both sides. For
example, they could integrate a simplified
insurance offering into vehicle buying and
selling using a seamless digital process.
3. Multimodal insurance products.
Providers can respond to the uptick
in mobility diversity with appropriate
insurance solutions. For example,
they could offer one product class for
everything, from private cars to borrowed
e-scooters and rental cars on vacation. This
solution provides new customer groups,
with access to the company and their
insurance offerings that they might not
have been exposed to before.
4. On-demand services. After purchasing
a vehicle, 39 percent of all buyers want to
activate additional digital services. This
proportion is even higher where owners
of premium brand vehicles are concerned,
with 50 percent opting for these additional
services. Insurers can take advantage of
this ample demand by making extended
services - such as international insurance,
insurance for passengers, or active driver
coaching - available at the push of a
button.
In the medium term, insurers can plan to
jump at new business opportunities, using
the insights and data they have collected
from mobility insurance solutions to grow
into other areas of the mobility ecosystem.
Fleet management, buying and selling
used cars, the electric charging market
and car servicing sectors are just a few
of the many options available to insurers
within the wider mobility sector. More
diversity also provides advantages over
aggregators, which tend to benefit from
standardization.
As is often the case during change
management, motor insurers will need
courage and creativity to forge ahead.
Companies that address challenges early
on will emerge stronger by responding to
the transportation transformation. What’s
more, they will play a key role in shaping
the new era of mobility.
This article “Are insurers ready for the
future of mobility?” (July 2022) was
originally published by McKinsey &
Company, www.mckinsey.com.
Copyright (c) 2022 All rights reserved.
Reprinted by permission.
Download the article here.
Stephan Binder
is a Senior Partner in
McKinsey’s Zurich office.
Ulrike Deetjen
is a Partner in McKinsey’s
Stuttgart office.
Stefan Pöhler
is an Associate Partner in
McKinsey’s Stuttgart office.
Kersten Heineke
is a Partner in
McKinsey’s Frankfurt office.
1 “Delivering the European Green Deal,” European Commission, accessed July 1, 2022
2 “Why the automotive future is electric,” McKinsey, September 7, 2021
3 “The trends transforming mobility’s future,” McKinsey Quarterly, March 8, 2019
4 Timo Möller, Asutosh Padhi, Dickon Pinner, and Andreas Tschiesner, “The future of mobility is at
our doorstep,” McKinsey, December 19, 2019
5 Kersten Heineke, Benedikt Kloss, Timo Möller, and Charlotte Wiemuth, “Shared mobility: Where it
stands, where it’s headed,” McKinsey, August 11, 2021
6 Why the automotive future is electric,” September 7, 2021.
7 Michele Bertoncello, Christopher Martens, Timo Möller, and Tobias Schneiderbauer, “Unlocking
the full life-cycle value from connected-car data,” McKinsey, February 11, 2021
8 Stephan Binder, Philipp Klais, and Jörg Mußhoff, “Global Insurance Pools statistics and trends: An
overview of life, P&C, and health insurance,” McKinsey, April 29, 2021
9 “Unlocking the full life-cycle value from connected-car data,” February 11, 2021
MODERN INSURANCE | 11

INTERVIEWS
A Call to
Action with
Sam Tiltman
Modern Insurance
Magazine sat down with
Marsh McLennan’s
Sam Tiltman to talk
about the Sharing
Economy and Mobility
landscape as it now
stands, questioning what
the future holds for
autonomous vehicles,
electric vehicles, Mobility
as a Service (MaaS) and
much, much more…
QHi Sam, great to meet you! Let’s
start by talking about what
you’re up to over at Marsh at the
moment. What’s new in the Mobility and
Shared Economy landscape?
AThere’s such a wide range of
clients that are now moving into
micromobility and/or autonomous
vehicles; logistics and grocery companies
are testing automated last mile delivery, for
example. How we move is fundamentally
changing, and our relationship with assets
is fundamentally changing. This will
reshape the insurance industry drastically in
the next ten to fifteen years. The structure
of the insurance market is based upon
legacy business models - by way of an
example, between 36% and 50% of global
premium is based on motor insurance,
which can be a very inefficient product
class. There’s little loyalty, consumers see
limited value in the product, and there are
significant frictional costs in that product
line. My team are developing solutions
that will play a part in disrupting the entire
insurance industry as we currently know it.
That’s what I’m working on at the
moment; that’s my opening gambit and
that’s my call to action for the industry,
too. Insurance is a very vital piece of the
puzzle, in terms of the development and
widespread adoption of micromobility and/
or autonomous vehicles in industry and
society. It’s fundamental to what our clients
are doing, and that’s why I’m really excited
about my job and what we’re achieving
in the group. Traditionally, insurance is
perceived as a reactional or, even in the
extreme, a grudge purchase, and buying
decisions are commonly based upon cost.
But in my space, it’s a fundamental part
of the equation. Without insurance, my
clients can’t operate, receive financing,
or bring their business models to life. It’s
absolutely fundamental to what they do.
We’re working on projects now that will
come to fruition in the next decade, and a
key part of what we do is looking at how
the insurance industry responds and steps
up to these challenges.
QSo, how is the expansion and
growth of the Sharing Economy
evidenced and reflected in the
work you do to prepare for the Future of
Mobility?
AAh, a simple question with a
complex answer! Research shows
that the global sharing economy
market will have grown by over 1000%
between 2015 and 2025. Depending on
who you ask, the sector will expand to
an industry with a value in the trillions -
definitely by hundreds of billions - and this
will be driven by brand-new companies, or
the disruption of existing legacy sectors.
The size of the prize is phenomenal. So, the
question as a corporation is this; do you try
to evolve your existing business models,
policies and guidelines, or do you admit
that it’s unfit for purpose in the future and
create something new from the ground
up? These are the questions that many
organisations are starting to ask.
Autonomous vehicle investment is
expected to amount to up to $140 billion
cumulative by 2025. The ‘COVID delay’ as
we call it will reduce that to around $130
billion, but there’s another layer to this
now which isn’t necessarily about COVID
itself, but rather the economic turmoil
caused by the pandemic. Despite a bit
of a pause, progression is still happening
and people are investing in the next
12 | MODERN INSURANCE

INTERVIEWS
“For us, insurers are the
winning piece that completes
the game”
instance, and the cost of cars has risen
dramatically as a result. While we’re
encouraged to adopt EVs, they cost
significantly more than a vehicle with an
internal combustion engine. Added to
this, we have a very challenging economic
environment, which is affecting the
affordability of vehicles for consumers.
five, ten, twenty years. We’re supporting
‘pre-commercialisation deployments’;
most of our clients in the new mobility
space have now proven the concept and
are shifting their focus to work on these
pre-commercialisation joint ventures,
trials and partnerships. Some are looking
at monetising that more quickly than
expected, due to stock market turmoil.
They need to prove to investors that they
can make this venture profitable, and that’s
certainly resulted in an accelerated shift
forward in some of their business models.
QIf the mobility landscape has been
made more complex then - by the
addition of Autonomous Vehicle
technology and Artificial Intelligence
in recent years - what benefits can
we expect this to bring to our wider
networks?
AWell, when I talk about ‘new
mobility’, we’re looking at
micromobility - journeys generally
less than 5-8km using light vehicles, vehicle
sharing, EV technology, AVs, and ultimately
mobility-as-a-service (MaaS). MaaS is
highly interconnected, and our team is
working on insurance and risk solutions for
a number of disruptive innovations at the
moment that support the advancement of
the new mobility megatrend. The internet
is a good proxy to think about here. If you
look at the late 1990s, the internet was in
its infancy and most people couldn’t see
the potential or imagine the role it would
play in our lives today. I believe we’re going
to have a similar situation with a lot of
these new technologies in ten to twenty
years’ time.
When the MaaS megatrend delivers
on its premise, it will contribute to
saving lives, reducing costs and have
a strong environmental impact. From
an ESG perspective, the amount of fuel
wastage and underutilised assets is huge,
particularly for cars which are large carbon
emitters. There’s also wide-ranging benefits
around access. For people who don’t have
local public transport options, a lot of
these new modes of mobility are going to
revolutionise how they work and play. The
future for this technology is really bright.
QWhat about the challenges for
insurers?
AGoing back to my earlier point
about motor insurance; in the
future, consumers won’t need to
buy motor insurance for an autonomous
vehicle because they won’t be driving the
car. If an AV crashes, there is a generally
accepted position that it won’t be the
responsibility of the passenger. This means
there is the potential for a huge aggregate
of personal lines risk to be replaced or
“reformed” into the corporate enterprise
market.
Insurers should be thinking about their
next move into the new mobility space.
However, only a small minority have
invested time and effort into understanding
these new opportunities so far. The new
mobility industry is largely still underserved
by insurers, and there’s still a lot
of work to be done. When there’s a new
risk there seems to be a lot of convincing
needed; but it’s really adapt or die at this
stage. These technologies will happen,
and while change can be challenging, if
underwriters don’t invest now it’s not just a
case of missing out on early opportunities.
This is the future and we’re already well on
our way there.
QWhat other message do you have
for insurers in order for them to
keep on top of the accelerating
changes in Mobility?
A
For me, it’s all about going back to
the underwriting mindset and truly
seeing how this will revolutionise
the future, in the way that the internet did
in the 1990s and 21st century. Underwriters
should view each risk on its own merit,
in line with the differing regulatory
requirements in each country. This is
all being done in a bespoke way at this
stage, so we work with underwriters who
take the same approach that we do – a
solutions-based approach, rather than a
product based one. This focuses on what
the client wants to achieve, and how
we can help them achieve it within the
required insurance and risk management
frameworks. It’s all about embracing the
same mindset that we and our clients have;
helping to solve problems and challenges
and not trying to sell individual, existing
products.
QMoving on to talk about trends,
then - which global trends are
at the point of inception in the
mobility and sharing economy landscape
at the moment, and what scope do these
trends have to evolve over the next few
years?
A
I wish we had more time to talk
about this! My key megatrend
is formed by these individual
disruptive innovations that all feed off one
another, such as AV, EV, and Vehicles as
a Service (VaaS). We’ve had challenges
of late with the vehicle supply chain, for
Traditionally-owned cars are essentially an
asset that depreciates very quickly, and
they are economically and environmentally
inefficient. Now, the average car might sit
on the drive or be unused for a significant
amount of time over its lifespan. Going
forward, we will see a shift from traditional
ownership where the asset sits idle most of
the time, to a shared asset where we can
embrace MaaS. When AVs are factored into
this unlocked efficiency, we can consider
a vehicle moving from A to B without a
person needing to physically drive that
vehicle to the location of the next user.
Finally, I just want to talk about the trend in
new modes of mobility which many can’t
begin to fathom. To give you an example
of this - instead of having a double decker
bus going through London 90% empty
most of the time, we might lend ourselves
to smaller, more efficient transport modes
and vehicles such as shuttles, carrying
only a handful of people more directly to
and from their destination. There are some
very interesting transport networks being
designed right now which will be deployed
on a test basis very soon.
QAnd finally, how does consumer
trust influence momentum of
these advancements in mobility?
Should insurers be doing more to prepare
their customers for what this bright future
holds?
A
I’m glad you said this, because the
human factor is key in the adoption
of new technologies. Time and
time again, the discussions I have with my
clients fall around trusting the platform,
trusting the technology. If developers can’t
win public trust, then they aren’t going
to support it; subsequently, governments
aren’t going to support it and drive the
regulation needed for this future to take
hold.
The consumer trust issue very much
opens up the doors for insurers. How
can you expect Joe Public to trust this
new technology if insurers won’t? For
us, insurers are the winning piece that
completes the game. While informing,
educating, and building trust with the
public is important, insurers firstly need
to lead by example if we are going to
successfully embed these new innovations
in our day-to-day lives. I’m really happy to
be part of these innovations at Marsh, and
can’t wait for what the future holds.
Sam Tiltman,
Sharing Economy and Mobility Industry
Leader, UK and Ireland, Marsh.
MODERN INSURANCE | 13

INTERVIEWS
Taking the
High Road
with Edmund King OBE
Despite a busy period
tackling the wintery
weather conditions
across the UK road
network, AA President
Edmund King
kindly found some
time to speak with
Modern Insurance
Magazine about
SMART motorways,
the accessibility of
EV chargers, e-bike
regulations, and more.
QHi Edmund – thanks so much for
taking time out of your day to share
your thoughts and insights with us!
Let’s begin by talking about the new
British Standard launched recently to
ensure that EV chargers across the UK are
accessible for those with disabilities. In
the interest of no one being left behind in
the transition to EV, what actions do you
hope to see on the back of this in relation
to inclusivity and the uptake of electric
vehicle technology?
AWell, I’ve been driving electric
vehicles in some form for around
twenty years now, and they’ve
certainly changed quite a bit in that time.
My original EV had a range of around 37
miles and was, quite frankly, pretty rubbish!
My current EV however has a range of 300
miles and it’s brilliant. The capabilities of
electric vehicles themselves have evolved
over time, and with this evolution comes
a natural uptake in popularity and usage.
On the back of this, we’ve been talking
about charger accessibility for a couple of
years now; particularly for disabled drivers,
elderly drivers and people with mobility
problems. There’s a charity called Motability
that represent millions of disabled drivers,
and we’ve been working really closely with
them for a while - alongside the Office
of Zero Emission Vehicles who worked
on the new Standard with BSI - to make
EV chargers as accessible as possible for
everyone.
I think it’s really important to recognise
– and this was echoed at the launch of
the Standard in the House of Commons
a few weeks ago – that this isn’t just
about disability. Anyone could become
challenged in some way at any stage of
their life; whether this is a young mother
or father holding their baby, trying to
charge at the same time; someone elderly;
someone who can’t reach the chargers
at the height they’re currently built at, or
perhaps they’re too heavy.
There’s a broader issue here too, not just
around access for users but also around
access for vehicles. By building charge
points which are more accessible for
wheelchairs for example, and having more
space next to the charger, flat curbs around
the charger and so on, this also helps
vans and some of the larger EVs access
those spaces. Some present chargers are
built with a low canopy, others have a
very narrow space alongside which won’t
accommodate wider vehicles, so this
Standard really does have everyone’s best
interests at heart. Yes, these developments
are fundamental for anyone with a
disability, but it does stretch much wider
than that, and there are certainly broader
issues around the topic of accessibility that
we still need to address and figure out.
14 | MODERN INSURANCE

INTERVIEWS
QMoving on to consider other modes
of transport now. You are a keen
cyclist. If the future of mobility is
faster and more efficient, at what point
do you believe that insurance policies
will become a legal requirement for
e-bikes? And in your opinion, what will be
the most likely approach in terms of the
Government’s enforcement of this?
AI think the subject of e-bikes is an
incredibly interesting one. If you
look at countries like Switzerland,
Austria, Holland; not only do they have more
pushbikes, they have a substantial number of
e-bikes, too. E-bikes really have transformed
some of these European cities enormously,
and they’re a great option for many people -
especially those who aren’t able to pedal as
much as the standard pushbike requires, or
those with a longer commute. There are also
folding e-bikes which you can comfortably
place in the boot of your car, and this is one
of the things we’re talking about at the AA at
the moment. You can ‘park and pedal’ with
this technology, and we certainly need some
more imaginative thinking in our cities to
bring about this sort of innovation.
However, most decent e-bikes are pretty
expensive. So, with regards to insurance, I
would start by saying that people should
be insuring their e-bikes anyway in terms
of loss and liability, whether that’s through
their home insurance or otherwise. The
Government did come up with some
regulations for e-bikes, such as a capped top
speed of 15.5mph, but there hasn’t been so
much talk in the way of mandatory insurance
for them yet.
In my opinion, the bigger question here lies
with e-scooters. E-scooters are currently only
legal on the public highway when they’re part
of a city rental scheme. Aside from that, they
can only be used legally on private land. Most
people don’t seem to understand that, but
we do believe that some kind of legislation
will be introduced in 2023 around the use of
e-scooters which follows the same sort of
criteria as e-bikes. The question of insurance
still hasn’t really been addressed yet.
When it comes to insurance for pushbikes
and pedal cycles, the debate around this
has always been around whether it would
affect the uptake of cycling, and therefore
is it detrimental to mobility if insurance
became a legal requirement? There’s
probably something in that to some extent;
and so I think the first step should be for
the Government to bring in restrictions, and
then insurance should ultimately become
the decision of the individual. If there are
problems as a consequence of this then yes,
the Government will have to legislate and
make insurance a legal requirement - but I
don’t think this will be brought in straight
away.
QGoing back to the topic of city
innovation for a moment; the
‘15-minute city’ concept has been
proposed for implementation in Oxford,
which appears to be on track for 2040.
What are your thoughts on this from the
standpoint of personal freedoms and
liberties?
A
There are two points to make here.
Firstly – many cities are working
on their own versions of these
initiatives. From the AA’s point of view, we’re
concerned that all of these different cities
are coming up with different schemes and
embracing different criteria. For a national
organisation like the AA - we’re a solution
in all of these areas from a breakdown point
of view, because we help traffic flow by
rescuing stranded vehicles. The variation
in the proposed criteria for each city is so
confusing for us, and national guidance really
is our plea to Government here. We all want
clean air, we all want safer cities, but the
execution of how this is achieved needs to
be standardised wherever possible if we’re
to effectively continue our work in these
areas.
You mention Oxford in particular, and
looking at those proposals, they do seem
very restrictive on the personal mobility of
residents. Life isn’t always within a fifteenminute
radius. You might have your child’s
nursery fifteen minutes in one direction,
and your place of work fifteen minutes in
the opposite direction. There are practical
concerns that overcomplicate what I’m sure
is a very well-meaning initiative - and whilst
we all want to improve the areas in which
we live and work, I’m sure there are more
efficient ways of achieving this.
QYou have been very vocal over
the last few years regarding the
questionable safety of SMART
motorways. Would you say that we’ve
actually created more risk as an adverse
effect of our attempts to modernise our
motorway network? And if so, what needs
to be done to improve these conditions?
AThe history of SMART motorways is
a rather important piece of context
here. SMART motorways were
introduced in 2006 on the M42 in the West
Midlands. They had Emergency Refuge
Areas every 450 metres, creating an area
of safety for drivers which worked relatively
well. They were later rolled out without
consultation, and the criteria for Emergency
Refuge Areas changed from 450 metres
apart to 2,500 metres apart, equivalent
to every 1.5 miles. Radar and detection
technology was also not included. So, we
have to be clear about this – it wasn’t about
embracing technology, or being ‘smart.’
It was about widening motorways on the
cheap.
I’ve campaigned on this topic for more than
a decade. I’ve got tonnes of papers from
a decade ago showing that Civil Servants
knew there were safety risks with these
plans at the time, and they took those
risks anyway. However, after we led quite a
high-profile campaign, the former Transport
Secretary Grant Shapps did start looking
at this issue seriously, and I applaud him
for that. He agreed to some of the changes
that we’d put forward, such as Emergency
Refuge Areas no more than three quarters
of a mile apart. He also put a stop to rolling
out any new SMART motorways until there
was five years’ worth of evidence and data,
and he committed to installing Stopped
Vehicle Detection throughout the network.
This wasn’t in from the beginning - with the
exception of a short section of the M25 - so
they’ve had to go back and retrofit this
technology in order to increase the safety
standards for motorists.
Coming back to the fundamental question
about technology, then. Despite all the
statistics that the National Highways Agency
will offer, sometimes you’ve got to think
about a driver’s intuition and common sense.
When I’m driving on a motorway, and I have
a blowout, or my car begins to overheat
and there’s no hard shoulder to pull over to,
intuition and common sense tells me that
if I stop on a live lane, I am at great risk. I’m
at the mercy of the reaction times of other
drivers, and their willingness to abide by the
signs that a control room will programme
onto the overhead gantry behind me. The
presence of a hard shoulder is far safer,
and I do sometimes think that we’ve let
technology run away with itself somewhat.
Recently, we’ve even found glitches on
some stretches of SMART motorways. The
Stopped Vehicle Detection wasn’t working
for example, and drivers were unaware. Our
surveys indicate that drivers aren’t hugely
confident on SMART motorways, so I would
suggest a pilot that switches the inside lane
back to a hard shoulder, with the Police
conducting lane discipline campaigns at the
same time. This takes away the reliance on
technology and adds an extra layer of safety
to the SMART motorway network. A recent
report from the Office of Road and Rail also
shows that most of the preperformance
targets for Stopped Vehicle Detection are
not being met, which is incredibly worrying.
QFinally - in your opinion, are your
members ready for the what the
Future of Mobility entails? What
should insurers and those involved in
the wider mobility ecosystem prioritise
in order to make these upheavals more
manageable for road users?
AMore education is certainly needed,
that’s a given. For example, we’re
frequently asked if we provide
breakdown cover for electric vehicles. Of
course we do! A key part of this evolution
involves reassuring customers of the fact
that we can still offer the same products
and services, and I think the act of mythbusting
is a key aspect as well. Yes, EVs
can be driven in the rain, and yes, they can
go through a car wash! Range anxiety is a
common argument, but most journeys are
under 10 miles, long-distance family holidays
are infrequent and you can plan your
journey to include charging stops and rest
stops as you go. Certainly, we need more
charging points, better reliability and more
infrastructure. But once people have driven
an electric vehicle, I suspect very few would
go back to a car with an internal combustion
engine!
In terms of broader mobility, this is a very
good question. We’re having to ask people
if they’re prepared to think differently
about how they’ll be getting around their
towns and cities. People should never
be forced, but rather encouraged to use
public transport, an e-scooter or e-bike as
an alternative mode of mobility, and they
should do this for the right reasons – not
because they’re afraid of a congestion
charge or a fine. It’s about getting people
to think laterally, and I do think there’s
a growing role for the AA here to help
persuade and educate people about their
options. That’s why we talk often about
cycling, the environment, public transport
and alternative means of transport.
The notion of car ownership going away,
though? My message to those people
would be: get out of London! The younger
generation especially love their cars. Cars
are vital for getting to college and getting
out to see friends in areas where there aren’t
buses or trains or trams. Yes, there will be
different ways of buying cars, but the car is
a fundamental tool and I believe that it will
be around for some time yet - albeit in a
greener, cleaner, smarter form.
Edmund King OBE,
President of the
Automobile Association (AA)
MODERN INSURANCE | 15

