Modern Insurance Magazine Issue 69

ISSUE
69
ISSN 2515-3803
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WELCOME
Hello, and Happy New Year!
In the first issue of 2025, we’re looking at ways to assess,
manage and mitigate risk in a world where new threats
continue to present themselves all the time. In an industry that
specialises in protecting our dearest assets, how is the modern
insurance industry navigating this landscape, considering new
challenges and sharing best practice whilst working towards
effective, mutual solutions?
Julie Graham, CEO at Airmic, joins us on p.8 to further outline these emerging risks
- driven as they are by increased maturity in the use of Artificial Intelligence (AI),
continued growth in risk complexity, and a race to source the necessary talent in
order to effectively manage this landscape.
Amelia Barlow, Editor
We also caught up with Adrian Jolly, Chair of the British Damage Management
Association (BDMA), to celebrate the association’s 25th birthday and discover more
about the challenges facing the damage management industry at the moment.
The conversation continues in our annual Home and Property Claims forum (p.14-
19), showcasing leading observations from some of the most prominent insurers,
specialists and commentators within this area of the market.
As always, our treasured Editorial Board members share their wealth of knowledge
from p.21 onwards - followed by that of our well-loved industry associations from
p.33, and our thriving panel of insurance fraud experts from p.41.
It’s always a pleasure to work closely alongside the wonderful Megan Kuczynski,
supporting each other through the curation of another outstanding panel of
insurance technology experts for Insur.Tech.Talk (p.64-71). Situated in the second
half of the magazine, you can also hear more from the winners of our 2024 Global
Insurtech Awards (p.56-61) and catch up with our dedicated board of insurtech
specialists from p.73 onwards.
Rachael Pearson, Project Manager
Rachael Pearson
Project Manager
Modern Insurance Magazine
rachael.pearson@charltongrant.co.uk
Happy reading!
Amelia
Amelia Day Barlow,
Editor,
Modern Insurance Magazine.
amelia@charltongrant.co.uk
Market-Leading Outsourced Claims Services
www.carpentersgroup.co.uk
ISSUE 69
ISSN 2515-3803
Editor
Amelia Barlow
Project Manager & Events Sales
Rachael Pearson
Modern Insurance Magazine
is published by Charlton Grant Ltd ©2025
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

Contents
8
41
12
65
14
4 | MODERN INSURANCE

8
12
14
21
33
41
49
51
52
53
Insight
Modern Risks: Another World
Should Be Possible, Julie Graham,
CEO, Airmic
Interview
Three Cheers for 25 Years: In
Conversation with Adrian Jolly, Chair
of the British Damage Management
Association (BDMA)
In Discussion
Weathering the Storm in Home and
Property Claims
Editorial Board
Find out what our editorial board
panel of industry experts have to say
in this edition of Modern Insurance
Magazine.
Associations
Assemble
Modern Insurance’s panel of resident
associations outline the burning
issues from their unique area of the
industry.
Fraud Board
Don’t miss our regular instalment
of The Fraud Board, where our
collective of fraud experts convene
to discuss the key factors affecting
the fight against fraud in today’s
modern insurance landscape.
Features
Just a Thought with Eddie
Longworth:
Insurance: A Risky Business
Driving Change: Navigating Modern
Motor Insurance Risk, by Jonathan
Hewett, Chief Executive, Thatcham
Research
Welcoming… Auxillis
Mel Bebbington, Managing Director,
Auxillis
Welcoming… Witness Wise
Gilly Daniels, Managing Director,
Witness Wise
55
56
63
I Love Claims / ARC 360: Navigating
Risk in a Changing World
In Celebration
Global Insurtech Awards 2024
10 Minutes with...
10 Minutes with… Hein Hemke,
Managing Director, BELFOR UK
Insur.Tech.Talk
Interviews
65 Welcome
Megan Kuczynski, Senior Strategic
Advisor, Insurtech Insights, Founder
& CEO, ClimateTech Connect
66
68
70
73
Irys Insurtech x Informatica
Margeaux Giles, Founder & CEO,
IRYS Insurtech
James Berrocal Sizemore, Chief
Strategist – Insurance, Informatica
Garrett Droege
Garrett Droege, Head of Innovation,
Digital Risk Practice Lead, IMA
Financial Group
Redefining Distribution with Lisa
Wardlaw
Insights from ‘Insurance Unplugged’
Season 5
Insur.Tech.Talk
Editorial Board
Experts from the insurtech sector
join us once more to share their
unique insights!
INSUR.TECH.TALK BOARD
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising
material. We accept no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse,
and are not responsible or liable for, any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in
connection with, the use of or reliance on any such advertising or products in such advertising.
MODERN INSURANCE | 5

Editorial Board
21
23
25
ARTIFICIAL
INTELLIGENCE (AI)
IN PERSONAL INJURY
CLAIMS: RISKY
BUSINESS?
Darren Hall, Chief Operating Officer,
Carpenters Group
MANAGING RISK
THROUGH EFFECTIVE
PROCESSES AND
PROCEDURES
Will Prest, Product Manager,
ParaCode
ASSESSING, MANAGING
AND MITIGATING RISK IN
RECOVERY RESCUE
Jason Brice, Managing Director,
CMG
TOTAL LOSS TAKES
EMOTIONAL TOLL
Mia Constable, Head of Business
Development, e2e Total Loss
Solutions
SUPPORTING
VULNERABLE
CUSTOMERS THROUGH
CATASTROPHIC CLAIMS
Deborah Edwards, Chief Executive
Officer, RTW Plus
27
29
31
OUR RISK LANDSCAPE
Chris McKie, Chief Executive Officer,
Vizion Network
ENSURING VULNERABLE
CUSTOMERS ARE
ADEQUATELY
SUPPORTED
Lucy Collett, Head of Customer
Experience, QuestGates
MITIGATING UNIQUE
RISKS AT LYONS
DAVIDSON
Mark Savill, Managing Director,
Lyons Davidson
THE NECESSITY OF
PLANNING AHEAD
Robin Lang, Insurance Services
Director, FMG
COLLABORATION IN
AN AMPLIFIED RISK
LANDSCAPE
Lior Koskas, CEO, Digilog UK
The Fraud Board
41
WELCOME
Mark Allen, Assistant Director,
Head of Fraud and Financial Crime,
Association of British Insurers (ABI)
6 | MODERN INSURANCE