INTERVIEWS
Mobility
at the
Granular
Level
with Matthew Avery
Modern Insurance Magazine
sat down with Matthew Avery,
Director of Research at Thatcham,
to discuss legislation around AVs,
the future shift in liability, and the
growing importance of relationships
between insurers and vehicle
manufacturers in light of this…
QHello, Matthew! Thanks so much for setting time aside to
chat today.
At the start of 2022, The Law Commission published a joint report
recommending the introduction of a new Automated Vehicles Act.
There was a clear message here alluding to the fact that drivers
need to be educated further around the capabilities of their
vehicles, and their legal obligations in relation to these capabilities.
As we are now 12 months on from that recommendation, do
you have an update as to how is this progressing? And do you
think that technology could be advancing faster than the public
understanding around it?
AYes, there has been some movement on that
recommendation. Firstly, there’s some work being done
by the Government at present in the form of a Future of
Transport Bill, which is currently being formulated with a view to
passing through Parliament soon. Automated Vehicles (AVs) will
certainly be factored into that legislation. There’s also some active
work on a Department for Transport (DfT) sub-group called ‘AV
Drive,’ which is designed to engage with vehicle manufacturers to
ensure that customers are aware of their obligations around using
current and future technology.
In terms of public understanding, one of the main problems we’ve
got lies around manufacturer terminology. Manufacturers choose
to use their own descriptions and terminology for assisted vehicle
systems. Therefore, it can be very confusing for the customer to
understand which Assisted Driving functions they do and don’t
have. At the last count, I think we found over 50 different names
for Autonomous Emergency Braking Systems, for example; so in
terms of standardising the terminology, more can be done to avoid
consumer confusion.
In terms of technology moving forward – it’s about to get more
complicated with something called ‘DCAS’ or L2+, technology that is
available on certain cars today over in the US. At the moment, you’ve
got Assisted Driving Systems where the driver must keep their
hands on the wheel but their feet are off the pedals. Effectively, the
vehicle will look after the steering, acceleration, and braking. This is
especially useful for long journeys where fatigue is a risk.
Very soon, however, you’re going to be able to take your hands
off the wheel entirely with a system they call ‘DCAS’. This is still an
Assisted Driving system, albeit a ‘hands off wheel, eyes on road’
system; so drivers will be able to take their hands off the wheel and
their feet off the pedals, but will need to remain alert by watching
the road. That’s going to feel very much like Automated Driving,
but you won’t be able to do things like check emails or use your
mobile phone. There’ll be a Driver Monitoring System on board the
vehicle to stop you abusing it; but, of course, most people will want
to pick up their smartphone and start texting! So, there’s already
a paradox around the fact that the logical productivity benefits of
Automated Vehicles are not going to be made possible with this sort
of technology. There will also be vehicles with systems at different
levels of automation where you’re not guaranteed to see the benefit;
not to mention varying levels of liability in accordance with levels of
automation in the event of something going wrong. Clear liability
and subrogation routes for insurers will all be very difficult, I suspect.
QIn order for the societal benefits of Automated Driving
technology to be fully realised and embraced, what key
factors do insurers still need to consider?
AThe insurance industry has certainly been very proactive
and positive towards the adoption of Automated Driving.
Indeed, we were sitting down with the Government in 2017
looking at the needs of the Automated and Electric Vehicles Act,
so the insurance industry and the Government have been working
hand-in-hand for a fair while to prepare for Automated Driving,
where liability moves from the driver to the car. Challenges remain
regarding subrogation rights for the insurance industry; for example,
if it all goes wrong and the vehicle is proven to be at fault, how do
insurers get their money back? You don’t want every crash to end up
at court, and the whole point of the Automated and Electric Vehicle
Act was to prevent that.
16 | MODERN INSURANCE

INTERVIEWS
One of the other things that remains unclear for the insurance
industry relates to the point at which a vehicle is formally classed
as automated. The Automated and Electric Vehicles Act requires
the ‘listing’ of automation, yet the stage at which a vehicle goes
on that list is still not clear. For example, a car could leave the
factory with automated functionality fitted and ready to go; so,
by definition, that vehicle would be listed. However, the very
same vehicle might leave the factory with the automated system
turned off, perhaps because the driver has got to pay extra for a
subscription-style automated service. Will that be listed, or not?
Volvo have already told us that they’re likely to turn automated
systems off until they’re ready to be switched on via an Over-The-
Air update. Would that be listed? At the moment, both the Centre
for Connected and Autonomous Vehicles and the Department for
Transport have not been able to provide clarification around this.
Finally, when there’s a collision, insurers must have access to
data to confirm who was driving at the time of the claim. If it’s
down to the consumer to make that claim, they’re likely to blame
the vehicle. If the vehicle manufacturer is then pursued, they’re
unlikely to share data with the insurer without the consent
of the consumer. If there’s a refusal to exchange data in that
circumstance, where does that leave the insurer? The whole idea
of ‘open subrogation rights’ to streamline the process is really not
there yet.
QOn the subject of liability then, how might the market plan
and prepare for this shift in liability from the insurer to
the vehicle manufacturer? Is there scope for both sides to
‘team up’, and if so, what might that look like?
AI think ‘teaming up’ is quite likely now. Whether this is a
utopian world of collaboration or a threat to the role of the
insurer remains to be seen, but I do think it’s quite likely that
insurers and vehicle manufacturers are going to join forces as the
future of mobility comes into focus. If there is that co-operation,
subrogation rights should go out of the window because there’s
a direct partnership in play. Competition ceases to exist, because
you won’t be buying insurance in an open market context, but
as part of a product bundle instead. There’s a good chance the
market might evolve this way, and I think that’s certainly a threat
to the traditional insurance market as we know it. There’s clearly
an opportunity for insurers here, but it really does come down to
that relationship with vehicle manufacturers. Those conversations
need to happen sooner rather than later to facilitate this shift in
liability. And if insurers choose not to do that, and continue to
pursue the current model? Well, I think they will be faced with a
dwindling market.
QWhich features of AV excite you the most?
ABeing a Road Safety advocate, I very much like the idea of
reduced collisions and fatalities. Vision Zero is something
that we all pursue with passion, and I really think that
automation can enable this. We’re already seeing a reduced
number of collisions due to the technology that we have in
circulation today, and this tech will continue to contribute towards
making our roads safer, for everybody. I think we’ll be seeing a
significant reduction in road fatalities for all road users by the end
of this decade, and this in turn will prove to motorists that there
is benefit to be found in Assisted, and eventually Automated,
driving technology, especially in relation to reducing fatigue and
the burden of long motorway journeys.
QHow is the granularity of risk data evolving in line with
vehicle technology, and how might this aid insurers in their
own evolution within the market?
AI think this goes back again to the necessity for
collaboration between the vehicle manufacturer and the
insurer. Obviously, there’s huge benefit to knowing what
a driver is doing at a granular level. Tesla really understand the
value of that. Where do drivers drive? How often do they drive,
at what speed do they drive, what routines do they follow? Other
vehicle manufacturers are learning from this and realising that
data is going to be passed backwards and forwards all the time.
Anyone who understands the black box insurance market will know
the benefits of this kind of granular data, and insurers should be
working on their liaison with the vehicle manufacturers because it’s
the vehicle manufacturers who are in possession of the data, and
the drivers, the customers of those vehicle manufacturers who own
it. If insurers want to gain access to that data in any way, they will
need to prioritise the building of working partnerships with the car
manufacturer. And if the insurer can monetise that data, they will
remain super competitive.
QWhat do you believe will be the most significant
developments in the New Mobility world within the next few
years?
AIt’s fairly clear that automation is moving to the right. It’s
difficult to implement, it’s expensive, liability is not clear,
the customer benefits are not clear – especially in Europe. I
think with the economy the way that it is, I can’t see a lot of people
flocking towards automation in the very near future. I think there
are a lot more applications for business where automation makes
sense; with something like Level 4 Parking for example, I can see
this coming into the market a lot quicker. You’ll have Remote Valet
Parking for use in trickier situations like a multi-storey car park, and
I believe there’s a business model there. But until you’ve got more
mature technology, people won’t see the point. Until the car can
drive like a human can drive, as well as a human can drive, people
will question the use case. So, I think we’re looking at another 25
or 30 years before people will actually appreciate and respond to
these developments and new features. Until then, I believe that
these functions will remain somewhat niche, and the benefits will be
questioned too - especially when they come at a high price point.
QFinally, do you feel that connected EVs could be met with
resentment or resistance from drivers who presume an
increased risk of cyber-attack?
AThere’s no connection between an Electric Vehicle and
a cyber-attack. A connected vehicle with an Internal
Combustion Engine has an equal chance of cyber-attack,
so those two factors must be very clearly disconnected. However,
it’s evident that most of the new platforms being made by
vehicle manufacturers at present are EV platforms. They have an
intrinsic weakness but also an intrinsic strength, in that most of
these vehicles are going to be connected via one central domain
controller. This can be a great thing for security, because there’s
only one thing to focus on instead
of a variety of elements distributed
around the vehicle. We know that
cyber-attacks are more likely
to occur when you’ve got more
touch points. However, if you can
get into it, this central domain
controller is effectively the brain of
the vehicle. There’s both a risk and
a robust advantage with this new
technology, but it’s not linked to EVs
in particular because the powertrain
is irrelevant to that. Educating the
consumer about this is vital if we are
to embrace EVs within the intended
timeframe in the UK, as set out by
the Government.
Matthew Avery,
Director of Research,
Thatcham Research.
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MODERN INSURANCE | 17

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EDITORIAL BOARD
Automation should not
compromise the customer
experience
SLAs in relation to motor claims have been hit
from multiple sides due to the events of the
past few years. In light of this, it is unsurprising
that the motor insurance market is looking at
ways to utilise technology in order to improve
processing speeds.
A big part of providing the best outcome involves being able to
adapt to new technologies and enhance the customer’s digital
journey. By working with partners in possession of the technology to
automate certain parts of the claims process, reliance on headcount
is taken away and pressures on the supply chain are eased.
However, the key to all of this is in the timing, and it is crucial that
automation does not compromise the customer experience. A
customer-first philosophy must always remain a priority through all
processes within the insurance industry. This is especially important
at a time when customer expectation in every sector is continuing to
rise, and individuals expect the same personalised experience from
their insurer as they would from an online retailer.
Everyone has been in a situation before where they have an issue
with a product or service, and all they want to do is speak to
somebody on the end of a phone rather than rely on automated
services, chatbots and the ‘Frequently Asked Question’ page on a
website. This can be frustrating at the best of times. Imagine being
involved in a motor collision and standing at the side of a road, unable
to talk to your insurance provider to get urgent assistance.
Automation therefore needs to be used at the right point in the
customer journey to help streamline the claims process and remove
human error. But individuals should always be given a choice as to
whether they wish to speak to a representative when in need of
support.
The benefit to using automated decisions on liability is effective, as
it is built on decades of case law and advanced road and map data.
Systems that provide updates on repairs and vehicle hire are a muchwelcomed
initiative in the market, and having proactive customer
updates removes delays in communication and telephone traffic.
However, these initiatives do rely on accurate data. If the input is
incorrect, then customers will always need a quick and efficient way
to speak to someone. Whether this is by telephone or SMS message,
it needs to be human communication rather than a bot.
Europcar Mobility Group UK is helping the insurance industry to
provide the ideal support. Offering automated steps ensures a speedy
and smooth journey - but having the ability to step out of the process
and talk to customers in a professional way, with direct resolution of
issues, brings a new level of transparency to the vehicle hire process.
James Roberts,
Business Development Director, Insurance, Europcar
Mobility Group UK
MODERN INSURANCE | 19

EDITORIAL BOARD
What changes have you successfully
adopted into your operational processes
to enhance the overall performance and
efficiency of your business?
This autumn, we added to e2e’s proposition
by re-launching our online salvage auction,
SalvageMarket.co.uk, across our own, newly
developed auction platform. It still presents
to the market under the recognised, premium
brand ‘SalvageMarket.co.uk,’ but now offers
the sector an outstanding alternative to some
of the tired and outdated platforms that have
served the market to date.
Designed with an uncompromised focus on user experience, we have
taken advantage of the latest technology to deliver a user-friendly,
technically robust solution with the flexibility to adapt to future
market needs.
This strategic initiative required innovative thinking, rigorous prelaunch
testing and the redesigning of operational processes to fully
realise the inherent performance and business efficiency wins that
were on offer. Customer experience was paramount, and we worked
closely with our existing subscribed bidders and network members in
the run up to the launch to ensure a seamless transition from the old
auction platform.
SalvageMarket.co.uk has already attracted its largest bidder base ever,
continuing to grow at 20,000+ bidders. There are thousands of cars
available to bid on with thousands of new listings every week, and we
are forecasting significant growth in the coming months. We have
been delighted with the success of the launch, the smooth transition
of existing subscribed bidders to the new platform and the high
demand from new bidders to sign up. Operationally, we are already
seeing performance and efficiency returns as a business, and our
insurer clients are continuing to enjoy excellent salvage returns.
The investment in the new platform is aligned with e2e’s strategy to
drive added value to insurer clients and network members through
the adoption, integration and application of emerging technologies.
Ongoing investment will be matched with operational agility, enabling
SalvageMarket.co.uk to respond to bidder and market needs and
reflecting its service positioning as the ‘auction platform of choice’.
For e2e, this is much more than a platform upgrade. We view it as the
first of a number of technology driven, strategic spring boards that
will enhance the overall performance and efficiency of our business.
Building our services around the latest technologies opens up
opportunities; in this case, to enhance our auction offering with new
functionality, and to explore wider possibilities for developing future
integrated solutions to add even more value for our bidders, network
members and insurer clients.
Jim Loughran,
CEO, e2e Total Loss Vehicle Management
Which of the primary
challenges in your sector
would you like to see
prioritised over the next
12 months, and why?
The introduction of the Official Injury Claims
(OIC) Portal in May 2021 has brought seismic
change to personal injury claims. Some of
the effects of these changes could not have
been intended or anticipated by the industry,
especially in relation to a building backlog of
claims and an increasing claims lifecycle as a
consequence.
For the year ahead, the market needs certainty when it comes
down to the valuation of mixed injury claims; alongside cross
industry engagement to drive process improvements, with increased
transparency that both reduces bottlenecks and tracks performance.
Mixed Injury Claims and CoA
Before implementation of the OIC Portal, the MoJ acknowledged that
judicial guidance would be required for when a Claimant suffered
injuries in addition to tariff-based awards. It has taken 18 months for
two cases to be presented at the Court of Appeal; Robot v Hassam &
Briggs v Laditan. We await these judgments with interest.
Will these claims bring certainty? One would certainly hope so in
terms of tariff and non-tariff claims. However, the Court of Appeal
are not being asked to give guidance on other issues, such as
the definition of exceptional circumstances, or whether or not a
defendant can be allowed to raise new evidence at an assessment
hearing if they choose not to exit the claim pre-issues. Do expect
further litigation on these points (and more) next year.
Process Improvement and Transparency
We know that the OIC Portal wasn’t in a fit state at go live, especially
for Pro Users representing a significant percentage of Claimants.
Consequently, the MIB have been focused on making technical
improvements to the Portal, many issues of which are identified via
Pro Users.
Whilst the volume of technical issues are diminishing, it is a serious
concern that releases are shifting to bi-annual - with the next release
scheduled for May 2023. To date, the MoJ has been reluctant to
implement a change control board, but the time has come where
Claimant Pro Users and Compensators have sufficient experience
of the Portal to collectively feed back to the MoJ, prioritising
recommendations for improvements that benefit the Claimant
experience.
Furthermore, whilst the MIB do publish data each quarter, there are
still gaps - such as how many of the 9% of recorded LiP’s are in fact
being helped by an insurer via Third Party Capture, and what is the
average value of special damages claimed and paid? Now is a sensible
time to pivot focus towards such priorities, which will likely require
MoJ intervention and possible rule changes in the not-too-distant
future.
Stuart Hancock,
Head of Business Implementation, Carpenters Group
MODERN INSURANCE | 21

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EDITORIAL BOARD
Claims could become fully
automated in the face of
abundant, quality external data
Many insurance companies still handle claims
‘manually’, which inevitably has a direct
impact on the overall claim life cycle. This
does not satisfy anyone - customers and
employees both detest the process, and the
ineffectiveness of the application or claims
handling process typically contributes to
customer dissatisfaction. This has led to
insurance companies adopting semi and fullyautomated
systems, improving efficiency and
cutting overheads.
From a customer service perspective however, we shouldn’t forget the
crucial human element in the overall process. It has to be a balanced
approach; automation means less customer interaction, but on the flip
side, the customer wants to feel valued.
Back in the day, we relied solely on human-based interactions,
whether face-to-face or over the telephone. These days, although I
strongly believe that the human ‘touch’ should always be part of the
overall customer journey, there is more data to process than ever -
with the growth of data enrichment and other emerging technologies
such as AI, machine learning and IoT sensors.
Due to the COVID-19 pandemic, a requirement for digitisation and
organisations to streamline their processes and move to online/
home-based operations has undoubtedly resulted in many websites
now featuring chatbots backed by AI, or similar. Nonetheless, where
digital tech is concerned, it requires continuous development and
improvement. With the pace things are moving, if you are not at the
forefront, you will soon be left behind…
One could argue that it is easier for a fraudster to impersonate
someone via an online claim form and promises of ‘same day
settlement’. In this sense, how do companies ensure they still uphold
practical risk assessment? That’s where a mix of technology and the
human element comes into play.
Equally, if the initial stages of the claim journey are automated, how do
we determine which customers go on to have an actual conversation?
That’s where embracing technology can deliver a huge advantage,
with sophisticated, robust risk assessment tools.
The proposed customer journey and overall customer experience are
two separate subjects. Some customers would like the opportunity
to speak with another human being, which comes down to personal
preferences for interaction (not everyone is ‘tech savvy’). Therefore,
it is essential to deploy a balance of technology and techniques to
enable customers to obtain appropriate support if and when they
require it.
Lior Koskas,
CEO, Digilog UK Ltd.
Going the extra mile in light
of the ‘Great Resignation’
The Great Resignation is perhaps the most
disruptive ‘Great’ thing of our time. Unlike the
Great Gatsby, the Great Escape or the Great
British Bake Off, this very modern ‘Great’ delivers
very little in the way of pleasure or wellbeing.
Instead, it has created the tightest labour market
in years, weighing heavily on business confidence
and stifling business growth.
For employees, leaving a job and finding a new one has never been less
daunting, with supply and demand in the labour market swinging firmly
in their favour. While employers might understandably feel concerned
about churning employees, this unique moment for businesses also
represents a big opportunity to create the edge in attracting and
retaining talent.
Here at FMG, we’re investing in training, flexible working practices,
enhanced benefits and employee engagement to boost job satisfaction
and provide a more fulfilling employee experience. We’ve looked to our
employees to help shape our approach and truly understand how their
priorities have changed:
• Flexibility - the way we work has changed dramatically in recent years,
and our employees have re-set their expectations of what working life
should look like to them. A ‘good job’ provides the flexibility to work
where they want, when they want - and in response, we’ve honed a
flexible working policy to support every function.
• Benefits – employees across the board are feeling the pinch of rising
living costs and squeezed incomes. Subsequently, we’ve realigned our
benefits to provide support where they need it most; with a colleague
support fund, enhanced family friendly benefits, holiday sell options
and better support for mental health, wealth and general wellbeing.
• Community – our employees want to feel a sense of belonging, of
shared identity and feeling valued, and our engagement policy has
been created accordingly. From recognition awards and spot prizes
to our charity ball, cultural celebrations and ‘random acts of kindness’
days, we take every opportunity to support inclusivity and strengthen
the relational ties between our employees.
• Career opportunities – sometimes the best support we can provide is
helping employees as they reshuffle themselves into better positions
that align more closely with their career and life goals. Being part
of a PLC provides access to a far wider range of careers paths,
management trajectories and apprenticeships.
This is a new post-pandemic era where employees approach their careers
with a different mindset. Employers must move away from surface-level
solutions and strive for a cultural shift to retain their employees and
attract new talent.
Robin Lang,
Insurance Services Director, FMG
MODERN INSURANCE | 23

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EDITORIAL BOARD
The benefits of automated
claims start with a clear data
handling strategy
According to a forecast from Statista, every
new vehicle sold in the UK will be ‘connected’
by 2026. These vehicles, linked via 5G and
the Internet of Things, create a data-rich
environment with the potential to drive change
throughout the claims process. So, what would
it look like if we took this data and used it to
automate a motor claim?
It all starts with automated FNOL, data from in-vehicle cameras and
telematics devices, overlayed with AI to verify true incidents as they
happen. The technology creates a notification, complete with time,
date, location, incident description and even weather conditions. This
isn’t a far-distant dream - auto-FNOL technology is already live in the
fleet environment, although not yet widely used.
From here, the automated claims journey would kick into action. It’s
certainly true that there are tasks with standard, repeatable outcomes
in the claims environment. At Motor Repair Network for example, we
already use the powerful workflow tool within our system to automate
much of the process. We do this with the knowledge that each claim
and policyholder is different. Automation allows us to dedicate more
time to handling sensitive or complex claims where the human touch
brings the greatest value. It will be a long time before AI can offer the
same level of empathy and initiative as a human being.
That being said, as people get more comfortable with AI interaction, it
will be possible to automate more of the journey. Bill Gates famously
said: “Automation applied to an efficient operation will magnify the
efficiency. Automation applied to an inefficient operation will magnify
the inefficiency.”
With this in mind, we should consider the vast amount of data already
available, and how well technology is embedded across the supply
chain. Where there are multiple service providers, there must be a data
strategy that focuses on centralising a ‘single version of the truth’ for
each policyholder and claim. If not, a fragmented view could start to
develop.
In my opinion, the fully automated claims process may be applied
to specific claims; but with wide demographics of policyholders and
drivers, human intervention will still be needed for the foreseeable
future. That said, the connected world we live in offers important
opportunities to improve efficiency, and the starting point must be
data.
A clear strategy on how data is handled across the supply ecosystem
is the first step to seizing the benefits of automation.
Pete Thompson,
Director of Product, Activate Group
Advances in digital technology
can positively impact customer
service expectations
The digital-savvy customers of today
want their insurers to be proactive – both
anticipating their needs and acting in their
best interests. While car insurance companies
have typically engaged in a race to the bottom
on price to win customers, it appears that a
proactive, personalised, digital experience may
be the key to differentiation in 2023.
A recent McKinsey study found that 71% of consumers now expect
companies to deliver personalised interactions, with 76% becoming
frustrated when this doesn’t happen. The good news is that, in the
UK, one in three consumers said they were willing to pay more for
excellent customer service – a trend that looks to continue well
beyond the New Year.
However, to seize this opportunity for business growth, insurers will
need to prioritise data-driven strategies that drive positive outcomes.
For this, AI will become the single most important tool in an insurer’s
armour. Adopting AI in all its guises – automation, advanced analytics,
etc – will allow insurers to finally learn from every customer interaction
and optimise digital experiences in real-time. The most effective
differentiator: using AI to move past simply generating insights, and
instead delivering automated actions that empower the business to
manage customer intent before it becomes a need, in real-time.
However, this all rests on the quality of the voice of the customer data.
And today, this must span search, web, chat, email, calls, social, and the
multiple other digital touchpoints your customers use, to ensure a more
holistic understanding of their wants and needs.
Of course, bringing all your channels together on one platform
makes it easier to surface this data in-the-moment, and utilise it for
delivering a superior customer experience – whether that’s helping
agents understand customer context in every call, or bringing rich
personalisation into self-service. In my humble opinion, NICE CXone is a
leader when it comes to achieving this.
Daryn Robinson,
Technical Director – CX Transformations, AllThingsCX
MODERN INSURANCE | 25

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EDITORIAL BOARD
Are you making good
on your climate
commitments?
COP27 highlighted the urgency of taking action
towards the devastating impacts of shifting
climate conditions. The effects of climate
change become more apparent all the time,
and there’s clear recognition of the need to
significantly accelerate activities to stem the
rate of global warming. Even at current levels,
the destructive effects are pushing countries,
regions, and communities to the edge as they
struggle to withstand a multitude of climaterelated
catastrophes.
At Crawford, we are not simply committed to playing a role, but
rather to playing a lead role as we progress towards a net-zero carbon
economy and strive to be nature positive in all that we do. That
commitment extends to our clients and their climate ambitions as we
look to offer more climate-responsible products and services.
Our sustainability approach is designed to achieve real-world impact.
It is based on what we refer to as the 4P’s - Purposeful Governance,
which is designed to ensure we hold ourselves accountable to our
ESG standards; Planet Positive, which is our commitment to the
sustainable use of resources; People and Communities, where our
people are empowered to engage with local communities; and
Partnerships and Prosperity, which sees Crawford collaborate with our
partners to deliver true value.
It is vital that these pillars support concrete actions. There’s such a
broad spectrum of initiatives ongoing across Crawford that underpin
our ESG endeavours, ranging from the creation of our Responsible
Business Committee and Working Group, to the launch of our ESG
software data platform and the development of long-term greenhouse
gas reduction targets.
Crawford UK will soon launch a new Environment, Social and
Governance Policy, committing our organisation to setting and
delivering on targets in this area. We will also be launching a
Sustainability Charter with Crawford Contractor Connection, a
collaborative statement where we and our supply chain partners intend
to address our key sustainability issues.
Looking beyond the immediate Crawford environment, we are
supporting our clients in achieving their climate targets through the
development of ESG-engaged products and services. Earlier this year
for example, we introduced a new soil management policy called ‘Zero
to Landfill’ to promote sustainable soil management – a critical aspect
of efforts to reduce climate change and restore degraded soil diversity.
By offering this program to our clients, we are helping to bolster their
environmental credentials while helping to reduce carbon emissions in
a cost-effective way.
At Crawford, our primary function is to help restore businesses and
communities at their time of greatest need. It is therefore imperative
that every action is taken to reduce our climate impact so that we can
reduce that need, promote greater resilience, and make good on all our
commitments to restoring the climate balance that has been so badly
skewed.
Michelle Tucker,
Sustainability Manager, Crawford & Company UK & Ireland’
Insurers are facing talent and skills
gaps, as well as challenges with
recruitment and retention
The past few years have presented the
insurance industry with unprecedented
challenges; COVID-19, rapid digital
transformations, new customer expectations,
and an ever-growing need to attract and retain
skilled, experienced workers within a highly
competitive marketplace.
Insurers should look to improve the candidate / employee experience
in general. If possible, shorten the interview process, streamline
onboarding experiences, offer salary and benefits packages
concurrent with expectations, and foster supportive, inclusive
workplace cultures focused on employee training, development and
growth.
Streamlining the onboarding experience can make the difference
between securing or losing the best candidate. With demand so high,
many of the better candidates that we qualify will be talking to several
potential employers – so making a decision and job offer as quickly as
possible increases the chances of securing the best candidate before
they are snapped up by someone else.
Attracting talent to the insurance industry needs a more proactive
approach to hiring and retention than the industry has previously taken.
Candidates want to know if companies offer career progression and
growth opportunities. To attract job seekers, it is paramount to actively
build an inclusive and diverse workplace culture to futureproof for the
next generation of insurance professionals.
Having a finite pool of talent, the industry seems to be focused on
poaching staff from competitor companies at ever increasing salaries.
Ultimately, this will affect the bottom line and raise the cost of
insurance for customers. Claims handlers are a case in point; the same
handlers are being retained for less time and more money, moving
around in an ever-ascending price spiral.
To bring that situation to an end, Robertsons recognise the need for
innovative intervention to achieve a practical and permanent solution.
For example, young people are mentored through our Claims Academy
and Motor Claims TPA - during their transition from work inexperience
via Insurance Practitioner & Insurance Professional Apprenticeships - to
become effective and experienced practitioners through a blend of ‘on
the job’ and academic training. This will create a continual future supply
of skilled and qualified claims handlers through our recruitment arm,
tailored for the wider industry.
Jason Harris,
Recruitment Services Director, Robertson & Co.
MODERN INSURANCE | 27

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EDITORIAL BOARD
Reflecting on Success:
Expansion and Growth at NWVA
Over the years, the team at Nationwide Vehicle
Assistance have been able to create a wide
business portfolio covering many different
industries. As a result, our work streams have
been increasing incrementally.
As well as being a standard bearer in the safe recovery and
transportation of the ever-growing Electric Vehicle market, we offer
hundreds of bespoke solutions to meet our customer needs. Our
valued network of recovery agents benefit greatly from this, and
because we are constantly securing new business, we are helping our
agents protect themselves from some of the challenges faced by the
wider industry. As well as providing quality contract work, we commit
to settle invoices on the due date and have recently provided an
improvement in commercial terms around fuel pricing.
Our blended UK coverage, using agents and our wholly owned LJ
Transportation business, means we have the ultimate solution for
offering a nationwide service to our customers through the breadth
of our network. Our systems are able to factor in available resource
- at any particular time and geographical point - so as not to disrupt
the operations of our customers.
The continued growth of Ultra Low Emission Zones in larger
conurbations is a new initiative impacting our industry. To ensure
we are emission compliant, we and our key recovery agent partners
have been steadily investing in Euro 6 recovery vehicles. At a cost in
the region of £150,000, this represents a significant commitment to
our future service proposition. Others in our sector won’t be able to
commit to this level of cost, and we are already seeing a benefit from
our investment strategy through increased business levels.
We are also committing to grow and develop our brilliant team. Like
most industries, there’s a growing skills crisis in our sector - but our
scale of operations mean we can shield our customers from this
scenario. Though our own LJ Transportation business, we are starting
to look at the apprenticeship route to plan and prepare for the
workforce of the future.
We are constantly expanding our operations, and always welcome the
opportunity to engage with any business to discuss their recovery,
transportation and storage needs. Feel free to email me anytime at
mick@nwva.co.uk if you would like to discuss further.
Mick Jennings,
Managing Director, Nationwide Vehicle Recovery Assistance
Our goals and key values
for an optimistic New Year
Our industry is highly dynamic. The future
trends of digitalisation and sustainability
are accelerating. New trends are constantly
emerging.
For its Automotive Refinish business, BASF’s Coatings division looks
to leverage its sustainable technology leadership to grow in the
premium segment and lead the way with sustainability. We want to
further strengthen our position as a thought and action leader in
sustainability – and gaining recognition as the 2022 British Coatings
Federation’s Sustainable Innovation Manufacturer of the Year Award
for our environmentally friendly R-M® AGILIS® basecoat line is just the
start.
We see sustainability as an integral part of our strategy as well
as our targets, steering processes and business models. Our ecoeffectiveness
and biomass balance technology is leading the way
in sustainability. This establishes us as a responsible and attractive
partner of choice, roundly supporting our customers, opening up new
growth areas and securing long-term success.
We also want to leverage the extensive growth potential of
digitalisation and seize the associated opportunities to the benefit
of our customers. Our first-to-market cloud-based digital platform
Refinity is set to enhance the customer experience whilst our
upcoming business support packages like Body Shop BOOST and ABS
are designed with our customers in mind, geared to drive body shop
profitability and efficiency.
BASF – we create chemistry for a sustainable future.
Jason Lea,
Strategic Account Manager, BASF Automotive Refinish UK
& Ireland
MODERN INSURANCE | 29

ACORN ASSESSORS
CONSULTING AUTOMOBILE ENGINEERS

ASSOCIATIONS ASSEMBLE
ASSOCIATIONS
ASSEMBLE
Welcome to
Associations Assemble!
Modern Insurance Magazine is delighted to be
joined by some of the leading names from our
industry associations, organisations and institutes!
This issue voices the thoughts of:
Chris Weeks,
Executive Director at the National
Body Repair Association (NBRA)
Sue Brown,
Chair of the Motor Accident Solicitors
Society (MASS)
Jonathan Fong,
Senior Policy Adviser, General
Insurance at the Association of British
Insurers (ABI)
Dr Matthew Connell,
Director, Policy and Public Affairs, at
the Chartered Insurance Institute (CII)
Mike Keating,
CEO of the Managing General
Agents’ Association (MGAA)
Anthony Hughes,
Chairman and CEO of the Credit Hire
Organisation (CHO)
Nicola Critchley,
President of the Forum of Insurance
Lawyers (FOIL) and Partner at DWF
John McQuater,
President of the Association of
Personal Injury Lawyers (APIL)
MODERN INSURANCE | 31

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ASSOCIATIONS ASSEMBLE
Chris Weeks
Title: Executive Director
Association: National Body Repair Association
(NBRA)
Bodyshops of
the Future
When I think back to the early nineties, car
bodyshops were commonly located on an
industrial estate. It was impossible to park,
the reception areas ranged from awful
to hectic, and if you ventured through
the workshop door it was more freezing
scrapyard than picture postcard! The
conditions were quite inhospitable for the
staff, and you had to be brave to venture
into the staff rest rooms or canteen!
What’s changed? Well, for one thing, the task of
repairing a car has become infinitely more complex.
Technicians have to be fully trained, and training has to
be updated regularly. It has evolved from a profession
anyone could do with nothing more than enthusiasm
and being “good with your hands,” to a highly skilled
profession.
There’s been huge technical progress, but conditions
for staff still leave little to be desired, especially in
contrast to many professions where workers reside
in offices or at home with WiFi, surrounded by lots of
creature comforts and working at a measured rate of
pace.
We need to up our bodyshop expectations and
standards! Body Repair technical staff are a rare
breed of rockstars. Excellent healthcare should
come as standard, with warm facilities to work in,
a salary representative of their training and regular
holidays. Repairers should shout about their career
with enormous pride, and considering the very physical
nature of the job, they should feel able to retire early.
Similarly, customers should have a premium experience;
leaving their vehicle in total confidence and returning to
shiny, pampered cars.
We have to stop treating car repairs - this rare,
incredible, risky, complex performance - as a mere
commodity. It’s far more
than that now. If you want
this for your customers
and you want to know
how it can be done,
contact the NBRA.
Jonathan Fong
Title: Senior Policy Adviser, General Insurance
Association: Association of British Insurers
(ABI)
Motor insurance
remains competitive
despite cost
pressures
The development of autonomous driving
technology - alongside the emergence of
electric vehicles - is set to make the future
driving experience very different. But the
cost of motoring remains a perennial issue,
of which the price of motor insurance is a
key component.
Rises in the cost of living are being felt by millions
of households, and while the average price paid by
motorists for their motor insurance has risen over the
last year, the ABI’s latest Motor Insurance Premium
Tracker shows costs have risen only marginally by
2%. For some time however, the ABI has warned
that insurers have been increasingly challenged by
absorbing rising costs, such as more expensive repairs
and rises in second-hand car prices.
For example, the average cost of repairing vehicle
damage under a policyholder’s own motor policy
jumped by 16% to just over £3,000 in the year to Q2
2022. This reflects increasing vehicle sophistication,
leading to more expensive repairs as well as rises in the
costs of raw materials such as paint.
The continued shortage in semiconductor microchips
and global supply chain issues, made worse by the
Russian invasion of Ukraine, has also led to longer
waiting times for many new vehicles and vehicle parts.
This has contributed to a rise in the demand for second
hand cars, with used car prices up 30% on average in
2021.
Insurers recognise that these continue to be difficult
times for many households dealing with the rising cost
of living. Like many other sectors, motor insurers are
facing sustained higher costs, which are becoming
increasingly challenging to
absorb. Despite this, they
continue to do all they can
to keep motor insurance
as competitively priced as
possible. Anyone concerned
about being able to continue
paying their motor insurance
premium should speak
to their insurer about the
possibility of alternative
payment options.
MODERN INSURANCE | 33