43 IASIU
IASIU: Looking Ahead to 2025
Aimee Stidham, Vice President,
International Association of Special
Investigation Units (IASIU)
MARSHMALLOW
Tackling Fraud and Building Trust for
Underserved Markets
Ash Jackson, Head of Fraud,
Marshmallow
45 FRISS
Keeping up with the Fraudsters
Martyn Griffiths, Sales Manager UK&I,
FRISS RGI Solutions
47
48
LV=
Curiosity Killed the Fraudster
Ben Fletcher, Head of Financial Crime,
LV= General Insurance
CHARLES TAYLOR
Document Validation Tech Turns the
Tables on Fraudsters
Bobby Gracey, Global Head of
Counter Fraud, Charles Taylor
WHITELK
Yuletide Lessons: Santa Claus Jailed,
Billions Left Distraught
Matt Gilham, Director, Whitelk
NETWATCH GLOBAL
Data Protection Should Enable
Innovation
David Purcell, Chief Operating Officer,
NetWatch Global
35 CHO
Managing Risk in Credit Hire
Anthony Hughes, Chair & CEO, Credit
Hire Organisation (CHO)
IAEA
Risk and Reward
David Punter, President, Institute of
Automotive Engineer Assessors (IAEA)
37 CII
Barriers Persist in Access to Justice
Sue Brown, Chair, Motor Accident
Solicitors Society (MASS)
MGAA
Staying Ahead: A Spotlight on
Compliance for MGAs
Mike Keating, CEO, Managing General
Agents’ Association (MGAA)
39 BIBA
Ransomware Resistance in the
Insurance Community
Shaune Worrall, Deputy Head of General
Insurance, British Insurance Brokers’
Association (BIBA)
FOIL
AI in 2025
Simon Murray, Technology and Cyber
Liabilities Sector Focus Team, Forum of
Insurance Lawyers (FOIL) and Partner,
DWF
MODERN INSURANCE | 7

INSIGHT
MODERN RISKS:
ANOTHER WORLD
SHOULD BE POSSIBLE
As we head into a New Year, the planets of the Financial Reporting Council (FRC) and the Financial
Conduct Authority (FCA) are in alignment. Technology, geopolitics and climate are all topics at the
top of their agendas, with emerging risks driven and shaped by increasing maturity in the use of
Artificial Intelligence (AI), continued growth in risk complexity, and a race to source the talent to
effectively manage this landscape. Interesting opportunities in the risk and insurance professions will
continue to exist, but role profiles will change, alongside the priorities of those that can be retained
and attracted to the industry in the first place.
8 | MODERN INSURANCE

INSIGHT
Attracting Talent in a New Risk Landscape
The World Economic Forum 2025: Future of Jobs
Report said that analytical thinking remains the most
sought-after core skill among employers, with 7 out
of 10 companies considering it to be essential in 2025.
This is followed by resilience, flexibility and agility,
along with leadership and social influence.
An understanding of AI and big data topped
the list of fastest-growing skills, followed closely
by networks, cybersecurity and technology
literacy. Complementing these technology-related
skills, creative thinking, resilience, flexibility, agility,
curiosity and lifelong learning are also expected to
rise in importance over the next five years.
Julie Sweet, CEO of Accenture, employs a simple
strategy when evaluating job candidates in this new
world. During a recent interview on the ‘In Good
Company’ podcast, Sweet revealed that she asks
all applicants the same question: “What have you
learned in the last six months?”
Sweet explained the rationale behind her approach,
stating, “A lot of the time people are asking me,
‘How do I know if someone’s a learner?’ And it’s a
very simple way to know. If someone can’t answer
that question—and by the way, we don’t care if
it’s ‘I learned to bake a cake’—then we know that
they’re not a learner.” This question is applicable
to candidates across many roles. Sweet believes
it provides a direct way to assess curiosity and
a commitment to continuous self-improvement,
traits she sees as critical in today’s ever-changing
workplace environment.
While global job numbers are projected to grow
by 2030, existing and emerging skills differences
between growing and declining roles could
exacerbate existing skills gaps. The most prominent
skills differentiating growing jobs from declining jobs
are anticipated to comprise resilience, flexibility and
agility; resource management and operations; quality
control; programming and technological literacy.
Given these evolving demands, the scale of necessary
upskilling and reskilling remains significant within
the global workforce. Skill gaps are considered the
biggest barrier to business transformation by Future
of Jobs survey respondents, with 63% of employers
identifying a major barrier over the 2025-2030
period. Accordingly, 85% of employers surveyed plan
to prioritise upskilling their workforce, with 70% of
employers expecting to hire staff with new skills, 40%
planning to reduce staff base as their skills become
less relevant, and 50% planning to transition staff
from declining to growing roles.
MODERN INSURANCE | 9

INVESTIGATION WITH
REAL INSIGHT
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INSIGHT
”
In this world, there will be
little room for old ways
of thinking, as new risks
emerge and new risk
solutions are demanded
”
The Role of Diversity, Equity and Inclusion in
Talent Acquisition
Supporting employee health and wellbeing is also
expected to be a top focus for talent attraction,
with 64% of surveyed employers identifying this as
a key strategy to increase talent availability.
The potential for expanding talent availability by
tapping into diverse talent pools is highlighted
by four times more employers (47%) than two
years ago (10%). Diversity, equity and inclusion
(DEI) initiatives have become more prevalent,
with 83% of employers reporting such an initiative
in place, compared to 67% in 2023. This seems
particularly popular for companies headquartered
in North America (with a 96% uptake rate), and for
employers with over 50,000 employees (95%).
Artificial Intelligence
Finally, half of employers plan to re-orient their
business in response to AI, whilst two-thirds plan
to hire talent with specific AI skills. Meanwhile, 40%
anticipate reducing their workforce where AI can
automate tasks.
Reflecting this feedback, several global businesses
have already announced job cuts in recent
months. The World Economic Forum predicts that
technology jobs in areas like AI and big data will
double by the year 2030, indicating a shift in the
employability landscape as new roles emerge while
others become obsolete.
As we look back over the last two decades,
experience will provide some idea of what the next
two decades have in store. However, of the world’s
top 20 companies by market capitalisation at the
end of 2005, only four will remain in the top 20 as
we enter 2025. To compete, organisations will need
to continually escalate investment and improve
their capabilities.
criminal activity’, and ‘regulatory changes,
compliance, and enforcement’. However, opinion
on how much risk professionals currently inform
strategic decision-making was varied. This calls
into question whether existing approaches to
managing risk and risk financing will be sufficient
when navigating the future risk landscape. More
work is required to boost the ability of risk
professionals if they are to play a convincing role in
this context.
Purpose must also become clearer, and business
models will evolve when they are fuelled by further
technological step changes. We will see a new
dawn rising as we stand on the cusp of incredible
times.
Find Your Purpose
There are two key aspects to an organisation’s
purpose – the ‘why’ and the ‘who’. The ‘why’
explains the organisation’s reason for being,
whilst the ‘who’ highlights which stakeholders
an organisation exists to serve. This allows an
organisation to define why it exists, what it exists
for, and who it benefits.
Everything the Financial Reporting Council
does is framed in terms of pursuing its purpose.
It describes what they are ultimately trying to
achieve, and offers a strategic guide for their
decision-making, priority-setting and resource
allocation.
This will be further addressed as part of the
agenda at the 2025 Airmic Risk Forum on 29
January, which will include a keynote speech from
the FRC’s CEO, Richard Moriarty.
To develop a strategic voice and be heard, risk
professionals will need to think and act differently,
learn new knowledge, and build new skills.
The Airmic Risk Forum provides a space to
network, consider the top risks facing our world
today, and contemplate the future impact of our
profession.
A Shift of Mindset
In this world, there will be little room for old ways
of thinking, as new risks emerge and new risk
solutions are demanded.
Risk management is beneficial for organisations,
with 95% of Chief Risk Officers polled by the World
Economic Forum in October 2024 stating that
an effective risk function provides a competitive
organisational edge.
The top three risks of concern they cited were
‘macroeconomic indicators’, ‘cyber risk and
Julie Graham,
CEO, Airmic
MODERN INSURANCE | 11

INTERVIEWS
THREE CHEERS FOR 25 YEARS:
IN CONVERSATION WITH ADRIAN
JOLLY, BDMA
To recognise and celebrate 25 years in operation, Modern
Insurance Magazine recently caught up with Adrian Jolly, Chair
of the British Damage Management Association.
Q. Adrian, the British Damage Management Association
(BDMA) celebrated its 25th birthday in 2024 – a
fantastic achievement!
It therefore seems fitting to begin by reflecting upon
the last 25 years, what the BDMA continue to provide
for the industry and how you’ve seen the sector change
in this time. Can you share some insights here?
A. The BDMA are at a crossroads right now as we move
from the first phase of our lifespan into the next. This is
perfectly natural for an established and maturing industry
association, and we’ve seen a recent change of personnel
within the senior leadership team to reflect this evolution.
The BDMA is a relatively immature association in terms
of longevity; the Chartered Institute of Loss Adjusters
(CILA) and the Chartered Institute of Insurers (CII) have
both been around a lot longer, and we’re still in the
position where many of us can remember a time when
the damage management industry didn’t exist at all. The
BDMA was set up 25 years ago to bring this formulative
market sector together and give the industry a voice.
We’ve established ourselves more since then and have
developed a very successful programme of accreditation,
but now it’s time to move forward into the next phase of
new challenges. We intend to begin by looking at a review
of our holistic accreditation and examination process,
pulling it apart and putting it back together again in order
to prepare us for the next 25 years and beyond.
Q. Congratulations on a great conference back in June!
Would you like to share some of your key takeaways?
A. Thank you! Our 2024 event was a huge success, and it
seems to have been really well received by our delegates,
exhibitors and sponsors.
The BDMA Conference always tries to stay relevant and
track a journey to where we are today through identifying
and unpicking the industry’s key trends. Our panel
discussions tend to attract a lot of attention in light of
this; we always try to capture a balance of insurer voices,
loss adjusters and damage management contractors
to consider challenges holistically. Feedback from our
audience also suggests that they appreciate this effort.
This conference was a celebration of the last 25 years, but
it was also the perfect opportunity to consider the next
25 years and the direction we’re heading in as an industry
collective.
We’ve found that our attendees really benefit from
hearing insightful presentations from speakers who are
ordinarily based outside of the industry; in 2024, for
example, we hosted Sir Tim Smit, Founder of the Eden
Project, who was extremely entertaining. We also heard
all about personal resilience from Colin Maclachlan
(Channel 4’s ‘SAS: Who Dares Wins’) and Paul Sinha
(The Chase). Our BDMA Awards evening is always a key
highlight, so it was great to see this particularly well
attended in 2024 as well. It’s always important to make
the most of these moments; our conference is biannual,
which means that our next big event won’t be until 2026.
Q. What about recruitment and talent? How are the
BDMA embracing diversity and helping to support the
sector with industrywide skills shortages?
A. Well, there are a number of aspects to this. Our
memberships are mostly individual memberships instead
of corporate memberships. Therefore, it’s fair to say that
as far as Diversity and Inclusion goes, there’s much more
to be done within the BDMA in order to advance these
incentives within our membership base.
In terms of the skills shortage specifically; up until
recently, damage management contractors found it
very difficult to recruit and retain experienced damage
management personnel. However, since we’re seeing
some fragmentation within the market at the moment,
the larger operators seem to be releasing a number of
well-trained technicians. Plenty of those technicians
are on the move now, so it’ll be interesting to see what
happens on that front in 2025!
As far as new talent goes, we’re struggling with
recruitment alongside everyone else, and it’s more
important than ever to consider how we can take active
steps to counter this. We’ve recently signed the Armed
Forces Covenant for example, and we’re keen to follow
through with that pledge and set a strong example for
12 | MODERN INSURANCE