Striving to make the customers
experience of receiving motor
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ASSOCIATIONS ASSEMBLE
Dr Matthew Connell
Title: Director, Policy and Public Affairs
Association: Chartered Insurance Institute
(CII)
Insurance Evolves
with Mobility
In 2017, the then Chancellor of the
Exchequer predicted that we would have
‘genuine driverless vehicles’ on the road
by 2021. That prediction has since been
revised to 2025, reminding us of the old
saying that the effects of technology tend
to be overestimated in the short term, but
underestimated in the long term.
For many, the delay around introducing fully automated
vehicles will not come as a surprise. A car that does
not need any intervention from a driver requires a
standard of software that simply does not exist right
now. Instead, automation is likely to be a gradual
process which requires road infrastructure to adapt to
autonomous vehicles as much as the other way around.
If we are overestimating change in the short term
however, are we ignoring more fundamental changes
over a longer period? We’re already seeing the
boundaries between transport and housing being
blurred through lifestyle trends such as ‘Van Life’, with
vans transformed into tiny homes. Lockdown has also
blurred the boundaries between home and office.
Honda has developed its ‘Ie-Mobi Concept’ for example;
a mobile, 50-square foot mobile living room that
attaches and detaches from a home. Volvo has also
developed a ‘360c concept vehicle’ which could serve
as a living room or mobile office.
At some point in the distant future, the need for
traditional car-shaped vehicles is likely to disappear.
When this happens, the boundaries between property,
motor and travel insurance are likely to merge. The
need for insurance, however, will not disappear. As
properties become more mobile, the issues that
exist with current forms of risk will continue, and as
technology frees us to do
what we want, where
we want, uncertainty
and unpredictability will
multiply. This can only
mean a greater need for
the expertise of insurance
professionals.
Michael Keating
Title: CEO
Association: Managing General Agents’
Association (MGAA)
The industry must
do more to attract
young talent
All areas of the insurance industry have had
to navigate some pretty tricky, unexpected
challenges of late. MGAs in particular
have displayed tremendous resilience
and flexibility in the face of some truly
unprecedented global events, such as the
war in Ukraine and the COVID-19 pandemic.
However, our industry is yet to find a sustainable
solution for one issue: the lack of young people
choosing a career in insurance. This will continue to
present significant challenges for the sector if more isn’t
done to make a career in insurance a more attractive
prospect for the young generation. Young adults can
offer valuable insight into what the modern consumer
is looking for from their insurance provider, as well as
an understanding of new and emerging technology
and its applications to improve processes and customer
experience.
As an ecosystem at the forefront of driving innovation
and change across the market, MGAs are in a unique
position to be able to lead the charge in making the
insurance industry more attractive. This is exactly why
we’ve recently re-launched our MGAA Next Gen group,
which aims to represent young professionals in the MGA
sector in the UK and Ireland.
The Group will provide educational training and events
for our members, while also promoting the sharing
of experiences and challenges for young people in
the industry. The group will also create networking
opportunities for those young people considering a
career in insurance, but who may be held back by an
‘old fashioned’ perception of
the sector.
While it’s exciting to be
driving this change, we can’t
solve this problem alone.
The insurance industry must
work together to highlight
some of the sector’s most
exciting opportunities to the
next generation of MGAs and
insurance professionals.
MODERN INSURANCE | 35

A VIZION OF THE FUTURE
The best way to predict the future is to create it.
Vizion is recognised globally for providing cutting
edge technology that operates at the frontiers of
knowledge, digitising customer services and data
solutions, from an innovative development team.
Innovation drives evolution, allowing us to do things bigger,
better and more effectively, and because of this, Vizion and
our partners continue to lead the way in our respective
sectors, with strategic and digital solutions, providing tools
and support to help future-proof repairers and our sector
as a whole.
At Kinetic we will be discussing the next phases for our
industry, data automation in collision repair and highlighting
the latest innovations from our teams, sponsors, vehicle
manufacturers, insurers and a number of well-known
businesses, exhibiting over the 2 days. We will also cover
strategies around cost and sustainability, energy and some
of the less obvious obstacles that will arise along the way.
Let’s move forward together
Register today, visit www.kineticevent.net or email
hello@kineticevent.net for more information.
22.03.23 - 23.03.23
2 DAY & EVENING EVENT
TELFORD INTERNATIONAL
HALLS 1 & 2
WWW.KINETICEVENT.NET
Diamond Sponsors
Platinum Sponsors
Gold Sponsors
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ASSOCIATIONS ASSEMBLE
Sue Brown
Title: Chair
Association: Motor Accident Solicitors Society
(MASS)
The Court of
Appeal rule on
Belsner v CAM
Legal Services
Limited
If the insurance industry noticed the
reports on the Court of Appeal judgment
in Belsner v CAM Legal Services Limited, it
was probably due to the collective sigh of
relief from PI claimant lawyers.
As far as the distinguished panel of judges in the Court
of Appeal was concerned, it’s apparent from their
written judgment (and even more so upon watching
the YouTube video of the hearing) that their main
reaction was astonishment - laced with a degree of
disdain - that a claim relating to a couple of hundred
pounds worth of legal costs should be brought before
them in the first place.
The Court of Appeal was asked to consider the
interesting question of whether a claim settled at
Stage 2 in the Claims Portal was contentious business,
as set out in Section 74(3) of the Solicitors Act 1974.
If so, does the CFA and retainer signed by the client
constitute a written agreement expressly permitting
payment to the solicitor of more than the £500 fixed
costs payable by the insurer?
The answer to the first question was no. The Court
suggested that Section 74, written long before CFAs,
fixed costs and Portals were ever thought of, should
perhaps be revisited. The claimant’s second argument,
that she had not been given sufficiently clear advice
on costs, was upheld to the extent that the documents
were deemed complicated and misleading. However,
since the Court considered the amount she had been
charged to be reasonable, the appeal was successful.
In the hope of deterring similar cases like this being
brought before them in future, the Court indicated that
such cases should
be dealt with by the
Legal Ombudsman,
rather than pursued
through the courts
at huge expense.
Let’s hope that this
sound advice is
observed.
Anthony Hughes
Title: Chair and CEO
Association: Credit Hire Organisation (CHO)
What does
the Future of
Mobility look like
for Credit Hire
Companies?
In the midst of a crisis in the motor claims
supply chain, horizon scanning to plan for
the future of mobility may be too much to
ask. However, net zero and the phasing out
of ICE vehicles beyond 2030 is going to
happen, and the credit hire industry really
must start to think about adapting business
models to fit this future.
There are signs that insurers, credit hire companies
(CHCs) and repairers are building a better
understanding of the specialist requirements for
transporting, storing and repairing EVs in the claims
supply chain, but there is a long way to go.
Upstream, lack of historical data makes life difficult for
motor underwriters. EV risk is still, perhaps, as much of
an art as it is science, although the data gap will close
over time with more EVs on our roads. On obtaining
post-accident mobility, credit hire customers requiring
like-for-like are not going to be satisfied with an ICE
vehicle if they normally drive a Tesla or even a hybrid.
CHCs will need access to many more EVs to manage
mobility demand for these vehicles in future.
In relation to autonomous vehicle technology, the
implications for accident risk and liability should a selfdrive
crash (answer: the manufacturer) has been raging
for years. However, if self-driving cars rarely crash,
demand for credit hire and motor insurance alike will
change dramatically.
This issue is still a long way
hence. ICE cars have at
least a 12-year lifespan,
so we can expect these
vehicles to remain on UK
roads well into the 2040s.
Yet life comes at you
fast, so it’s a good idea
for all of us to do some
collaborative thinking
now to prepare for the
future of mobility.
MODERN INSURANCE | 37

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ASSOCIATIONS ASSEMBLE
John McQuater
Title: President
Association: Association of Personal Injury
Lawyers (APIL)
The Human
Rights Act must
be protected
Plans to dismantle the Human Rights Act
and replace it with a new Bill of Rights are
back on the Government’s agenda.
Human rights claims play an essential role in keeping
organisations in check and ensuring justice where
human rights are breached. The Bill of Rights Bill
undermines the UK’s commitment to the importance
of human rights. It will create legal hurdles for people,
making it more difficult for them to enforce their rights
and receive full compensation.
The Bill was shelved by former Prime Minster Liz
Truss, pending a review. However, it now seems certain
that the Bill will return in its original form, with a
second reading expected ‘soon’ at the time of writing.
Proposals include a new ‘permission stage’ for human
rights claims, which means that only those who can
show they have suffered a ‘significant disadvantage’ will
be allowed to proceed. Some human rights breaches
will therefore be deemed ‘acceptable’.
Human rights are universal, and no breach should ever
be considered ‘acceptable’. The Human Rights Act does
not come into play in many personal injury cases, but
it is essential in delivering justice for the few who rely
on it as a route to redress. The type of claims dealt with
by APIL members include those brought by bereaved
families and people who have suffered sexual abuse,
physical abuse or serious neglect. Under the proposed
legislation, they will have to jump through unreasonable
hoops to have their cases heard. There will be people
denied access to the courts despite having had their
human rights breached.
The Bill of Rights Bill has been met with widespread
criticism, particularly from
groups which work with
vulnerable people.
APIL and others will
not let this legislation
pass without a fight.
Nicola Critchley
Title: President and Partner
Association: FOIL and DWF
Motor and
the Future of
Mobility
Until a few years ago, lawyers and insurers
dealt with road traffic incidents involving
motor vehicles, motor cycles, bicycles and
pedestrians. Liability was determined by
reference to the actions of the person or
persons involved.
The future looks very different, with Autonomous
Vehicles (AVs) set to find their way onto our roads.
Liability becomes a far more complex issue in an AV,
with responsibility orientated around the performance
of the vehicle’s software and any faults within it. A
whole new raft of regulation will develop and the role of
insurers will change. Relevant legislation doesn’t appear
to be moving at pace.
Promisingly, Second Permanent Secretary at the DoT,
Gareth Davies, confirmed that his team has been
working closely with the industry to understand the
regulatory need for self-driving vehicles. Davies also
recently reported that progress is coming along faster
than many people would’ve expected even just a few
years ago.
A point of concern is what will happen when AVs join
existing traffic on our heavily populated road network.
Artificial intelligence (AI) will determine what the AV
does, but human brains will be making the decisions for
other road users. Traditionally, liability in RTIs has been
measured in terms of what actions a reasonable road
user would take in comparable circumstances. In RTIs
involving both AVs and other road users however, the AI
decision-making process will throw another element into
the pot.
For the foreseeable, debates will continue around the
requirements of regulation and insurance for e-bikes
and e-scooters; how AVs are to be integrated into the
existing traffic system, and how roads
within the UK can be better
adapted to accommodate
growing technologies. The
Highway Code may need to
be revised more frequently
than we’re used to!
MODERN INSURANCE | 39

Underwriting Re-Imagined. An Automated and
Real-Time Experience.
Our Smart Underwriting solution provides insurers with the intelligent automation of the insurance underwriting
process, by securely integrating the relevant internal and external data, including historic and real-time health
data, used for underwriting.
How It Works
Health Data Health Risk Score Smart Underwriting Automated Decisions
Health Claims
& Encounters
• Proprietary Algorithm
• Machiche Learning
Health Risk Score
Approved
Pharmacies,
Doctors & Hospitals
Insurer’s Data
• Artificial Intelligence
Industry Risk Screening
Identity Verification
Declined
DIagnostic &
Wearable Devices
Data Aggregation
Refer to Underwriting
Team
rPPG Technology &
Facial Scan
Business Rules
AI Modelling of
Expert Underwriters
Key Benefits
• Significantly lowers the cost of underwriting a policy - up to an 80% savings in cost per decision.
• Improves the quality and consistency of underwriting decisions.
• Reduces the underwriting decision-making time to a matter of seconds as opposed to the days required to
complete the required health checks and manual processes.
• Improved customer experience by automatically leveraging existing, relevant data on the customer instead of
requesting medical checks or requiring them to complete standard questionnaires.
Interested in a demo? Contact Ben Phillis on:
ben.phillis@alulatechnologies.com
+44 203 205 7173
linkedin.com/in/benphillis
Scan the QR code to view our Smart Underwriting video
www.alulatechnologies.com

INSIGHT
Q
A
How should health data play a
more dynamic role for Health and
Life Insurers?
Health data is key in enabling
insurers to underwrite more
efficiently, both in assessing the risk
of new applicants and managing existing
customers at claims stage. But also - and
perhaps perversely – it plays a vital part in
personalising engagement with existing
policy holders.
At Alula, our API-based platform enables
insurers to instantly understand the health
of policy holders. In South Africa, for
example, Health and Life insurers harness
our platform when they are pricing new
policy applicants and when they are
processing claims. We collate disconnected
data from multiple data providers (all fully
consented), apply Machine Learning and
proprietary algorithms to provide an overall
Health Risk Score. Insurers then factor this
into their pricing or claims decisions.
The data sets we draw from include
electronic health records, pathology, an
insurer’s own structured or unstructured
data, pharmaceutical records and
wearables. So, as a person changes their
behaviour, following their prescribed health
plans or medicine regimes, the impact on
their health can be seen by the insurer.
Can we replicate this in the UK?
Q
A
Yes, aligned with country specific
regulatory requirements, we can
integrate the data sources here in
the UK (and in any other territory, for that
matter). However, electronic health records
are not always readily accessible.
That’s why we’ve added real-time face
scanning; so in just 30 seconds, insurers
can get an incredibly strong indication
of the factors influencing a person’s
health. It provides a range of metrics –
including heart rate, heart rate variability,
blood pressure, metabolic risks (such
as hypercholesterolemia, hypertension,
hypertriglyceridemia and diabetes risk
probabilities) and blood biomarkers, such
as blood glucose and HbA1c. These are
powerful investigative measurements that
can then be used to offer a policy, load a
policy appropriately, recommend further
relevant tests, or refer to an underwriter for
further review.
How should this health insight be
used?
Q
A
On top of allowing underwriters
to efficiently assess new policy
applications, our insights also enable
Health data
drives automated
underwriting
from Alula
them to manage claims more effectively
by identifying potentially non-disclosed
conditions.
Also, if customers are incentivised to give
regular readings – especially through face
scans and sharing wearable device data –
insurers can continually monitor the health
of their customers. This always-on data
source enables insurers to act through
preventative interventions, keeping
their customers healthier for longer.
Customers can be rewarded directly as a
consequence with discounts or rewards,
but why not extend this to dynamic
premiums and policy benefits, too?
Q
A
How are Alula re-imagining
underwriting and claims
processes?
Customers are ever more
demanding and don’t want to wait.
It’s the same across every industry,
and insurance is no different.
Claims and Underwriting should instantly
harness all sorts of first and third-party
data, including health data, identification
verification and industry risk screening
with company-specific business rules.
This drives quicker and better new policy
applications and claims processes.
Our Smart Underwriting and Smart Claims
solutions integrate Intelligent Automation
with Machine Learning and our algorithms,
enabling Life insurers to make a decision
in minutes for the majority of cases, or to
refer the more difficult decisions to their
expert underwriters.
We do this through our Digital Twinning
solution, which involves working with
an insurer’s underwriters, legal and
compliance teams over a few sessions,
creating and modelling how they came
to their decisions. We sense check this
against their historical decisions and
amend the model as needed, before
running our model in parallel to their ‘live’
cases. Then, when all parties are ready, the
solution goes live.
So, what does this mean for the
underwriters?
Q
A
Our solutions allow underwriters
to save time on the more ‘routine’
day-to-day decisions – allowing
them to focus on the aspects of their role
where they can add most value. This can
be applied across both open and closed
book providers.
There are real value efficiencies in reducing
decision making time for underwriters.
And no, it’s not about creating a generic
underwriting platform across the industry
– it’s about making each company’s unique
underwriting process more efficient and
more accurate, with reduced costs.
Who’s using your solutions right
now?
Q
Well, we’ve just launched in the
UK and have had many active
A discussions already with insurers,
reinsurers, and data providers.
We know there’s value – as we’ve reduced
underwriting decision time from 2-8 weeks
to a matter of minutes. We’ve also reduced
the cost of standard underwriting decisions
by up to 95%; and through the increased
accuracy of our solution, have saved clients
more than £2.5m through the detection of
non-disclosure. We’ve already generated
over 2million Health Risk Scores for clients.
We know that harnessing data in real-time
drives greater efficiency, and we know that
instantaneous health and wellness data will
drive this to the next level for both insurers
and their customers..
About Alula:
Alula is a new group – but we have over 30
years of unparalleled experience across the
Life and Health insurance verticals in South
Africa and the rest of the African continent.
We’re combining our tried and tested
technology across multiple insurers and
our applied learnings from working with
prominent insurers and reinsurers and
bringing it to the UK.
Ben Phillis,
Commercial Director,
Alula Technologies
MODERN INSURANCE | 41