INTERVIEWS
recruiting military personnel throughout the industry.
They have the potential to bring a wealth of life
experience, transferable skills and self-discipline to the
damage management sector and I believe we’re really
well-suited to welcome this skillset - particularly during
surge events when personal resilience is a key factor.
Q. How are new technologies impacting your area of
the industry at the moment? Are legacy technologies
still posing challenges?
A. A significant majority of the work instructions seen by
damage management contractors involve water damage
to domestic and commercial properties; the other
primary factor relates to fire damage and other perils.
Therefore, most of our technology on the ground relates
to dehumidifiers, air movers and other equipment which
aim to return properties to their pre-loss condition after
flood or escape of water damage.
Dehumidifying technology is always looking to become
more efficient in terms of power consumption. The latest
generation of dehumidifiers will continue to use less
power and process moisture more efficiently, although
there will always be upper limits as to how much
moisture you can extract from an environment!
There’s also a great deal of talk around remote
monitoring sensors at the moment, but the industry has
been having a conversation about this for years. Remote
monitoring will reduce the number of in-person visits
to site and improve sustainability from that perspective,
but some reassurance checks will always be necessary.
Electric vehicle (EV) technology doesn’t currently extend
to vans with payloads that meet our requirements, so
we’re not able to make the switch to electric yet either.
Finally, there’s still a perceived lack of understanding
around Artificial Intelligence (AI) within the damage
management industry right now. How might this
revolutionise our area of the market? Personally, I didn’t
know much about AI until a recent industry event, where
one of the lead presenters discussed the possibilities
of ChatGPT and the latest generation of AI. It was a
session that completely woke me up to a future with this
technology, yet for the time being, there’s no doubt that
the damage management industry remains significantly
reactive. Ultimately, AI is only as good as the data that
feeds into it, and whilst the time-saving benefits are
potentially revolutionary from a claims management
perspective, I haven’t seen any tangible benefits from a
risk and damage management angle yet.
Damage management contractors must always be poised
to respond, and yet you can’t have significant equipment
and personnel on standby when this far exceeds
‘business as usual’ requirements. Our contractors can’t
sit around all day waiting for the storm; you don’t know
when that storm will be, or if that storm will ever come in
the first place! As yet, the industry has not managed to
come up with a sensible plan to address this risk.
Moreover, most of the businesses involved in damage
management don’t diversify their trade. Some will dabble
in carpet cleaning or other aspects of restoration, but it’s
not that easy to stay afloat. Even when you take the time
to expand your client base, you’re still faced with the
same problems when all of those clients arrive at once
after a weather-related event.
From a financial point of view, industry pricing structures
could also be seen as unsustainable. Margins have
always been relatively tight in the damage management
industry, and this will become even more of a problem
in 2025 as a result of Government impacts in the new
financial year. There’s a real risk that changes to PAYE
for small firms will drive many out of business, and when
you’re looking to recruit into an industry that is feast or
famine, this creates a really turbulent atmosphere. Costs
for building materials still haven’t settled back down after
COVID-19, and some of the bigger players in the damage
management industry have changed their business
model, causing fragmentation within the market.
Q. So, do you have any industry insights to share that
might go some way towards supporting the damage
management sector through these challenges in 2025?
A. I think it’s really a case of wait-and-see. More
independent businesses seem to be making good
traction by increasing their client base, and there’s a
greater prevalence of assessors in the industry at the
moment as well. Because of the way that the market
has fragmented, policyholders can get frustrated and
loss assessors are becoming more sophisticated when it
comes to attracting work. This has led to opportunities
for damage management contractors from different work
sources, so this is certainly a positive takeaway.
Adrian Jolly,
Chair, British Damage Management Association
(BDMA)
Q. Are you able to share some of the other key
challenges unique to risk in your area of the industry
at the moment? What other factors are you grappling
with?
A. There is a feeling that the damage management
industry is currently a landscape of ‘feast or famine’.
We’re heavily reliant on weather-related events, so
when things are quiet, they’re really quiet. 2024 was one
of those quiet years, and many of us found ourselves
struggling for work and cashflow. On the other hand,
we know that when a weather-related event does occur,
our workload escalates off the charts. This lack of
predictability poses a huge challenge for our industry.
MODERN INSURANCE | 13

INTERVIEWS
WEATHERING THE STORM
IN HOME AND PROPERTY CLAIMS
In this issue of Modern Insurance Magazine, we’re looking into the presentday
Home and Property Claims market, questioning perceptions and
challenges facing this area of the sector whilst considering how solutions
might be found through collaboration and technology.
Kelly Smith
Head of Home Claims, LV=
Stephen Linklater
Claims Director, Ageas UK
Matt Scott
Co-Founder, Insurance
DataLab
Helena Evans
Head of Specialist
Services, Criterion, and
Immediate Past President,
Chartered Instutute of
Loss Adjusters (CILA)
Sam Richardson
Deputy Editor, Which?
Money
Laura Lazarus
Head of Home Claims,
Aviva
Dr Matthew Connell
Director, Policy and
Public Affairs, Chartered
Insurance Institute (CII)
14 | MODERN INSURANCE

INTERVIEWS
Can you tell us about some of the most
significant challenges you’re facing right
now in relation to Home and Property
claims? How are you adopting a solutionbased
approach to address or resolve these
problems?
First to respond is Stephen Linklater, Claims Director at
Ageas UK. “The increase in extreme weather events has
been unprecedented,” Stephen says, “and this has been
felt by homeowners across the country. As one of the
UK’s largest home insurers, innovation is fundamental
to our response when it comes to protecting our
customers before, during, and after events like storms,
floods and freezes.”
According to Stephen, one of the ways Ageas are
doing this is by using data insights, coupled with a
preventative approach. He continues, “We use a tool
which allows us to look at bespoke weather forecasts
for the postcodes of our policyholders, up to 16 days
ahead, refreshed four times every day. By combining
this granular insight with our technical expertise, we are
able to identify, advise, and support our customers who
live in the geographical areas most at risk of inbound
extreme weather.”
Laura Lazarus, Head of Home Claims at Aviva,
agrees that wider uncertainty has left the market in a
vulnerable position. “Over the past year, there has been
continued global uncertainty and volatility impacting
the supply chain,” she says, which has led to higher
claims costs.
“Last winter, the UK experienced 12 named storms, the
most since records began in 2015. These events, which
occurred in quick succession, put additional pressure on
the availability of adjusters, restorers and contractors, as
well as the availability of alternative accommodation.”
So how does Aviva act to tackle these issues? “We
try to minimise the impact of claims inflation on our
customers by managing claims through our network of
approved repairers,” Laura says. “We have also reviewed
the way we manage our home insurance claims,
focussing on ownership and progression to make sure
all customers have the right level of support. This allows
us to focus our field-based resource on customers who
need it most.”
For Kelly Smith, Head of Home Claims at LV=, it’s escape
of water claims causing the most trouble. “Escape of
water related claims are increasing across the market,”
she says, “and this is partly driven by properties having
more facilities in their home that require a water supply.
With any water-based peril, the key is to intervene in the
early days to stop the water first of all, before assessing
and acting on drying the customers’ homes.”
She continues, “As a business, we have decided look at
our products across Home Emergency and Buildings/
Contents to identify common areas that enable us to
offer a service stopping the leaks to reduce overall
costs. Being innovative and looking at customers’ needs
is always a good step, and we have seen reductions in
average building repair costs because of our approach.
We continue to review this, working alongside our
building contractor network and supply chain to ensure
the correct steps are taken to provide an efficient and
timely claims response for our customers.”
Meanwhile, Helena Evans, Head of Specialist Services
at Criterion, sees the issue of underinsurance as one
of the industry’s most pressing challenges. “Criterion
work within the High Net Worth (HNW) sector of
Home and Property claims,” she says, “and this can be
even more of an issue due to the values involved. The
recent challenge has been caused by several factors,
including but not exclusively limited to COVID-19, Brexit
and inflation, all of which have had a knock-on effect
on the cost of materials. Whilst the rebuilding rates are
now stabilising, this has affected the adequacy of sums
insured, particularly where customers may not have
regularly reviewed them.”
“In the HNW arena, you can often be dealing with the
rebuilding cost of Listed buildings or properties with
a bespoke design,” Helena explains, “high end fit outs
where the general rebuilding rates are not always
appropriate for calculating these accurately. Therefore,
it is important to ensure that all elements of the
property are considered, such as outbuildings, tennis
courts and driveways, all of which can add a significant
figure to the total rebuilding costs of a property.”
This is where the advice of a good broker comes in
handy! “Criterion has a surveying division who work
closely with private clients, insurers and brokers,”
Helena says. “For example, they can provide Value
at Risk surveys to assist when it comes to setting
the correct level of cover. Moreover, having regular
conversations with insurers and brokers - and
contributing to discussions across the wider industry
in general - goes a long way towards learning from the
perspectives of a wider audience.”
“With the cost-of-living
crisis, consumers may well
have been making claims for
‘grey area’ issues that they
would not have claimed for
in times when household
budgets are under less
pressure”
MODERN INSURANCE | 15