FEATURES
Getting to know...
Tom Lawrie-Fussey
Tell us about your role at LexisNexis
QRisk Solutions. What do you do, and
what do you find most interesting about
it?
I am Director of Automotive, which
Ameans that I’m responsible for looking
at new insights that we can offer to
insurance providers around the vehicle
and the driver, to help them price more
effectively, manage risk during the lifetime
of the policy and support the customer at
claim. As an engineer and a bit of a data
geek, this plays to both my interests and
my strengths. The pace of change and
disruption in our sector is unprecedented,
and this role is a fantastic opportunity to
play a part in that transformation through
the vehicle insights we create. It’s great
to be part of a team focused on helping
insurance providers understand motor
risk continually and effectively at such
an exciting and challenging time for the
market.
What are the challenges facing your
Qbusiness right now, and how are you
working to overcome them?
Concerns over data ownership, and
Athe public availability of data used
in the customer journey, has certainly
been a challenge. However, once those
concerns were put to rest, there has been
a big shift in the appetite of insurance
providers for new data insights, in order to
obtain an accurate view of risk in a fair and
transparent manner.
My primary focus at the moment is around
supporting motor insurance providers.
To this end, we’re accelerating how we
leverage vehicle data to help solve some
of the market’s pain points. Watch this
space for more news on this front - but
without going into too much detail, we
hope to soon uncover even more detail
about the car, the safety/risk implications
of emerging technology, and how all of
this impacts policy pricing, renewals, and
claims.
If you could go back to the start of
Qyour professional career, what piece
of advice would you give to yourself?
Whilst career progression certainly
Ashouldn’t be a race, I would encourage
myself to think about life goals in this
profession harder and sooner. The first 10
years of my career were largely driven by
luck, not judgement. Looking back now,
I would tell myself to think more about
overall progression - making it easier to
determine which direction I should be
pointing towards in the long term.
What would be your prediction for
Qthe industry in 2023 and beyond?
The market is headed towards
Aflexibility and optionality, along with
more personalised products and services.
This will come down to data injected at
the right points in the customer journey to
better know the customer and respond to
their needs.
LexisNexis Risk Solutions is an enabler,
joining datasets together to create an
enriched and value-added service for
our clients in the insurance market. The
capabilities we offer will only grow in
response to the changing needs and
demands of our customers’ customers.
What made you want to work in this
Qindustry?
I used to love watching lorry drivers
A reverse into our local supermarket
car park. It’s a real skill! I’d watch them
for hours, and spent my entire childhood
wanting to be a lorry driver! So, I’ve always
had an interest in cars, trucks, engines, and
driving. That led to a career in engineering,
which then led to a role creating new
vehicle valuations data. This opened my
eyes to the potential of deeper vehicle
insights in the insurance market.
What has been your most significant
Qor proudest achievement in your
current or previous roles?
I invented a condition monitoring
A‘puck’ device about 10 years ago,
which was subsequently launched into a
variety of markets, including telematics. It
was hugely rewarding to bring the idea to
reality - and to experience all the elements
of a digital product and service launch
first-hand. We developed everything, from
the look and feel of the casework, the App,
new communications logic (it was one
of the very first Bluetooth Smart devices
ever to be developed), crash/impact
algorithms, mesh networking logic, power
budget eg. when it should wake up, when
it should go back to sleep, backend data
analytics, data dashboards, sales collateral,
the list goes on. It was pretty intense - and
great fun, too.
How would you like to see the
Qinsurance industry improved in the
future?
Specifically in relation to the motor
Ainsurance market, it won’t come
as a surprise for me to say that
more insight around the
risk and claims history
of the vehicle will vastly
improve the market’s
ability to better price
and support customers
from quote to claim.
The UK car parc is
changing. More and
more vehicles now
have ADAS, and
that technology
will continue to
evolve to make
driving safer,
easier and more
pleasant. At
the same time,
road travel has
been reducing
consistently
over the past
decade or
so, and
people
are
thinking differently about how they use
their vehicles from a cost and environmental
perspective.
It would be great to see a time when drivers
have greater choice and flexibility to use
motor insurance just for the time that
they need it, where services are offered
with pricing based on a much clearer
understanding of their vehicle and how it’s
used.
Tom Lawrie-Fussey,
Director of Automotive, LexisNexis Risk
Solutions, Insurance, U.K. and Ireland
MODERN INSURANCE | 43

FEATURES
INSURANCE
INNOVATORS
SUMMIT 2022
QEII CENTRE, LONDON
The 2022 Insurance
Innovators Summit,
held in person at
the Queen Elizabeth
II Centre in Central
London, brought
850+ senior
leaders together
to interrogate the
critical issues facing
the industry.
Navigating choppy waters
Starting with COVID-19 and supply chain
disruptions, through to the cost-of-living
crisis and war in Europe, the past couple
of years have been highly testing for
44 | MODERN INSURANCE

FEATURES
insurers and their customers. As such,
driving resilience was naturally one of the
key discussion points of the Summit.
In the opening keynote address, Tim
Bailey, Chief Executive Officer at Zurich,
underlined that the insurance sector
could play a critical role in helping
to build greater societal resilience in
challenging times. “As an industry, we can
help our customers build more resilience
through greater focus on prevention and
such an important role in society more
broadly,” Bailey noted.
For Helen Rickards, Head of Protection
and Resilience at Allianz, the industry’s
pandemic response set the template
for successful operational resilience to
future challenges. “All of us responded
fabulously to COVID-19. We knew what
we were doing with clear objectives in our
mind - to protect our employees, serve
our customer, and keep that continuity
going,” Rickards stated. “If we remember
all that stuff, we are better placed for
emerging risks.”
Customer centricity to
the fore
Today’s macroeconomic environment
presents enormous opportunities for
insurers to be there for their customers.
Tara Foley, CEO, Retail at AXA
encouraged delegates to find their focus.
“It’s difficult to leverage every
opportunity, so insurers need to zone
in and decide on the ones that are
appropriate for them,” Foley commented.
“It’s a time for us as an industry to be
bold and courageous, to step up and
embrace the moment.”
“We’re going to have to think about
product features and service elements
that customers want, even looking at the
traditional annualised policies moving
more into the pay-as-you-go-type
space,” added Foley. “There are players
already in the space, but there aren’t
fully established risk and pricing models
around this. It’s not easy, but we will have
to evolve.”
Meeting the customer where they are
and making their insurance experience as
frictionless as possible was also a concept
echoed throughout the Summit. “Let the
customer use the channel they want to
use, and if they want to switch channels,
it must be seamless,” stated Gilles Talbot,
Insurance Director EMEA at Genesys.
Perhaps the natural next step in this
approach is embedded finance, where
the end consumer can buy insurance in a
frictionless way. This is especially true for
markets such as the gig economy. Franck
Pivert, Chief Revenue Officer at Wakam,
commented: “The area where embedded
finance is perhaps the most advanced is
the gig economy. For example, workers in
the ride-hailing and food-delivery sectors
have to be insured. That’s why a Deliveroo
rider is now insured as soon as they take
a delivery order. This is true embedded
insurance.”
Future state: Web3, the
metaverse and blockchain
The year saw great interest in the
metaverse. “Web3 and the metaverse
challenge insurers to consider how to
properly manage innovation alongside
the delivery of today’s services.” stated
Adam Beckett, Chief Distribution Officer
at Ageas.
While Web3 insurance might sound
futuristic, it’s already here to some
degree, as Garrett Droege, Director of
Innovation + Strategy at IMA Financial
told a packed conference room. “There
are huge consulting divisions that are
setting up blockchain smart contracts for
companies for all use cases, and the use
cases are literally endless,” Droege noted.
“Anything that you have a set of rules,
parameters or workflows around, you can
build a smart contract for.”
“Blockchain can really help us inspire
solutions,” added Magdalena Ramada
Sarasola, Senior Director, Insurtech
Innovation Leader at Willis Towers
Watson. Indeed, Bob Crozier, Chief
Architect, Head of Enterprise Architecture
& Global Head of Blockchain at Allianz
Technology, shared how Allianz is
already reaping the rewards, while IMA
Financial’s Garrett Droege shared how his
organisation has created a non-fungible
token (NFT) certificate of insurance for
the on-chain real-time verification of an
insurance product.
“A certificate is not that hard to
Photoshop and create a falsification
of record, but you can’t do that on
the blockchain,” Droege explained.
“Think about a contractor who has 100
subcontractors. With an NFT certificate
of insurance, they can verify their insured
status in real-time before they start
swinging a hammer in that building.”
How can companies thrive in a
world of ecosystems?
Jonathan Larsen, Chief Innovation Officer
and Chief Executive Officer of the Global
Voyager Fund at Ping An outlined his
company’s ecosystems approach at the
Summit. “Our business is propelled by
data-driven business models,” revealed
Larsen. “This means accessing data, and
using technology and analytics to create
value out of that data, then delivering
that value to customers.”
Larsen provided several examples of how
this data-driven approach powers Ping
An’s offering, from its Good Driver and
Pocket Bank apps to real estate wealth
management, health care services, and
more. “Our whole strategy is about
trying to wind these businesses together,
integrate the value propositions and be
able to offer more to the customer where
it makes sense and where it’s convenient,”
added Larsen.
Ecosystems can sometimes be confused
with digital platforms or equated as the
same thing, but crucially there is a clear
distinction between the two. A platform
essentially operates like a marketplace
that enables third-party transactions. Dr
David Stachon, Chief Operating Officer
at wefox, put forward the case that the
platform model is ideal for the insurance
industry. “We see ourselves as a platform,
as a marketplace, but actually insurance
is all about marketplaces,” Stachon noted.
“It’s about bringing together different
parts that foster the perfect customer
experience through standardisation and
technology.”
He cited what Amazon is doing as a good
model for this. It builds a good customer
experience by creating a platform that
brings different distributors and solution
providers together with various types of
distribution to the customer. “The same
logic at Amazon is happening at wefox,”
Stachon added. “We have all the parts
of the value creation, but we only do
very small parts ourselves. For example,
our insurance company only accounts
for around 18% of our sales, and the
remaining 82% is what we sell for other
insurance companies.”
Tech talk: from APIs to AI
APIs also garnered much traction at the
Summit. As Jean-Charles Velge, Co-
Founder of Qover reflected: “The real
piece that emerged for insurance in the
last year is this API layer, that’s really
groundbreaking. Everybody’s doing
it and everybody’s talking about that
connectivity point, because with APIs you
bring the connectivity.”
For Achille Benmussa, Group Chief
Technology Officer at AXA, it is essential
that insurers don’t offer their own APIs
in a vacuum, but rather look at other
partners in the industry and consider
how to interconnect with them. “There’s
a marketplace discussion that we
need to structure so the simplification
of architecture not only benefits us
as insurance players, but also the
stakeholders that want to participate in
that economy,” Benmussa outlined.
The digitalisation of the insurance
industry is leading to vast swathes of
automation of previously manual tasks.
Once that data is captured digitally, tools
such as AI can help drive efficiencies by
supporting decision-making.
Dr Davide Burlon, Principal at Munich
Re, commented: “We’re automating
the tedious part of the job - the 80%
that’s boring. AI is all about empowering
employees - and how you communicate
that is important.”
AI doesn’t only help employees. It can
also play a crucial role for customers.
For example, it can highlight vulnerable
customers, a point made by Clemens
Dietrich, Head of ACM B2B2C at Allianz
Partners. “Customers that are vulnerable
from a financial perspective can be
highlighted by AI, by looking at the point
of sale and the context product design to
establish their actual insurance needs and
avoid over and under insurance.”
Now in its twentieth year, the Insurance
Innovators Summit has once again
delivered a veritable ‘who’s who’ of the
insurance sector to debate the critical
trends impacting the industry.
SAVE THE DATE!
15th – 16th November
2023, QEII Centre,
London, UK.
For more information, visit:
https://marketforcelive.com/
insurance-innovators/events/summit/
MODERN INSURANCE | 45

I Love Claims
www.iloveclaims.com
KEY EVENT
CALENDAR
2023
JAN
20
FEB
14
MAR
23
Motor Claims
Networking
Lunch
ILC Day
Charity
Day
Subsidence
Conference
MAY
12
JUN
01
SEP
13
Home
& Property
Claims
Networking
Lunch
Partner
Networking
Event
ClaimsTech
LIVE
Event
SEP
27
OCT
05
NOV
09
MGA Claims
Conference
Event
Motor Claims
Exclusive
Conference
Home
& Property
Claims
Conference
NOV
23
EVENTS | VIDEOS | PODCASTS | INSIGHTS
ARC360
Conference
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ClaimsTech
MGA
Home & Property Claims

FEATURES
Industry
braced
for coming
ACE age
The automotive industry is at the
dawn of a new ACE age. Autonomy,
connectivity and electrification are the
three technologies reshaping mobility
more than any another, and their
influence is only going to increase.
Electrification is the most obvious of these, with the numbers of
electric vehicles on our roads continuing to surge. The Society
of Motor Manufacturers and Traders (SMMT) reported the sale
of the millionth electric vehicle in the UK in October 2022 (nine
million are predicted to be on our roads by 2030), while the
popularity of used EVs is also accelerating – up by 44% in the
third quarter of 2022 compared to 2021.
But while this is good news for the environment, it also poses
challenges – not least around the industry’s ability to safely
repair these vehicles.
There are now 32,000 technicians qualified to work on EVs in
the UK, the equivalent of 15%, and more technicians underwent
EV training in the first six months of the year than ever before.
But demand continues to outpace supply, and the Institute of
the Motor Industry (IMI) is now predicting the EV skills gap to hit
crisis point in 2027, a year earlier than its previous forecast.
Autonomy
In terms of autonomy, the industry is fast approaching the
crossroads between assisted driving and automated driving.
ADAS is now mandated on all new cars, but the sticky point
comes in the next phase; the transition from where we are now
at Level 2, through to Level 3 and Level 4.
This raises the question of where liability rests in the event of an
incident, but European legislation has now been introduced to
allow Level 3 automation on public roads. It’s already happening
in Germany, for example, and Dean Lander, Head of Repair
Sector Services at Thatcham Research, believes the UK should
expect to see cars with Level 3 autonomy by the end of the year.
Speaking during a ‘Future of Motor Claims’ panel debate at the
inaugural Motor Claims Showcase event delivered by ARC360
and ILC during the summer, Dean said, “This is the danger point,
the point where you need to decide who is in control of the car
and who is liable. But the technology capability for Level 3 is
there now and if you’re running a prestige centre, you could well
find yourself repairing one in 2023.”
Full autonomy is still some way off, if it happens at all. Many
remain dubious, but Tesla is convinced a future with zero
accidents, injuries or deaths on the road is not just possible, but
probable. It says its engineers are already working towards that
goal, and in large part, the technology is already there.
Joining Dean at the Motor Claims Showcase event, Craig Plant,
Business Operations Manager, EMEA Body Repair, Tesla, said:
“At Tesla we have a goal of zero accidents. A lot of people can’t
yet envisage this, but the technology is there. Cars are already
making good decisions on their own and helping drivers all the
time.”
Connectivity
Connectivity is perhaps the least discussed of the emerging
technologies, but its influence could yet be the greatest. The
potential benefits of connected cars in terms of congestion,
mobility and safety are vast and obvious, but there is also a
looming risk.
The broader the connectivity the greater the threat of
cybercrime – and this will only increase when Over the Air
updates become mainstream. Dean believes that this is the
game-changer, and describes it as the greatest threat facing the
industry today.
“There are 28 million connected cars on the roads today,” he said,
“so cyber is the biggest concern that insurers, manufacturers and
governments have.”
Claims
When it comes to claims, the potential gains to be made from
astute deployment of new technologies is myriad – not least the
use of artificial intelligence in streamlining first notification of
loss, accurate triage and fraud detection.
Pierre du Toit, Chief Science Officer at insurtech Abacai, also
speaking at the Motor Claims Showcase event, explained how
his company is already using artificial intelligence (AI) and data
science to improve operations in three ways; understanding
customer behaviour, predicting claims and how they will
progress, and then using data to reinforce decision-making.
He believes the opportunity is vast for insurers to make better
use of data in the future to not just improve customer service,
but reinvent itself in the eyes of the consumer.
He said, “The insurance
industry isn’t renowned for
the trust customers have in it.
We can change that by using
the data shared with us in an
ethical and sustainable way
to drive value and improve
customer experience. This
will drive trust and loyalty,
encouraging customers to
share more data which in
turn will help us improve the
algorithms again and drive
even more value.”
MODERN INSURANCE | 47

Just a
Thought
from Eddie Longworth
FEATURES
Better Ways
to Find the Right Suppliers
Responding to a tender on behalf of one of my supplier clients (not an insubstantial company),
I was struck by the gulf between insurer expectations and supplier reality. A veritable tsunami of
questions flffllooded the inboxes of the supplier bid team across a vast array of subject matter, but all
of the questions had a single thread of connection between them.
Namely, that the questions were written by a very large
company (an insurer), seeking to procure services from a
relatively small company. Because of this, it soon became clear
that the former had little cultural understanding of the latter, and
were ruining their chances of finding the right supplier to suit
their needs.
A Triumph of Style Over Substance
Procurement and claims professionals will have spent months
preparing the Request for Proposal/Information, but will
demand comprehensive answers within a few short weeks. The
timetable from the viewpoint of the vendor is incredibly short
- and is not so much a test of knowledge, skill and corporate
attributes, but rather the ability to drive a square peg into a
round hole.
With no time to revisit, revise or re-engineer, the vendor is left
with no choice but to manoeuvre and manipulate information
that they hope will satisfy the buyer. In other words, the RFP
and the process surrounding it is no longer an instrument for
the intelligent buying of goods and services by the insurer, but
is instead an obstacle on the road to success for the vendor. A
hurdle to be navigated, crawled under, leapt over.
The RFP is not a facilitator of making the right purchasing
decisions but, instead, has become a mere shop window of
presentation and style.
It’s Easy When You Know How
As someone who spends a great deal of time both drafting
RFPs and, conversely, working with vendors who want to win
business from insurers, I know that this is not the core intention.
Purchasers genuinely want to hear about the competencies and
attractions of the vendors. The latter are anxious to be able to
respond positively and with integrity. Unfortunately, it doesn’t
always work that way, and the blame lies firmly with the insurer
procurement and claims teams.
But there are some solutions
Firstly, the RFP content should focus almost as much on the
future as the present. Vendors do not stand still. Understanding
their growth and development plans tells you more about a
business than any number of queries regarding present day
practices.
Secondly – add 8 weeks to the proposed date for responses. If
you were thinking of giving 4 weeks to reply, then give 12. If you
were thinking of 8 weeks, then give 16 – or earlier if the vendor
wishes to submit. Suppliers need time to consider, reflect, and
maybe even change how they are working as the demands of the
RFP become clear. It’s better to have an honest and considered
response than a response built on smoke and mirrors.
Finally, the RFP content and scoring should be weighted towards
non-commercial considerations in the first instance – a ‘blind’
tasting of the proposal. Of course, the price matters – but not
until much later in the consideration. Determine what the vendor
is proposing to deliver before you make a judgement on price.
Better to understand the former without your eyesight being
ruined by the latter.
Requests for Proposals have
a massive potential value to
create meaningful relationships
between buyer and seller. At the
moment however, that potential is
being wasted because of flawed
process, cultural incompatibility,
and too many boxes to tick!
Eddie Longworth
is a Director at JEL Consulting.
MODERN INSURANCE | 49

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INDEPENDENT
INVESTIGATIONS
SPECIALIST
Integrity, Reliability,
Insight, Value and Quality
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mins with...
Julia Coakley
Title: Director of Operations
Company: Managing General Agents’
Association (MGAA)
What is your most memorable achievement
whilst working in your current role?
Q
We can only be successful as an Association if we
continue to deliver value to our members. Our
A
membership has grown by over 60% since I joined
the MGAA in January 2021, so I’m incredibly proud to
be part of a team that continues to deliver that sort of
success as evidenced by this level of growth.
What has been the most valuable piece of
advice you’ve been given?
Q
A
I’m a huge advocate for self-development, so
really absorb advice that I can apply to being the
best version of myself. I think ‘do what you’ve
always done, get what you’ve always got’ has always
resonated with me, as it reminds me to try a different
approach and re-evaluate my endeavours if I’m not
achieving my end goals - no matter how significant, or
small.
What has been the key positive or negative
impact of change in your area of the market?
Q
A
Having been a broker, many years ago, to my
shame I really had no idea of the value working
with an MGA could bring to your offering to
clients. MGAs have a much-improved exposure now, and
really came out of the pandemic having delivered over
and above some other areas of our market.
I have to say I’m so disappointed that there is still a need
to have gender equality conversations. In fact, DE&I
discussions should be something we’re looking back on
and shaking our heads - we shouldn’t still be needing to
champion it.
If you were not in your current position, what
would you like to be doing?
Q
AIf I could be whisked off to Borneo and work
with orphaned Orangutans, I’d be able to use the
quote ‘if you do a job you love, you’ll never work a
day in your life!’
What three items would you put on display in a
museum of your life and why?
Q
A
My karate black belt, (achieved when I was young,
but still very proud!), a photo of an exotic beach
(my extremely happy place), and a set of golf
clubs (because before I end my days, I want to give
McIlroy a run for his money).
What three guests would you invite to a dinner
party?
QAElvis (for his manners, obviously), Tom Hanks, and
my sister Lisa because we belly laugh together.
MODERN INSURANCE | 51

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FORUM
Credit
Hire
Roundtable Forum
For those involved in the Accident Repair sector, the current socioeconomic
climate has created what the industry frequently make reference
to as ‘The Perfect Storm’.
In this roundtable forum discussion, we intend to highlight the circumstances
behind these challenges - as well as the potential solutions to be found within the
Credit Hire sector - which could help those involved in the motor insurance supply
chain evolve and adapt to unique and unprecedented headwinds.
Anthony Hughes, Chair and CEO of the Credit Hire Organisation, kindly moderates.
Presenting our Panel
Anthony Hughes,
Chairman and CEO of the
Credit Hire Organisation
(CHO)
Nik Ellis,
Managing Director, Laird
Assessors
John Dillon,
Head of Dispute Resolution,
Watermans Solicitors
Stewart McCulloch,
Managing Director,
Claimspace
Colin Mitchell,
Partner, McCartan
Turkington Breen (MTB)
Craig Budsworth,
Technical Director, AX
Automotive
MODERN INSURANCE | 53

FORUM
How are you taking additional
measures to improve customer
understanding around the
purpose and legitimacy of
Credit Hire?
Colin Mitchell is the first to respond, drawing on insights from his
role at McCartan Turkington Breen. In the first instance, he is keen
to stress that ‘most of the larger CHO’s are regulated by the FCA
or the MOJ. They must - and do - take their responsibilities to the
customer very seriously. Even those that are not regulated take
great pains to keep the customer fully informed.’
He continues, ‘the use of the word legitimacy always comes
with an undercurrent that suggests there is something dodgy
about credit hire. The reality is that most replacement vehicles
are provided under a hire agreement, and this is now industry
standard. Most hire claims resolve without further customer
involvement. Obviously, in a litigated case, it can be a tactic to
attack the customer/CHO relationship in an attempt to get a result
from the Court, but that does not reflect the day-to-day reality.’
‘Some customers will refuse to co-operate with a disputed matter,
but this is relatively rare and will always happen to some extent.
In my experience CHO’s take their responsibility to the customer
very seriously and do all that is required of them under the law.’
Craig Budsworth is in full agreement. ‘Even though credit hire
companies have been an integral part of the claims process for
over three decades, it amazes me how some still question the
value that credit hire companies bring to the non-fault accident
victim.’
Using the standard operating procedures at AX as an example, he
continues to confirm that ‘in our initial discussions with customers,
we set out in detail, through an automated script, exactly what we
are providing and the implications of taking a car on hire from us.
The terms and conditions that a customer then signs reaffirms the
script that has been given to the customer.’
‘AX has also long been a supporter of the General Terms
Agreement (GTA) with insurers, which at its very heart ensures
that customers are fully aware of what they are entering into in a
credit hire situation. Here, the GTA Mitigation Statement must be
signed by the customer confirming that they have had the credit
hire process explained to them. All in all, as the Competition and
Markets Authority highlighted in its final report in 2014, the GTA
is the most practical way of dealing with credit hire.’
John Dillon also approaches the subject of credit hire directly
with an individual. ‘In the current economic backdrop with the
cost-of-living crisis,’ he says, ‘customers may not have the luxury
of making a choice as to how they source a replacement hire
vehicle. Therefore the services of a credit hire provider are vital in
keeping motorists, inconvenienced through no fault of their own,
on the road.’
John continues to add that it is ‘during my discussions with a
customer that I reinforce the benefits of the service they have
received from the credit hire provider. Direct comparisons are
drawn against what someone might expect if they’d had to
source a vehicle themselves; the burden this would place upon
them and ultimately the alleviation of such burden by utilising
credit hire.’
John lists some of the benefits of credit hire as follows. ‘Firstly,’
he states, ‘I would point out that the customer has received a
replacement vehicle, provided to them with no upfront cost
being taken at the time when the hire vehicle was deployed. This
is a significant benefit, as opposed to a customer paying the full
vehicle rental charges in advance of receiving the replacement
vehicle.’
‘In addition, a customer using credit hire can include a Collision
Damage Waiver (CDW) to reduce their liability if damage is
accidentally caused to the hired vehicle. Typically, a standard
excess for causing damage to a rental vehicle from a high street
rental company is likely to start at around £1,000. A customer
receiving a credit hire vehicle and taking out CDW can reduce
that liability to zero, offering significant peace of mind.’
‘Customer understanding is essential,’ John adds, ‘and I
personally look to achieve this. They have the right to receive a
replacement vehicle. Secondly, especially when that customer
cannot afford to pay out of their own pocket for a replacement
hire vehicle, it is perfectly legitimate for them to use the services
of a credit hire company to get back on the road.’
54 | MODERN INSURANCE

FORUM
How are Credit Hire
companies reducing friction
in their company processes
and looking to improve the
customer experience - balancing
reputation with revenue?
How can advancements in
the integration of technology
provide smart solutions to the
accident repair industry and
streamline the process of a
Credit Hire claim?
Craig is rightfully proud of AX’s mission to make the customer’s
journey as straight forward as possible. ‘The number one
contributor to this is the customer themselves,’ he says, ‘and we
actively seek feedback from our customers as a matter of
course. This has resulted in a Trustpilot score of 4.5 and an NPS
score of 69.’
‘We continue to introduce new technology to speed the
resolution of every element of our communication,’ he adds,
‘from online signatures to the use of What3Words to identify
the location of an accident with ease. We’ve also invested in our
software platforms to boost both efficiency and transparency
between all stakeholders, improving communication while
enabling users to see exactly what stage the claim is at.’
Craig is also satisfied with AX’s relationship with insurers.
‘Ultimately, we recognise that a smooth journey for the
customer is reflective of how we communicate with our insurer
counterparts,’ he states. ‘From day one of hire until payment
of the final invoice, working together ensures a smooth and
satisfactory conclusion for all.’
Colin also acknowledges the need for collaborative working with
insurers. ‘Insurers can make unnecessarily complex enquiries
and, even when answered, seek reductions based on irrelevant
points or flawed evidence,’ he states. ‘There’s only so much each
side can do on their own to reduce friction. Insurers may say
that Credit Hire Organisations need to be more transparent, but
insurers should ask themselves why they are taking such a robust
stance, often over relatively small amounts. It’s hard to see the
commercial sense in a lot of disputes.’
‘The GTA or bilateral agreements have always been the best way
to reduce friction; but again, involvement in and compliance with
such agreements is not something that CHO’s can achieve on
their own.’
Moving on to discuss the integration of technology in the process
of a credit hire claim, Nik Ellis of Laird Assessors highlights the
benefits of this in terms of ‘collaboration, control and automation.’
‘Integration has become embedded in every process,’ he states,
‘from cradle to grave, and improving with each upgrade. For
example, the initial instruction from a client’s FNOL team is
now processed immediately. In many cases, this triggers the
deployment of a weblink, typically sent via text or WhatsApp
to our client’s client, ie. the driver. This guides them through the
process of taking the photos that we require, such as 360-degree
shots of the car, multiple angles of the impact, chassis number,
mileage and the number plate. These details allow us to pull data
from the DVLA, along with manufacturer data to ensure we know
the exact details, specification and value of the vehicle. Using a
combination of artificial intelligence and human engineers, we
can triage the damage to give instant information to the client, or
trigger other actions too.’
‘For example,’ Nik continues, ‘clients need to know whether the
vehicle is still legally drivable. Knowledge of whether the car is a
total loss or repairable enables instant decisions around where the
car goes; to a salvage agent, a body-shop or a smart repairer. Our
software can instruct them directly, saving the client time whilst
providing a great customer experience for the driver.’
Colin Mitchell is also in agreement about the large role that
technology has to play in the process of a credit hire claim. ‘We
see more advancements every year,’ he states, ‘that allow all
parties to become more efficient.’
Colin does however acknowledge the limitations of technology
in this capacity. ‘Technology itself is only going to achieve so
much,’ he says. ‘The attitude to its deployment, and the consensus
around its use matters as well. These are issues which require a
willingness to engage and agree.’
In the interests of providing an example, he elaborates to state
that ‘response times by insurers to enquiries from third parties
can be very slow.’ In addition, ‘automatically generated emails or
precedents that do not relate to the facts of the matter in hand
only delay, confuse and frustrate those involved. In many cases,
processes can be streamlined by the matter being reviewed
properly and opportunities for resolution identified much earlier.’
In conclusion, Colin acknowledges that it might be possible to
create an overarching program to settle hire claims between
parties, ‘but unless both sides can agree the parameters then
it will not succeed. Human mindsets remain more important
than technological advances’ when the full process of a claim is
considered.
MODERN INSURANCE | 55

FORUM
How do developments in fraud
prevention and claim validation
technology play a part in your
processes and operations, and
what knock-on effects does
this have to the wider supply
chain?
Anthony Hughes is keen to contextualise fraud from the
perspective of the Credit Hire Organisation. ‘Credit Hire fraud is an
ever-present challenge for our members, as it is for the whole of
the motor insurance industry’ he states. ‘Fraud ranges from cash
for crash, where a hired vehicle is used, to theft - for parts, export
or for use in other criminal enterprises.’
Anthony continues to emphasise the evidence that credit hire
fraud is perpetrated by organised crime. ‘There are a variety
of counter-fraud tools available to our members, including
telematics devices and sophisticated trackers. Some of our
members employ full time anti-fraud teams, especially where
there are high value vehicles involved.’
In truth, however, Anthony stresses that ‘the most effective
means of fraud prevention is data sharing; not just between
CHCs but also between insurers and repairers, too. We are
keen to work with the ABI, IFB, IFED and other bodies to bear
down harder on fraud. Data sharing often happens informally,
but the CHO has called for more formal cooperation between
insurers, representative bodies and CHCs to share data, and for
more resources to be devoted to law enforcement. This includes
prosecutions for offenders and jail terms for convicted fraudsters.
Using the full force of the law is, we believe, the best deterrent
against this form of crime.’
Adding to this, Craig is keen to agree about the opportunistic
nature of fraudsters, and the rising prevalence of fraud within
the industry. ‘Fraudsters hide in the shadows and seek out the
easiest pathway to achieve their goals,’ Craig states. ‘They are
extremely agile in their ability to switch tactics or even markets.
However, ‘anti-fraud’ technology has advanced significantly,
providing investigators with more efficient ways to identify
crime at the earliest stages of any claim. In turn, this gives us the
ability to focus more of our resources in providing mobility to our
customers and partners.’
When pushed for an example, Craig states that ‘there’s now wider
use of technology to protect motorists from identity theft, which
helps weed out fraudulent claims. These claims not only waste our
time, but if not properly dealt with, could have a negative impact
on the wider supply chain.’
From the point of view of his role in particular, Craig adds that
‘AX is, at times, the first line of defence’ in fighting fraudulent
activity. ‘We are proud of our record of working closely with
insurers, the Credit Hire Organisation, industry partners and law
enforcement to bring fraudsters to justice. In working together,
we are confident of the fact that we can use the right technology
in the right way to support customers, and shine a light on
any emerging tactics and individuals engaging in fraudulent
behaviour.’
56 | MODERN INSURANCE

FORUM
When pressed further about this, Stewart is happy to elaborate.
‘The initial claims notification requires the party making the claim
to provide an indication about whether a temporary replacement
vehicle is required. The notification is said to increase the number
of intervention disputes that arise in the claims. Whether that is
ultimately a good thing or a bad thing depends on your point
of view, but certainly the increased friction is making present
claims resolution more difficult. Perhaps now is the time for some
kind of tech supported process to govern this issue, rather than
leaving it to the courts or ADR specialists to resolve?’
How does Access to Justice
continue to limit or challenge
the function of the Accident
Repair sector, including, for
example, the current functioning
of the OIC Portal?
Stewart McCulloch is first to respond regarding the Official
Injury Claims Portal. Launched in June 2021, Stewart advises
that ‘during the initial stages, credit hire and credit repair claims
were excluded from the OIC Portal claims process. At Claimspace
in particular, we are getting a lot of enquiries about whether
our online alternative dispute resolution (ADR) processes and
protocols can subsequently help solve some of the problems that
are predicted to emerge in the coming months.’
He continues; ‘if there is a dispute involving the value of the
claim and it goes to court, there’s a complicated process that
has to be actioned to factor the hire and repair amounts into the
claim. If it’s not followed, then the amounts claimed can be lost
forever - putting hire and repair claims at risk. The problem is
that the process is complicated and very difficult to coordinate,
particularly when the claimant is representing themselves. If
there’s a mix up and the claim is not included, then the poor
claimant can end up having a liability to pay with no ability to
recover outlay. We are able to prevent this happening as well as
accelerate the settlement process ahead of the injury claim.’
John is keen to respond to this initially from a financial
perspective. ‘Cash flow is life blood of any business,’ he states.
‘On the wider scale, it is important to keep the lifeblood flowing
through the repair sector as a whole. From a repairing garages
point of view, they do not have large cash reserves to enable
them to sit out and wait to receive reimbursement of funds for
prolonged periods of time. They will have already spent money
and paid upfront for the replacement parts needed to repair a
customer’s damaged vehicle. In addition, they have also paid
staff wages for the labour spent in repairing it.’
In terms of credit hire providers, John says that ‘the challenge
is no less. They have spent money on a fleet or vehicles. With
regards to running the business; they will have labour costs,
maintenance costs for each of the vehicles as well as the cost of
replacing the older vehicles within their fleet.
Whilst these challenges existed before the current economic
situation unfolded, the sector will now be faced with a greater
demand for keeping cash flowing more quickly; especially when
taking into consideration that businesses - unlike domestic
households - must pay uncapped energy bills.’ With costs rising,
John emphasises that it is vital for the recovery of ‘money being
spent in helping non-fault motorists’ to be obtained ‘as quickly
as possible in order to enable the sector to keep functioning
effectively.’
‘When amicable negotiations break down with an at-faultinsurer,’
John states, ‘it’s important for that client to have easy
Access to Justice. The difficulty here revolves around the
additional time this takes to achieve. Typically, a case requiring
litigation will see an additional 5 to 8 months added to the
average timeline of the case before a final payment is received
from an at-fault insurer. Unfortunately, it does not appear that
this average timescale is decreasing in any significant way. In
my own observations, when more litigation is embarked upon
to help achieve the correct resolution, it only serves to add an
increase to these expected timescales.’
On a final note, John adds that the knock-on effect of this will
result in ‘funding models becoming more stretched, with some at
risk of becoming unsustainable as they try to compete in a highly
competitive market. Therefore, having Access to Justice that can
offer a swifter resolution is something the Accident Repair sector
requires to function effectively.’
MODERN INSURANCE | 57

FORUM
What additional steps need to
be taken to ensure Government
officials are fully briefed on
industry issues and concerns,
and how does interdepartmental
collaboration positively affect
regulation and reforms?
Stewart responds in the first instance to state that Claimspace
are contributing to the debate within the MoJ about the future of
ADR in relation to motor claims.
‘I hear some people telling me that it is hard to get them to take
notice,’ he states. ‘But in this instance - and from the meetings
that I have attended - the team that the Ministry has put together
do seem to be listening. We are also members of the MoJ Online
Dispute Resolution Providers group, and I have seen the same
level of enthusiasm there as I did with the general ADR group.’
‘The Arbitration Act, which regulates all arbitrations in England,
Wales and Northern Ireland, is just over 25 years old and needs
updating,’ he adds. ‘Claimspace is responding to a consultation by
the Law Commission. It works well already and there is not much
wrong with it – except the language of the legislation is a little
too legalistic. If we are going to keep on making cost effective
arbitration accessible to all, the mysterious use of language needs
to change.’
What impact does fleet
availability have on rates and
the motor claims ecosystem?
‘Vehicle availability is a key concern for CHCs,’ Anthony states,
‘for both cars and commercial vehicles. Inflationary pressures in
the motor claims supply chain have required many fleet operators
to divert resources away from credit hire to the consumer and
business rental sector, which delivers higher margins, and where
demand has soared following the return of post-pandemic travel.’
He proceeds to address the issue of ‘cross hire, where CHCs
hire out vehicles to each other, which has also been negatively
affected as fleet owners hold onto their vehicles to service their
own customer demands. Moreover, with lengthier repair times,
vehicles are out on hire for longer, increasing claims costs and
heaping further pressure on CHC mobility providers when they
submit their payment packs to insurers.’
Colin adds to this, stating that ‘there’s no doubt about the fact
that fleet availability is making it harder for insurers to dispute
the rates of CHO’s.’ From his own experience, Colin has ‘seen a
reduction in the use of Basic Hire Rate evidence. This is because
availability of hire cars is very limited. The chance of a like for like
being available from a “mainstream” supplier is low, and even if
one can be found, the rates can be comparable or higher than the
CHO rate. I have also seen a reduction in the use of intervention
tactics which reflects the same issues.’
Representing the Credit Hire Organisation, Anthony adds to this
point, stating that ‘the CHO has a pragmatic and constructive
relationship with officials in the MoJ, our sponsoring department.
On behalf of our members, we meet the MoJ civil justice team
on a quarterly basis to brief them on current issues within the
industry, and, where necessary, to lobby on issues of major
concern.’
To offer an example, Anthony refers to ‘the recent
consultation on Alternative Dispute Resolution and the
implications for credit hire in respect of the efficacy
of mediation in complex
credit hire claims.’
‘Although the credit hire
industry is a £1bn + sector and
helps hundreds of thousands
of people with their mobility
needs each year,’ he adds,
‘it is an esoteric part of the
claims supply chain and little
understood as a consequence. Our
task as a trade body is to continue to
educate legislators, officials and regulators
on the important work our members do, and
ensure the industry is properly represented
among key stakeholder groups’.
MODERN INSURANCE | 59