INTERVIEWS
How are you incorporating prevention and
resilience measures in your approach to
claims?
The fact that Aviva was one of the first insurers to
sign up to the Build Back Better scheme is a point
of pride for Laura. “Making homes more resilient to
extreme weather is a key priority for us” she says, “and
we’ve helped over 200 customers with property flood
resilience measures following a flood claim of £25k or
more. We provide advice to customers about claims
prevention via our website and during major weather
events, and we are also able to contact customers
directly via phone, email or social media to advise them
on the steps they can take to protect their homes and
livelihoods against weather perils.”
LV= have also invested in enhancing their inhouse
technical expertise in order to support future resilience
measures. “The insight from these experts will enable us
to improve our ways of working” Kelly says, “reducing
the time it takes to settle claims and support customers.
Using innovative approaches and working with our
supply chain will enable us to be there more quickly for
our customers in their time of need.”
Prevention and resilience is also a key factor at the
core of Ageas’ weather response plan. “The first
step uses data to predict and prewarn customers
who are most likely to be affected by events such as
storms or floods,” Stephen says. “The second step is
to inform those customers about measures they can
take to protect their homes before bad weather hits.
We proactively contact our most at-risk customers
through emails and text messages, directing them to
our dedicated online weather information hub. We
also make calls to customers who may be older or
vulnerable.”
Stephen adds, “On top of all of this, we’re working to
install prevention and resilience measures in customers’
homes through schemes like Flood Re’s Build Back
Better. While prevention is ultimately the goal, this
scheme is all about building back eligible properties in a
more sustainable, flood-resilient way.”
Which? Money recently reported a rise
in rejected Home & Property claims data.
What factors lie behind this rise, and what
actions might be taken moving forward in
order to improve consumer confidence in the
insurance industry?
“There is a big disparity between uphold rates in motor
and home insurance claims,” says Dr Matthew Connell,
Director, Policy and Public Affairs at the Chartered
Insurance Institute (CII). “Recent data implies that
this sits at 63% for home insurance, 76% for contents
insurance and 99% for motor insurance, and this is true
within brands as well. For example, one well-known
brand has an uphold rate of 70-75% for home insurance
and an uphold rate of 95-100% for motor insurance.”
“This is because with motor insurance, almost all claims
involve some kind of physical damage,” Matthew
explains, “which means there is more empirical evidence
to suggest that a claim should be paid. The only
question lies around the value of a claim. Meanwhile,
there are more grey areas with home insurance. For
buildings, there is the question of whether damage
is the result of poor maintenance – something which
cannot be covered because of the moral hazard of
rewarding people for not looking after their house
– or unexpected, external factors, such as storms or
subsidence. With contents insurance, there is also the
question of whether the damage is accidental – which is
only covered if consumers choose add-on cover – or if it
is the result of an unexpected external factor, such as a
faulty electrical appliance causing a fire. With the
cost-of-living crisis, consumers may well have been
making claims for ‘grey area’ issues that they would not
have claimed for in times when household budgets are
under less pressure.”
So, what actions could be taken to combat this?
“Feedback from the consumer trust index tells us
that consumers feel they have all the information
they need about products and coverage,” Matthew
states. “However, they don’t feel like they have enough
information about claims and complaints processes.
Adding more detail around what is and isn’t covered
won’t make much difference in product information,
because rightly or wrongly, consumers already feel they
have a pretty good handle on this when they are buying
or renewing a product.”
“Too often, customers find out too late that they
are not covered for specific events, or that their
claim doesn’t meet the required criteria. This is
eroding trust and confidence in insurance”
16 | MODERN INSURANCE