FORUM
And finally, how are you
embracing greener, environmentally
friendly initiatives in your business
to futureproof your role within the
motor claims ecosystem?
Craig is proud of the success displayed by AX regarding ESG
incentives within the business.
‘The Government’s 2030 ban on ICE vehicle sales is approaching
fast,’ he states, ‘and we fully support the decision to transition to a
more sustainable, environmentally friendly industry. Product and
service providers in the sector have a huge task to accelerate their
move to greener business operations, and at AX, our promise to
meet these new low emission objectives started two years’ ago.’
Craig continues; ‘we have been leading the transition to electric
vehicles in the credit hire sector, boosting our own environmental
credentials while supporting businesses to do so too with the
introduction of AX Electric. We were the first in the UK to offer an
EV-for-EV guarantee. The last thing an insurer, car dealer or fleet
wants if one of their drivers or customers has an accident is to
sacrifice their commitment to greener motoring!’
‘Having invested heavily in both our fleet of vehicles – which is
now over 20% electric – and charging infrastructure at our vehicle
depots, AX Electric has been embraced by businesses and drivers
alike. In November, we increased our ‘charging sessions’ by 12%
compared to the previous month, amounting to over 4,300 hours
of charging, resulting in less fossil fuel pollution from our fleet
than ever before.’
When asked about instances where a customer requires an
EV-for-EV replacement, Craig is keen to stress that ‘this cannot
come at the expense of service levels established in the provision
of an ICE vehicle - which is why we still aim to achieve exactly
the same delivery times and customer experience. EV uptake will
continue to accelerate, yet across the board, the sector has not
been uniformly proactive. AX is helping to make the transition to
EV less arduous for its partners and drivers.’
Similarly, Nik is also delighted with the work that Laird Assessors
are doing to this effect. ‘Sustainability, together with staff and
technology, is a key pillar for Laird,’ he says. ‘Since 2015, we’ve
operated a paperless office and have been at the forefront
of pushing desktop engineering; not simply because of the
advantages in speed & cost, but also because it significantly
reduces our carbon footprint. We estimate that, despite growing
about 20% in terms of instructions since 2018, we have reduced
our carbon footprint to less than 18% by switching to desktops.’
‘We are massive advocates of green parts,’ Nik adds. ‘Recycling
parts reduces costs and often solves OEM back-order issues. It
also clearly reduces the industry’s carbon footprint, by reusing
raw materials and negating parts being shipped around the
world. We encourage clients to use green parts, and have an
integration to allow price & availability to be compared to the
OEM parts.
Being eco-friendly is hugely important to us, but we’re not
experts - please let us know what else we can do!’
Powered by Verisk
Alternative dispute resolution
(we just call it ADR for short)
Simple binding ADR solutions for Personal Injury
and Credit Hire - including liability disputes.
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in days - not months.
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and MoJ/OI portal connectivity.
Book your online demo now
www.claimspace.ai | stewart.mcculloch@claimspace.ai |
R-26-100 Claimspace for Modern Insurance Magazine CHOSEN.indd 1 11/11/2022 08:49
MODERN INSURANCE | 61

INSURTECH
INSUR.
TECH.
TALK
MODERN INSURANCE | 63

INSURTECH
WELCOME
And we’re back….
Welcome to the latest edition of Insur.Tech.Talk.
Christmas is around the corner, and my gift to you is a series of
interviews that I have conducted with some of the biggest names in
the insurtech space. So put your feet up, get yourself a hot steaming
cup of cocoa (or mulled wine) and unwind by reading all about the
latest trends in insurance.
Some of the key areas covered:
• What’s in store for 2023, and are we doing enough to reap the
benefits of emerging technology?
• What are the major challenges that we face, and more importantly
how do we overcome them?
• What are the most exciting initiatives insurers are working on in
2023?
• Has the insurtech funding bubble burst, and is there enough
momentum to keep the market growing?
Some of the key takeaways:
• Time waits for no one. If innovation isn’t part of your agenda, be
prepared to get left behind.
• Knowledge is power, and blockchain technology, AI assistance and
automation are becoming crucial to insurtechs looking to scale up
and streamline their data collection processes.
• ESG, embedded insurance and cyber security are still hot topics
for 2023.
• The combination of cyber security issues and underinsured SMBs
has huge growth potential for the insurance industry.
• Telematics is proving to be a gamechanger for insurers, because it
allows them to collect real-time vehicle data. This means they can
give their customers access to the best rates.
• Public cloud providers are catalysing the modernisation of
applications of insurance heavyweights.
I hope you enjoy the insights from these interviews, not least because
these are just some of the thought leaders who will be speaking at
our conferences next year. Join us and be part of the conversation.
We look forward to seeing you there.
Merry Christmas and have a Happy New Year!
Bradley Collins,
Chief Commercial Officer,
Insurtech Insights Advisor,
Insurtech Week
64 | MODERN INSURANCE

INSURTECH
Allianz
Technology
Hi Bob, great to catch-up. I’d love to know the most interesting
initiatives you’ve been working on in 2022 and are planning for 2023.
Q
Hi Bradley, it’s my pleasure to share what we’ve been focusing on this year at
Allianz Technology. There have been three main areas for my teams this year
A which include modernising our applications, moving to cloud, and scaling up our
emerging tech products which use Blockchain and AI.
Modernising our current suite of applications is an essential programme of work that will
make our offerings more customer centric, more resilient, and more automated, meaning
we can support the growth of the businesses around the Allianz Group. For me, this
starts with laying the foundations of minimum technical standards and methodologies
that empower our architects, engineers, and developers to deliver innovative solutions to
customer pain points, close to and with those customers. Closing the distance between
what the customer sees and experiences, and how that experience is delivered, is vital
to ensure fast to market, relevant products and services that meets the needs of our
Operating Entities.
A key part of this modernisation is our move to public cloud providers, which is a
catalyst for this application modernisation. Moving applications, data and workloads to
cloud demands a ‘microservices and API first’ culture to truly capture the cost savings
and scaling potential of being a cloud native user. This in turn enables us to tap into the
innovation SaaS (Software as a Service); functions and features increasingly available on
the major cloud service provider platforms.
Being sure to keep up with emerging technology trends, we continually assess the
market with the support of our Technology Innovation Hub for areas where we can
improve our technology stack for the benefit of our customers.
What are the most interesting areas of emerging tech innovation you’re seeing
now?
Q
A
In terms of making emerging tech a reality in the insurance sector, my blockchain
team have been delivering and consolidating our industry-leading International
Claims Settlement product, which has blockchain smart contracts at its core. This
serves 28 Operating Entities across the green card zone of Europe, handling hundreds
of millions of euros of motor claims volume. In the AI space, we are supporting the work
of claims operations teams with machine learning based products that complete low
risk tasks, freeing up the cognitive capacity of our talented claims operators to focus
on more complex claims. This is positively impacting customer NPS scores in markets
where this is live. We are now really beginning to see the value of these technologies
in supporting and driving significant business value. With an eye to the future, we pay
close attention to the ‘metaverse’ discussions and seek to understand the real impact on
our businesses, as well as understanding how quickly quantum computing will become a
key part of the insurance value chain. However, these are much further off.
Finally - what’s been keeping you awake at night of late? For instance, what’s the
biggest challenge that you are trying to solve right now for Allianz?
Q
A
At Allianz Technology, we support the vision of Allianz as “We secure your future”.
This means ensuring that we deliver the technology that enables that vision in
a sustainable, resilient, and relevant way. Keeping me awake is the challenge of
ensuring that we give our colleagues the support, tools, and space to deliver consistently
over the short, medium, and long term. Although Allianz Technology is a few stages
removed from our customer facing colleagues we must always ensure that whatever
products and services we create, build, and deliver, they are there when our customers
need them most. That’s what we mean when we say “we secure your future”.
Bob Crozier,
Chief Architect, Allianz Technology
MODERN INSURANCE | 65

INSURTECH
Lemonade
Hi Sarvesh. It’s incredibly exciting to welcome Lemonade to the UK. Why
did Lemonade decide to enter the UK at this specific time?
Q
Lemonade’s mission is to become the most lovable insurance company
in the world, and we’re attractive to anyone currently underserved
A within the industry. A 30-year-old renter in Amsterdam has a lot in
common with their counterpart in Paris or New York or Chicago - and the UK
market is no different. The UK is home to some of the largest, long-standing
insurance companies in the world; and while there’s legacy, Lemonade brings a
unique approach to the market that we believe will appeal to an audience that
appreciates speed, transparency, fairer pricing, and lower costs.
Consumers throughout the UK are digital-savvy, price conscious, and appreciate
good customer service—all of which align with Lemonade’s mission in creating
an instantaneous and delightful insurance experience. Additionally, through our
Giveback program (taking a flat fee out of your premium upfront and donating
whatever money may be left, after paying claims and expenses, to charities
chosen by the customer) allows us to support amazing UK charities, too. They
include GOSH, Anthony Nolan, Cool Earth and Crisis UK - among others.
What advice can you offer to other organisations who, like Lemonade,
want to use technology in their operation?
Q
Don’t try to solve new things with existing answers. Technology has a
tremendous potential to improve the customer experience and many
A other internal and external functions - but in order to truly create value
out of it, it has to be at the heart of the company and integrated into the
culture. A company should have a fully digital DNA to get the most out of
technology. Solutions are too often sought through a traditional IT department
or an innovation lab that lies separate from the customer and the business.
QWhat are the biggest differences entering the UK, compared to your
launch in other parts of Europe?
Dhile there are many similarities between the UK and the other European
countries we’re live in, the UK is also incredibly unique. Every market
Aoperates differently as regulations, laws, and consumer expectations
are different. While Lemonade will bring the instantaneous and delightful
experience to residents that customers around the world all know and love, we
needed to approach the UK recognising local nuances.
For instance, our base policy (starting at just £4 a month) includes worldwide
coverage for individual personal items of up to £2,000 each, total coverage up
to £100,000, and no cancellation fees. Add-on coverage is also available for
those who want extra protection for theft and loss-related incidents, accidental
damage to mobile devices, as well as expert help through legal protection.
Additionally, the UK is home to some of the largest insurance companies in
the world; Aviva being a great example. In our partnership with Aviva, we’ll be
working with one of the most trusted insurers in the UK; pairing Lemonade’s
strengths with Aviva’s promises to deliver an insurance that is digitally native,
yet rooted in the birth of modern statistics in the 1700s. It’s the best of both
worlds, giving people a refreshing experience backed by a company they’ve
known and trusted for years.
Sarvesh Ramachandran,
UK Country Manager, Lemonade
66 | MODERN INSURANCE

INSURTECH
Alchemy
Crew
QHi Sabine - great to catch up, as always. You have
your finger on the pulse of the industry, and so I’d
love to know the biggest topics you’re seeing in
insurance right now.
The insurance sector is going through a midst of
transformational changes, often resulting in a shift in
Aoperational design and work culture. There are three
major topics the sector will pay close attention to in 2023.
• With no surprise, embedded insurance will remain on
the lips of most insurance senior leaders, as market
participants refine their customer’s value proposition to
go beyond sales and distribution to include more as-aservice
and circular economy approaches, supported by
strong technology infrastructure and ecosystems.
• The second major trend I would watch out for is cyber
security protection, and the need to identify new risk
mitigation techniques as we continue to become more
digitised. Market research shows that cyber security is
estimated at USD $216 billion in 2021 and is predicted
to reach USD $478.68 billion by 2030, with a CAGR
of 9.5% (Source: strategic market research). Research
shows that the top growth areas include companies
looking for data security, cloud security, and anti-fraud
activities linked with increased digitization.
• The third trend is ESG - where many insurance
companies have incentives already in place to reduce
corporate carbon emissions from employees and across
their value chains, but also improve their diversity and
inclusion agenda.
QCatastrophic events seem to be a big focus area for
several reasons, and we’re seeing many start-ups
appearing to solve climate change. What are the
most interesting developments you see in this area?
In the first half of 2022, Swiss Re estimated global
insured losses from natural catastrophes at USD $35
A billion, 22% above the average of the past ten years.
Swiss Re also highlighted that secondary perils such as
hailstorms and flooding continue to drive insurance losses
too, exacerbated by urbanization and wealth accumulation
in disaster-prone areas. This means that established
market players are looking for a variety of new solutions to
evaluate, predict and contain losses.
This is where growth ventures are continuously emerging in
the environment tech space to cover many environmental
facets; ranging from green transportation, air pollution,
solid waste, water, and wastewater management. We
estimate those companies have raised over USD $210
billion over the past 10 years from investors. Insurers are
looking to improve their modelling techniques by ingesting
high-quality data such as geospatial intelligence to improve
modelling accuracy. They also evaluate new technologies
such as the Internet of Things sensors, digital twins and
advanced analytics to gain a better representation of their
risk exposures. Still, the gap will need to address how we
can combine all of these things into unique complementary
capabilities when legacy systems still represent a challenge
for many.
QWhat would your recommendations be for the year
ahead?
A
As we deal with new economic obstacles over the
course of 2023, there are also significant emerging
opportunities that the insurance sector will need
to evaluate in order to adapt, evolve and digitise existing
business models. These will include embedding intelligence
techniques to yield new insight from a variety of data
sources to support risk assessments and underwriting
activities, as well as monetisation methods to generate new
revenue streams. We know that we must face a talent gap.
Still, new operating models will require access to new skills
to execute new ambitious visions and strategies.
Sabine Vanderlinden,
CEO, Alchemy Crew
MODERN INSURANCE | 67

INSURTECH
Suited
QHi Jana. As a relatively new insurtech player, I’d love it if you
could share a little info on who you are and the business you
are building?
AWho am I? Well, that depends on the decade you zoom into! My
first career was in horse racing as a professional jockey/trainer.
Fast forward a few years and I became a Lloyd’s insurance
broker dealing with financial products for clients across the globe.
I then decided to spend the next few years learning about website
building, SEO and digital marketing, followed by building quote & bind
systems for the UK insurance industry.
Eventually it got to a point where I felt it was time that I became my
own boss, and I had enough experience and connections to launch a
business in insurance.
What Suited sells - business liability insurance - is considered a
commodity product. I prefer to think of it as a service. And this is
the focus of Suited, to provide this service as best we can to our
customers so that insurance is no longer seen as painful or a waste of
money.
What makes you different from other MGAs - and what are your
grand plans?
Q
AAt the heart of Suited sits our own technology which, together
with our insurers, enables us to dramatically simplify the pre
and post purchase experience of our customers - the small selfemployed
workforce of the UK.
We provide business liability insurance on a Netflix like subscription.
Simply priced (no hidden charges of any kind), simple to subscribe
to, change or walk away from. The technology manages the entire
process.
We have started with one core product with a few helpful add-ons.
Our immediate plans are to expand our product range alongside the
targeted audience.
We are aiming to rapidly grow in the next few years and become the
insurance provider of choice for the small movers and shakers of the
UK economy. I’d love to give advice to other new insurtech players
- what’s the most significant learning, or challenge you’ve had to
overcome since launching?
Starting up a business with so many areas of expertise requires more
than one pair of hands on deck. Having a business partner with a
complementary set of skills - someone who is there to tell you to keep
your chin up when you can’t see a way forward - is invaluable.
Recently when celebrating the first year of Suited on LinkedIn, one
of the comments was “now you just need to keep going at keeping
going”. So true. Persistence is key, but it’s also important to remember
that doing the same thing over and over while expecting different
results isn’t conducive to success.
When you start a business, you find yourself working all the time.
Weekends don’t exist. Through some recent sad events, I have
unexpectedly become the owner of a 6-year-old labradoodle. I
thought this was the last thing I needed, and yet having no choice
but to get away from the laptop at least twice a day makes a huge
difference to my thought process!
I’m not suggesting that everyone should get a dog. Far from. But
looking back, sometimes I could have achieved more by doing less.
Jana Kejvalova,
Director, Suited
68 | MODERN INSURANCE

INSURTECH
Munich Re
QWhat are
the biggest
mistakes that
insurtech carriers are
making right now?
A
Many insurtech
carriers rely
on a specific
USP (Unique Selling
Proposition) based on
innovative technology,
new products or
target niches. They
focus on technology
to make their Underwriting, Claims and IT processes lean
and efficient, bringing an edge against well established
players. However, to be successful and outperform the
competition, technology alone is not enough. Insurance
domain knowledge (ie. knowledge of underwriting, pricing,
and regulatory aspects), alongside the right data, play a
fundamental role to reach profitability. Those two aspects
are often considered less important than the focus on
top-line and technology. This attitude can turn negative in
reaching profitability.
QWhat do they need to focus on to prosper?
A
It’s extremely important to thoroughly understand
the risk selection process right from the beginning
of the journey, making sure that the underwriting
process is fully embedded with the right technology.
Defining the structure of the product, coverages, limits,
and deductibles - alongside setting the right rate - is just
as important as having nimble technology in place. Having
a clear idea of the target clients the insurer wants to
approach, and how to differentiate the offer compared to
their competitors, will allow the start up to head in the right
direction from the beginning. Once the product is launched,
monitoring the right KPIs in real time proves to be the only
way to quickly recognise adverse selection. To be effective,
rate changes should be implemented in a truly short amount
of time with nimble governance. You do not necessarily
need to buy lots of expensive market data in the first leg of
your journey if you are tracking your conversion rate in each
important segment. That will give you a daily sense of how
you are comparing against the rest of your competitors.
QWhat other advice can you offer to ambitious
insurtechs?
A
They should have a strong and experienced partner
at their side. Munich Re Global Consulting has
supported many successful companies and insurtechs
in entering into new markets, launching new products
and creating new business models. Our strong domain
knowledge along the insurance value chain, including
product, pricing, claims and technology, has already proven
helpful for many ambitious insurtechs
Massimo Cavadini,
Senior Executive Partner, Global Leader of Insurance
Solutions - Munich Re (Group)
Hippo
QHi Rick, congrats on
the revenue growth
over the past 12
months. I’d love to know
what has been the biggest
driver of this success?
AOne of Hippo’s
biggest drivers of
growth over the last
year was within our home
builder program. It’s both
our best loss ratio segment
and fastest growing
channel. In Q3 2022, builder
accounted for 26% of
total Hippo and agency premiums, and nearly half of
new business. We are also seeing great progress in our
agency, through which we sell other insurance carriers
and product lines that we don’t manufacture; like flood,
auto, umbrella and pet. Both builder and agency will
continue to be growth engines in 2023.
QWhat are the most exciting initiatives you’ve got
planned for 2023?
A
As I mentioned above, we are very excited about
growing our builder channel and agency, providing
our best-in-class product and experience to
customers utilising our proprietary tech stack. We are
also excited to expand our Hippo Home Care offering,
providing additional services and tools to customers
in more markets to help them protect the joy of home
ownership.
QFinally, what has been the biggest challenge
you’ve managed to
overcome during your time leading Hippo -
and how?
AI feel very fortunate for the opportunity to lead
a great group of people who are dedicated to
modernising the home protection industry and
taking care of our customers! Hippo has achieved a lot
in 2022 and we are really excited for 2023. The greatest
challenge is actually outside of our control, which is the
unfavourable market conditions and macro trends in the
economy that are impacting all early stage, high growth
companies. All we can do is keep our head down and
continue to build a great customer centric company,
maintaining confidence that when the market turns,
investors will realise that we have built something special.
All metrics are moving in the right direction. Excluding
the impact of Hurricane Ian, our Gross Loss Ratio last
quarter was 58%. We achieved that while continuing to
grow. Our Total Generated Premium was up 36% over the
prior year quarter, and we hit the 332,000 customer mark
by quarter’s end. In the toughest of times, we’ve done
what many others have not - continuously improved our
underwriting result while gaining market share.
Richard L. McCathron,
President & CEO - Hippo
MODERN INSURANCE | 69

INSURTECH
FinTLV
Hi Gil, great
to catch up
Q with you.
As one of the most
prominent investors
in the world of
insurtech - what are
the most exciting
trends you’re seeing
currently?
A
This is a great
question.
We’re
collaborating with
more than 300
global insurers,
insurance groups
and re-insurers,
many of which have
become our limited
partners. Within
this ecosystem, we are constantly trying to anticipate
global trends that would affect the industry in the coming
years. As a result, we’ve been able to focus our investment
processes and curate our deal flow and deal funnel.
The cyber insurance market is one that we see as having
a great deal of potential and trend, but also having some
significant challenges, mainly on the capacity side and with
respect to modelling CAT events. In recent years, we’ve all
spoken about prevention – and we are taking that one step
further into preventive maintenance of the human body.
We are seeking technologies that can prevent diseases,
increase life expectancy and years of good health, enabling
insurance companies to create more accurate underwriting
tools for their life and health insurance business.
Personalisation in this area is also problematic from
a regulatory perspective. From a GDPR perspective,
however, we are confident that these issues will be
resolved and will result in enhanced personalisation within
the underwriting, as well as within the insurance company
later on in the customer’s life journey.
Q
The investment landscape seems to be shifting -
how has your investment strategy changed as a
result?
We will continue to invest only in companies with
fundamentally profitable business units, as we
A have done in the past; companies that are likely to
become cash positive and profitable in the near future. We
would only consider deals with reasonable valuations and
multiples.
Finally, what advice can you offer to insurtechs
looking to raise capital?
Q
Business should always come first, followed by
technology, growth, and stories…
A
It is very important that you understand the
business and its value chain as deeply as possible.
Make substantial assumptions that you will be able to
achieve in your projections - this will assist you in achieving
your next round of funding. Consider bringing on board
financial investors who possess a thorough understanding
of the market and the insurance business.
Gil Arazi,
Founder, FinTLV
Planck
QGiven your
experience, I’d
love to know
the biggest problems
you’re seeing in the
commercial insurance
Aspace.
With about 32.5
million small and
medium-sized
businesses (SMBs) in
the U.S., the demand for
SMB insurance is huge.
However, in opposition
to servicing larger
enterprise corporations,
the manual effort
required to underwrite
these businesses often
outweighs the reward
of a written policy.
New and evolving
risks stemming from cyber security issues, remote
work considerations, and new services prompted by
pandemic restrictions add further complexity to an
already difficult task. Due to the high risk of premium
leak from incomplete risk assessments, there are many
carriers that consider this market unprofitable – even
untouchable.
There is an incredible growth opportunity here for
insurers that can bridge this risk data gap. SMBs
account for 99.9% of all US business. A pre-pandemic
survey by Marshall & Swift / Boeckh showed that 75%
of businesses in the US are underinsured by 40% or
more. The digital age has trained consumers to expect
immediate responses to their inquiries. Reduced
underwriting lead time with quotes based on real-time
information and individual risk profiles will be vital for
profitability in this market.
QWhere should commercial insurers focus their
energy (other than to partner with you guys), to
Aovercome these challenges?
To be able to profitably underwrite these
risks, SMB commercial insurers must focus
their energy on increasing the accuracy and
efficiency of their underwriting process. AI assistance
and automation can streamline intake and risk research
to gather information, quickly identify SMBs that
match a carrier’s risk appetite, and reject those that
don’t. In commercial insurance, it is often the first
quote that gets the business. However, incomplete
risk assessments lead to higher loss ratios. With
real-time data collection and machine learning
insights, underwriters can see the truth behind any
business in seconds and confidently provide a quote.
Implementing an AI-based solution not only allows for
fast and accurate data collection and risk assessment,
it also provides a better customer experience with
streamlined applications, limited follow-up, and
reduced turnaround times.
Integrating AI assistance and automation in
underwriting doesn’t require a complete process
overhaul and can be applied incrementally. A gradual,
step-by-step approach could first focus on improving
the data, and/or reducing submission questions by
leveraging underwriting insights that aggregate
discrete data points. The online and connected nature
of modern commerce creates collectable digital
exhaust for nearly every organization. Consumer
reviews, social media posts, videos, photos, and
government documents can be analyzed to verify
services, locations, and operating hours, and quickly
build a complete story of commercial risk.
David Schapiro,
CEO, Planck
MODERN INSURANCE | 71

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Mile Auto &
Porche Auto
Insurance
QFred, congrats
on raising an
additional $4m
recently. I’d love to
know your expansion
plans in both the short
and long term given
the financial backing
you continue to get.
AMile has been
blessed with
strong financial
partners who have
embraced our vision
of helping lowermileage
drivers achieve
more transparency
in, and control over, their auto insurance costs. We believe
in treating our customers fairly and respectfully, without
invasive tracking of their every move. Within that framework,
our short- and long-term plans are completely aligned; we
are focused on smart growth and profitable underwriting,
period. In cooperation with our distribution partners,
including insurance agency platforms and automakers such
as Porsche, we currently reach about 60% of the US auto
insurance marketplace. We plan to continue expanding into
new States, while at the same time collaborating with other
insurance providers who find our pay-per-mile approach
and patented ‘no app / no hardware’ mileage verification
technologies to be of benefit to their customers as well.
Q
I’d love to know what the biggest challenges have
been in setting up a pay-per-mile MGA, and how are
you overcoming them?
AEverything in the personal lines insurance space
is challenging, and the barriers to entry are high.
Designing and implementing a scalable pay-per-mile
program is just the beginning. There are three key elements
that successful MGAs must embrace. First, MGAs require
understanding partners, like fronting carriers and reinsurers,
who appreciate and collaboratively advocate for the market
segments that a company is pursuing. Second, while the
personal auto market is ‘huge’ by any measure, an MGA
needs a well-defined target market, effective distribution
and a clear path to profitability. And finally, the capital
markets are particularly challenging today, especially given
the relatively poor performance of some notable insurtechs
that went public over the past couple years. Differentiating
your MGA from those who are present or have gone before
- in the consumer market, as well as the financial markets - is
absolutely critical. Lacking any one of these three elements
will likely doom an MGA.
QFinally, are there any other lines of insurance that
could apply to your model, that are yet to come?
AMile Auto’s focus is on the standard/preferred
personal auto insurance market. As such, there are
other lines of business important to our customers
like home, umbrella, and valuables coverage. We are
exploring a variety of solutions for serving those customer
needs, ranging from partnerships to independent agency
solutions. Mile is also leveraging its expertise and patents
in AI, computer vision and machine learning to develop
innovative approaches to meet consumers at their point
of need. We really like the concept of ‘pay for what you
use,’ as demonstrated by our pay-per-mile auto insurance.
Therefore, exploring similar concepts for other lines of
insurance, to be provided on an as-needed or as-used basis,
will be of growing interest to us.
Fred Blumer,
CEO, Mile Auto & Porsche Auto Insurance
QHi Harry - I’d
love to know
the most
interesting changes
you’re witnessing in
the gig economy right
now!
INSURTECH
The
Rideshare
Guy
ASome of
the most
interesting
things I’m seeing in
the gig economy
relate to how more
companies are
pivoting to electric
vehicles (not necessarily autonomous!). This is
particularly prevalent in the delivery space right
now (see my Twitter thread on Dominos and other
companies), but Uber and Lyft have also said
they’ve got goals to move to a fully electric fleet in
the next 20 years.
It’s tough, because drivers are on the fence
regarding range anxiety and costs - but the upsides
are clear. I’m still sceptical about fully autonomous
vehicles, but I certainly see the gig economy
continuing to grow, rather than shrink, in the future.
QHow do you see insurance in the gig
economy evolving in the years to come?
A
In the near future, insurance is going to
play a huge role for drivers. There are many
companies now that offer insurance to gig
workers, but it can be difficult for them to find and
even understand. A greater cooperation between
Uber, Lyft and other gig companies (especially
delivery!) is going to be needed, so insurance
companies that can work with gig companies
and still generate a profit are likely to be the big
winners.
Harry Campbell,
CEO, The Rideshare Guy
MODERN INSURANCE | 73

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Announced
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Weds 1st Feb 2023
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INSURTECH
EDITORIAL
BOARD
WELCOME to the Insur.Tech.Talk
Editorial Board.
In our last issue of
2022, Modern Insurance
Magazine once again
brings the thoughts,
insights and musings of
our insurtech experts
together to look at the
past history of auto
insurance, the present
benefits of no-code
software, and what the
future holds for insurtech
in 2023 and beyond…
This issue voices the thoughts of:
André
Symes,
CO-CEO,
Genasys
Denise
Garth,
Chief Strategy
Officer,
Majesco
Michael
Lewis,
CEO, Claim
Technology
Tim Hardcastle,
CEO and Co-
Founder at Instanda
MODERN INSURANCE | 75

INSURTECH
Denise Garth,
Chief Strategy Officer, Majesco
From Auto Insurance
Transactions to Mobility
Customer Experiences
The future isn’t about the present. In 1886, Karl Friedrich
Benz and Gottlieb Daimler filed their patents for the first
automobile. Over the next decade, American manufacturers
fueled the rise of the automotive industry, mass producing
automobiles via assembly lines.
In 1897, the world’s first car insurance
policy was written by Travelers to a man
in Dayton, Ohio. Since that first policy,
auto insurance has become the largest
segment of the P&C industry, yet it has
remained strikingly-similar to its start
over 120 years ago – with a transaction
focus.
Automotive technology has certainly
evolved since that first car. The
automotive world is rapidly changing
in all dimensions due to the shift in
how other companies and industries
are changing, such as ridesharing,
changing views of vehicle ownership and
advancements in automotive technology;
alongside a growing plethora of
transportation options like car sharing, as
reflected in Majesco research. Companies
outside insurance are coalescing around
a shift to “mobility.” Mobility options are
important, but they can be fulfilled by
many means beyond traditional vehicle
ownership - a significant shift impacting
business models from automotive
companies to insurance companies alike.
Highly networked, data-driven, valueadded
mobility business models are
rapidly emerging, primarily outside
of the insurance sector. Automotive
companies like Tesla, Ford and GM are
leading this shift along with platform
companies like Uber. They are redefining
the customer journey and the entire
customer relationship across a broader
set of transportation and mobility options.
As a result, the threat for auto insurance
lies in the continuation of a 100+ yearold
mindset — viewing a policy as a
transaction.
Auto insurers must reimagine the scope
of what they will offer to customers, such
as experience with a risk product, valueadded
services that are part of a broader
mobility ecosystem, and a compelling
customer experience. This is where
exciting new business opportunities await!
The industry status quo for auto
insurance is rapidly eroding. A new auto
insurance opportunity exists for those
who will participate in a broader mobility
ecosystem and the growing insurable
opportunities. To be a future market
leader, an insurer will need to transition
its thinking from being an auto insurer to
being a mobility provider, for which auto
insurance may just be one component.
How do your strategies align to what
leaders are doing? What specific plans
can you take to improve your odds of
success? Your answers will determine
your readiness for the future of mobility
focused auto insurance.
MODERN INSURANCE | 77

INSURTECH
André Symes,
CO-CEO, Genasys Technologies
Looking ahead
to 2023…
There’s some truth to the saying “Nothing
ventured, nothing gained”. Yet, having watched
the insurtech bubble meet the pin in 2022,
I’d counter with “Too many ventures, nothing
gained”. There’s speculation about the sector’s
future abounds, with some predicting a significant
market exodus of insurtech companies in 2023. As
an industry, if we’re going to change insurance for
the better, we need to survive – and the survivors
will be those companies that can turn a profit, not
just heads.
2022 was a milestone year for Genasys: our 25th birthday. That’s a
long time in ‘tech years,’ and we’re proud of our investment in our
people and our culture of creativity that we believe really sets us
apart as a business. We can’t be complacent, though. We’ll keep
innovating because there’s more to be done to improve the user
experience to really benefit the consumer.
In 2023, our focus will be on scaling Genasys at a controlled,
sustainable pace, continuing to do what we do and continuing to
do it well. We’re all about enabling our partners to evolve their
technology, while succeeding fast on the customer experience.
By this time next year, we’ll be offering more than 1000 APIs –
although we’ll be careful about biting off more than we can chew.
Many insurance administration providers will say they can do
everything and do it all as best-in-class. They can’t. Every solution
has its specialisms, and this is where the insurance ecosystem
comes into its own. Our growing network of partners will ensure
we can keep tapping into new areas of niche expertise to fulfil
customer needs, without distracting ourselves from what we do
best.
Taking a macro view of the insurance industry as pressure on
digital spend increases, I believe the ability to “scale down” digital
transformation will be an essential discipline in 2023. With the
sector arguably becoming disillusioned with long-term technology
projects, we’ve much work to do in the coming months to help
rebuild C-suite confidence and reset expectations; moving
the mindset towards a more deliberate, incremental, iterative
methodology. So, from a Genasys perspective, 2023 is shaping up
to support insurance businesses in bringing new, valuable product
lines to market without incurring hefty digital development costs,
and without burying themselves in the cost and complexity of
making wholesale changes to systems.
Nurturing our industry collaborations will, as always, be a key
element of the year ahead. We’ll continue to demonstrate the
real-time benefits of scaled, agile digital evolution with our new
partners as well as with the many insurance businesses where
we have long-standing working relationships. Ultimately, we
want to make insurance policies accessible to everyone and we
subsequently partner with businesses who share our vision. This
often means working with teams in possession of a genuine,
innovative approach - which is what we love. It’s going to be
another exciting year!
MODERN INSURANCE | 79

Helping
you hit new
heights
Whether you want to acquire a new
business, sell the one you own or are
looking for ways to finance your growth
plans, our expert Corporate Finance
team can support you.
From initial pre-deal evaluations and
strategy, to completion and post-deal
support, we specialise in a range of
sectors, including the broker industry,
to truly understand your objectives.
Offering a tailored, innovative service,
we can help the next stage of your
business journey take off.
JAMES WHITTAKER
Director
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INSURTECH
No Code Software:
The Benefits
Whilst not everyone would claim to be
a creative, creativity itself is unique to
humans, being dependent both on our
capacity to dream or imagine a future
different to the present, coupled with
the analytical or logical skills to turn
that vision into reality.
Being educated before computer programming
became mainstream, I have often envied
software developers for their ability to create
entire new worlds from mere lines of code,
which is why we need to call-out over-zealous
marketing teams who re-label configuration tools
in legacy products as ‘no-code’. Technically,
yes - but their scope is limited to configuring
options in a product that was always designed
to straight-jacket the user. I prefer to use nocode
to describe the emergence of cloud-based
software that has been specifically designed to
enable anyone to genuinely create and launch
new products or solutions from scratch without
bounds.
BPMN2.0), software developers can create
cleaner, more manageable cost at lower cost,
enabling a scarce resource to focus on where they
can add most business value.
I like the trickle-down effect of no-code, with its
potential to make the most difference to insurance
products and services when it ‘democratises’
design and development throughout a business,
empowering those with insight and experience to
solve problems or seize opportunities in an agile
manner without being dependent on someone
else’s resource plan, roadmap or budget. Or the
way in which no-code can break down traditional
barriers between business and IT teams to
promote fun and engaging co-creation, creating
an open conversation on how best to optimise the
mix of no-code, low-code and code. Isn’t it about
time we embraced the idea of seeing ourselves
as creators first and foremost, embracing
the courage to go beyond our preconceived
boundaries?
Think Mendix for creating your own mobile
app; Camunda for modelling a business process
that will run like clockwork in the real-world, or
Optalitix for converting your spreadsheet (e.g.
pricing model or set of fraud rules) into an API.
How about a no-code automation platform like
Claim Technology to glue all three, even curating
your idea further by adding in another no-code
Insurtech API or two?
Too many old-school IT heads seem cock-asnook
about no-code, often those that also
suffer from the well-known ‘Not Invented Here’
syndrome! But surely no-code is akin to using
walkways in airports? You don’t have to use
them - but if you do, you’ll get to your end point
quicker with far less effort. By abstracting out
features that don’t require coding by hand,
or which - in the case of business logic - are
more wisely abstracted out of the application
code layer and into a business logic layer (like
Michael Lewis,
CEO, Claim Technology
MODERN INSURANCE | 81

INSURTECH
Tim Hardcastle,
CEO and Co-Founder at Instanda
Quickfire
Questions
with Tim Hardcastle
QIn your opinion, what are the
benefits of no-code software in
relation to insurance products
and services?
AToday’s insurance companies,
brokers, MGAs and underwriters
are searching for new ways to
become more efficient on a vast scale,
bringing new products to market that
seek to disrupt. Yesterday’s enterprisesolutions
are startlingly slow and lack
the pace needed to respond to evolving
market demands.
No-code software has emerged in
their place, empowering insurance
companies with the opportunity to
innovate at scale, rapidly changing and
enhancing the ways in which products
are delivered to their customers.
As the CEO & Co-Founder of
INSTANDA and former insurance CIO,
I’ve seen the control that inflexible
systems have on organisational
flexibility up close. Therefore, it’s
no surprise that there is increased
demand for modern, cloud based,
flexible technology – namely no-code
technology.
Whilst the narrative around low code is
still noisy, there is dawning realisation
that low code is nowhere near as
inexpensive and simple as it looks
at first glance. Given the reliance on
coding and the building up of standard
insurance functions, it is also growing
and opening more opportunities for true
no-code adoption. We’ve had several
companies turn back to the INSTANDA
platform after regretting their initial
choice of a low code tool, as you still
need developer skills and many of these
solutions are tools, not platforms with
no boundaries or domain specificity.
QWhat development
opportunities and collaborations
lie in store for you in 2023/the
New Year?
A2022 has been a significant year
for INSTANDA. We raised $45mn
in our latest funding round over
the summer, despite tough economic
conditions and a significant drop in
global investment in the insurance
technology sector.
2023 is going to be another high
growth year for us as we look to form
more ambitious plans with each and
every one of our clients, and selectively
partner with new, very ambitious
ones! We have an aggressive product
roadmap and development plan which
will deepen our strategic alignment to
our client’s needs. Over the coming
months, we plan on launching complex
claims and improve our group insurance
for life and health offering.
82 | MODERN INSURANCE

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