INTERVIEWS
“Whether it’s partnering on key market projects with
other bodies, hosting events to connect professionals
or advocating for the profession with regulators, the
focus is on developing partnerships that bring real
value to members and the wider claims community”
“Instead, we might try putting across key information
about scope of coverage, framing a worked example
of whether a certain claim gets paid for storm damage,
for example. This approach may bring the information
about coverage to life for the customer. Another
solution could be to add extra questions just before the
point of buying. For example, I renewed my insurance
recently and chose a well-known brand through a
comparison website. Just before I clicked to buy, the
insurer asked me to confirm the amount I had declared
as the rebuild cost (which had been pre-populated in
the application form from information based on the
BCIS database). The question prompted me to look
at a survey we had done when we moved into the
house, and for various reasons, the rebuild cost was
significantly higher on our survey than on the generic
estimate. So, just as some elements of the process can
be designed to make application forms easier to fill out
(such as pre-populating fields), the process can also
be designed to slow things down, and put people in a
position where they are ‘thinking slow’ and in a more
rational, deliberate way.”
It’s great to see many such innovations being
implemented at Aviva. “Providing good customer
outcomes has always been a focus for us,” says Laura,
“and we will always pay valid claims. We continually
strive to ensure our products provide fair value, using
customer insight and feedback to improve the policies
and services we offer.”
“For example, we recently made enhancements to our
direct home insurance product to increase limits for
many elements of contents cover, including personal
belongings, valuables, garden contents and alternative
accommodation. We offer a range of policies to suit
different customer needs, and it’s important to note
the data supplied to the FCA for its Value Measures
includes contents policies across all Aviva product tiers
and brands, which offer varying levels of cover and
policy limits. As such, claims acceptance rates for these
products will vary accordingly.”
She concludes, “Our claims acceptance data also
includes queries from customers who may contact us
to check if their policy provides cover for an incident
that has already happened. In line with FCA guidance,
if there is no cover, these queries are recorded as
a declined claim even though a claim has not been
made.”
we’ve spoken to have pointed out that many of their
rejected claims result from customers not having
bought adequate levels of cover - accidental damage
or personal possessions cover, for example - which are
usually optional add-ons,” Sam states. “Some of the rise
in claims rejections might therefore be influenced by
customers selecting cheaper options where the costs of
cover have risen. However, the fact that many seem to
be discovering the shortfalls in their policies at the point
of claim suggests that insurers need to be clearer about
the limitations of their policies at the point of sale,
especially when it comes to their budget options.
Sam continues, “It’s also concerning that large numbers
of customers with rejected insurance claims don’t
know why they were turned down. When we looked
into consumer harm during the insurance claims
process, 24% of customers who’d had a car, home,
travel or pet insurance policy rejected or only partially
paid said they weren’t given a reason why. The FCA
is currently looking into how well insurers handle
claims, and we would expect the review to include an
investigation into how transparent firms are at the point
of sale, too.”
Matt Scott, Co-Founder at Insurance DataLab, has
also seen a large increase in complaints around home
insurance, especially when it comes to making claims.
“Around 80% of home insurance complaints that get
referred to the FOS relate to the claims experience,” he
states. “This shows that people don’t fully understand
what their policies cover. Too often, customers find out
too late that they are not covered for specific events, or
that their claim doesn’t meet the required criteria. This
is eroding trust and confidence in insurance.”
By way of a solution, Matt also believes that the industry
needs to focus on clearer communication from the
outset, clearly explaining coverage and exclusions at
the point of quote. “Insurers often want to make the
quotation process as quick as possible,” he says, “but
sometimes we need to slow things down a bit if we’re
going to explain these complicated details properly. If
insurance companies fail to do this, then the industry’s
reputation will continue to suffer, and with the regulator
having a much greater focus on customer outcomes
since the introduction of Consumer Duty, bad actors
could also be running the risk of regulatory scrutiny
further down the line.”
Meanwhile, Sam Richardson, Deputy Editor at Which?
Money, acknowledges the distinct quality of insurance
as a product that most customers buy in the hope
that they’ll never have to use it. “Some insurers
MODERN INSURANCE | 17

INTERVIEWS
Does more need to be done to simplify
products for customers? How can the
industry work better together to address the
expectation gap?
Matt believes that simplifying products is essential if
the industry is to efficiently close the expectation gap
and rebuild trust in insurance. “Many customers find
insurance jargon and policy structures confusing,”
he says “and this often leads to misunderstandings
about what their policies actually cover. This confusion
ultimately results in more claims getting declined and
worse overall outcomes for customers.”
The solution? “Insurers need to take time to really
assess their policy wording and make sure it’s easy
to understand. They also need to do a better job of
explaining exclusions clearly and in plain English. The
more straightforward we can make this, the better it will
be for everyone!”
On the one hand, Sam agrees. “Insurers need to take
some responsibility for customers’ access to clear
information about the benefits and limitations of the
cover they’re buying,” he says, “and they need to be
realistic about how people make decisions and compare
cover in the real world.”
However, he also acknowledges that insurers have to
cater to a wide and diverse audience. “Home insurance
has to cover lots of different eventualities,” he states,
“so it follows that it’s a complicated product, and
‘simplifying’ it probably isn’t going to make it better
fit customers’ needs. This includes considering the
reasonable expectations of customers in the firm’s
target market.”
Matthew counters by offering some suggestions for
how the market can simplify home insurance products
effectively. “One way to simplify products would be
to have the same cover for everyone. For example,
we could have accidental cover included in all home
contents policies as standard, or ban accidental cover
from all home contents policies entirely. However, that
would reduce choice for consumers, and it would mean
that not everyone was getting a suitable level of cover.”
“In our research for the CII Trust Index, statements
implied some poor common practice across the board.
However, insurers avoiding a payout or a customer
being frustrated by being asked needless questions
seem to be lower down the list of issues. Instead,
concerns like being able to get in touch with their
insurer quickly sat higher up the list, suggesting that
the best way to tackle the issue isn’t at the product
design stage, but at the claims stage. This can be easily
addressed by making sure we have skilled people
available to explain the process and offer a speedy
decision in a compassionate way.”
How are you managing industry relationships
and harnessing collaboration to build and
maintain outstanding partnerships within the
industry?
The value of maintaining open dialogue throughout
the supply chain is clearly a priority for our panellists.
“Ensuring [our suppliers] understand what we stand for
as a business, as well as the direction we’re travelling
in, has been fundamental to our success,” Stephen says.
“We also take ESG into account when selecting and
renewing suppliers now, so this alignment has become
even stronger.”
“We recently held a conference for our supply chain
partners in household claims, where we had the
opportunity to talk to them about our latest business
strategy and how they play an important role in helping
us deliver on our ambitions. It was also a chance for us to
hear about some of the challenges they see face-to-face,
and the innovative ways they continue to support our
customers in their time of need.”
Stephen continues; “We’re always looking at fresh
collaborations to help solve problems for our customers.
For example, we’ve recently partnered with flooding
experts to create a series of videos and guides to help
our customers understand how they can protect their
homes. By working with passionate partners who share
the values that lie at the core of our business, we’re able
to provide value to our customers and great service in
those moments that really matter.”
The same approach can be said of LV=. “As a business,
we’re massive advocates for creating outstanding
partnerships with our supply chain,” Kelly says. “We’ve
found this approach has worked very well when it comes
to creating collaborative relationships, driving new
ways of working and delivering great outcomes for our
customers.”
The Chartered Institute of Loss Adjusters (CILA) is also
dedicated to building strong industry relationships
through open communication and meaningful
collaboration. “Whether it’s partnering on key market
projects with other bodies, hosting events to connect
“We always need to be
considering how the right
technology can add value
and be used to drive the
right claim outcomes for our
customers”
18 | MODERN INSURANCE

INTERVIEWS
professionals, or advocating for the profession with
regulators, the focus is on developing partnerships
that bring real value to members and the wider claims
community,” Helena says.
Aviva’s collaboration with industry bodies also speaks to
the success of this approach. “We work closely with our
network of approved repairers to manage claims for our
customers,” Laura says, “collaborating closely with other
industry bodies, including the Association of British
Insurers (ABI) and Flood Re. For example, we’ll discuss
and address the impact of the skills shortage on the
market, and the effect this can have on the availability
of tradespeople during extreme weather events.”
What about technology? How have you
been harnessing Artificial Intelligence (AI)
to anticipate surge events, support the
management of claims and streamline your
processes?
It’s clear that technology across the industry is evolving
daily. “We always need to be considering how the right
technology can add value and be used to drive the right
claim outcomes for our customers,” Kelly says. “Across
our business, we are using approaches like Machine
Learning to draw out key information that improves the
journey. We continually review our models to ensure
they are fully optimised, seeking out new opportunities
on a regular basis.”
Stephen is also forthcoming with the use of similar
technologies at Ageas. “As well as enabling us to
anticipate which of our customers are most at risk, our
work with WeatherNet’s SurgeCast also involves the
application of deep learning from a detailed study of
historical severe weather events. This not only helps us
to predict the impact of forecast weather; it enables
us to estimate when we may need additional resource
in our claims function and allows us to advise our
suppliers.”
He continues, “Across the claims space, we’re embracing
the opportunities of Artificial Intelligence (AI) and
automation to complement human tasks. Our scope
of generative AI tools is extensive, and many are
being used across our claims function to support our
handlers. It’s possible for our handlers to be looking at
the claim for the first time when a customer calls, so
the introduction of our claims summarisation and policy
wording check tools has been a key focus for us. Not
only do these elements reduce customer waiting times,
but they also allow our handlers to understand the claim
quicker and better support our customers. Our intention
is to expand this suite of tools as we continue to invest
significantly in our data and technology capabilities.”
“The Human Touch—
empathy and the ability to
make a tangible difference
in people’s lives—is a
significant draw for young
professionals”
the impact of potential extreme weather events,” she
says. “This helps us to allocate resource to the areas
that need it most and ensure we can help as many
customers as possible. In some cases, we use this data
to proactively contact customers before bad weather
arrives, providing advice about how they can better
protect their property from damage.”
“When storms happen, one of the most common reasons
customers contact us is to check whether certain things
are covered,” she adds. “We can serve that need far
more easily with AI, leaving claims handlers free to assist
customers in need of more urgent support.”
Finally, how are you attracting talent into
this area of the sector and prioritising the
interests of the Next Gen workforce?
“Aviva offer a number of schemes to attract new
talent to the industry,” Laura says, “including access to
apprenticeships, graduate schemes, and professional
qualifications.”
Helena expands by summarising available opportunities
from the perspective of an industry association. “Beyond
evolving qualifications, career development support and
CPD, CILA has recognised the need to refocus on the
wellbeing of newer professionals,” she says.
“We’re seeing a greater emphasis on mental health and
recognising that the role of the Institute goes beyond
providing technical knowledge—it’s about supporting the
holistic needs of our members to ensure a sustainable
and resilient workforce.”
She continues, “The Human Touch—empathy and the
ability to make a tangible difference in people’s lives—is a
significant draw for young professionals. Highlighting the
dual nature of this role will broaden appeal, particularly
to existing or emerging groups of potential talent who
wish to bring their skills, qualifications and expertise to a
more meaningful role.”
Laura has also seen how technology can be used to
provide better outcomes for her customers at Aviva.
“We use our own flood mapping technology, customer
data and external forecasting resources to understand
MODERN INSURANCE | 19

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EDITORIAL BOARD
Artificial Intelligence (AI) in Personal
Injury Claims: Risky Business?
“Embracing AI is not just an option, but an
imperative.”
“In a sea of automation, the human touch is the only
lifeline to ensure long-term survival and success.”
Two bold statements that are equally critical in
today’s business world.
Leveraging a harmonious balance between AI and human interaction
is what will differentiate the true greats from the very average. And in
business, being average means you won’t be in business for long.
Achieving this balance requires a deliberate strategy and cultural
transformation across the entire business. But get it right, and
greatness awaits.
AI’s capabilities are reshaping how personal injury claims are
processed. Predictive analytics, automated case management and AIdriven
decision-making systems can enable firms to handle a higher
volume of claims more efficiently. These technologies can identify
patterns, predict outcomes, and streamline documentation, effectively
reducing the burden on resources and minimising the risk of errors.
Despite the undeniable benefits, there is the looming risk that the
personal touch—so critical in our field—may be compromised.
Personal injury cases often involve individuals navigating physical
pain, emotional distress, and financial uncertainties. These customers
need not just legal support, but compassion and understanding,
and relying too heavily on AI can create a sterile and impersonal
experience, potentially alienating customers and damaging trust. So,
what’s the answer?
Unsurprisingly, it’s about working together. Integrating AI to assist,
rather than replace, our colleagues is key, and allowing our legal
professionals to leverage AI for routine tasks unlocks huge potential,
offering more time to build and maintain personalised, meaningful
relationships.
At Carpenters Group, our in-house development team has been
exploring how we can use AI to improve processes for our handlers,
and the experience for our customers. We are extremely pleased with
the progress that our team has made.
The key point is that AI works for our lawyers. Our people remain the
most crucial part of the process through speaking to our customers,
reviewing findings, advising and making recommendations, and
helping our customers through these difficult times. Our aim is
simple: elevate service through AI.
Like many, we are still scratching the surface of what is possible with
AI. The opportunity is exponential though; let’s not forget, whilst AI
has the scope to process data better than any human, it cannot (yet)
replicate the nuanced understanding and emotional intelligence of
people. Balance them both, and greatness awaits.
Darren Hall,
Chief Operating Officer, Carpenters Group
Managing Risk Through Effective
Processes and Procedures
In the insurance sector, our work centres on
protecting assets and lives, so managing risk is
an inherent part of every decision. For brokers,
insurance companies, and Managing General Agents
(MGAs), the ability to assess, manage, and mitigate
risk effectively is a critical component of staying
competitive in an environment where new threats
emerge daily.
At ParaCode, we help our customers to create and distribute insurance
products quickly, easily, and affordably, all while providing robust
support for financial operations, claims handling, and reporting.
Managing risk is deeply integrated into these activities—not just through
reliance on high-tech solutions, but by embedding thoughtful processes
and procedures at every stage.
Risk Assessment: Building a Structured Approach
Assessing risk is most effective when guided by clear, consistent
processes. For our customers, we advocate for:
Thorough Product Development Procedures. Before launching new
insurance products, we encourage structured risk assessments that
consider market trends, potential claim scenarios, and underwriting
guidelines. This ensures the product is viable and aligned with market
needs.
Regular Audits and Reviews. Risk factors change over time, making
periodic evaluations essential. By embedding regular audits into their
workflows, our customers can identify emerging threats and adjust
strategies accordingly.
Stakeholder Collaboration. Effective assessment processes involve input
from multiple stakeholders, including underwriters, claims handlers, and
compliance teams. This ensures a comprehensive view of potential risks.
Risk Management: Embedding Resilience in Operations
Managing risk also requires processes that are robust and adaptable to
change. At ParaCode, our customers benefit from:
Streamlined Product Lifecycle Management. We help our clients
establish clear protocols for bringing products to market, from initial
concept through to distribution. This minimises bottlenecks and
reduces the chance of operational errors.
Claims Handling Guidelines. Efficient claims management is key to
controlling loss ratios. By implementing standardised procedures
for assessing claims, investigating disputes, and approving payouts,
insurers can ensure consistency and fairness.
Financial Oversight. Strong financial controls and reporting mechanisms
are integral to managing operational risks. Our software enables
customers to establish processes that ensure transparency and
accountability, reducing exposure to financial missteps.
By focusing on procedural discipline, we’re proud to help customers
build resilience into their operations, making them better equipped to
handle unforeseen challenges.
Will Prest,
Product Manager, ParaCode
MODERN INSURANCE | 21

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Our in-house experts leverage cutting-edge
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EDITORIAL BOARD
Assessing, Managing and Mitigating
Risk in Recovery Rescue
A focus on risk, and the skill set required to
navigate this turbulent area of the business, is
dependent on each and every staff member within
the company playing their part.
CMG continually review processes and practices in each area of
the business. Something like a severe weather event can create a
requirement for change to employees’ PPE or work equipment,
processes and risk appetite. Even simpler weather events can produce
increased work volumes, compounded by increased levels of danger
for our roadside teams. Changes in vehicle design, such as the
development of hybrid and EV technology, necessitate changes to
recovery vehicles, storage facilities and vehicle handling - including
staff training. Those are just the very basic, practical elements of
actually doing the job on the front line.
However, this same approach must be adopted across all departments
within the business. Each area represents numerous risks, which all
need a detailed matrix to ensure each and every perceived risk is
adequately addressed. Our industry is reactive, so part of our inhouse
training is based around preparing our teams to identify and deal
with risk concerns proactively. Managing the needs of vulnerable
customers is a daily occurrence, for example, so our staff are trained
to thoroughly support the needs of these individuals, whatever may
come their way.
Meanwhile, our vehicles are designed and equipped to deal with
numerous eventualities, including vehicles which travel across Europe;
ensuring we meet legislative requirements in each country whilst
mitigating weather events and providing specialist equipment to
assist vehicle movements in extreme weather conditions.
We must also manage our internal IT systems to support a secure
cyber network, working with our insurer partners to maintain
satisfaction with this level of data security performance. Moreover,
navigating employee skills becomes more complex as customer
needs evolve. Roadside teams need to be capable drivers, vehicle
technicians, recovery technicians, incident managers, road and risk
assessment managers all in one package if they are to complete a
safe vehicle roadside collection.
Going into 2025, CMG’s risk appetite will be no different to previous
years. We’ll do what we need to do to ensure that we remain one of
the leading lights in the Recovery Rescue industry, continually setting
the example for others to follow. Each year brings an enhanced
approach to risk for all involved.
Jason Brice,
Managing Director, CMG
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EDITORIAL BOARD
Total Loss Takes Emotional Toll
A recent survey in the US suggested that 49% of
claimants felt ‘sad’ at the loss of their vehicle, a
feeling that was compounded by a perceived failure
of insurers to communicate properly. More than
55% reported that they could have been kept better
informed, and 60% of respondents stated that they
had to deal with two, three, or even four different
people during the claim.
Of course, this is the US and the UK may be different. But I doubt
it. Many of the structures within the total loss sector echo those
of the US, and ‘hand offs’ between exports and functionalities are
commonplace. For a simple fault claim, we can expect contact with
the First Notification Centre (increasingly digital), engineer, salvage
agent, and maybe a recovery company. After the event, there may
be further communication regarding personal effects and other
associated matters.
And that’s all before we get the non-fault claim, when insurers will
often bring in additional agencies to secure the flow of funds from
hire, repair, the total loss itself, and maybe even other activities.
At each stage there is the distinct possibility of error, and it’s not
difficult to see how things go wrong. But to me, it seems that there
are better solutions available.
The Personal Claims Handler
The real experts in total loss claims management are the salvage
agents who collect and dispose of customer vehicles. They will know
what is happening at any stage of the post notification process,
and it is they who are best placed to manage the entire claim on an
outsourced basis – customer communications, valuation, settlement,
collections, non-fault liaison, and any other aspect.
Naturally, this will mean some retraining of salvage agents’ staff, and
there will need to be comprehensive IT integration. However, it seems
to me that the possibilities are endless. Customers will be speaking
directly with the people actively managing the vehicle/claim, and
with suitable Delegated Authority arrangements, it should also be
possible for insurers to legally avoid VAT on any fees payable. The
salvage agent will have access to sophisticated parts databases, and
they will also know exactly what is happening if the vehicle is being
resold on an auction site. All of this may be invaluable information to
the customer, and communications can be tailored accordingly.
What’s Not to Like?
With customers increasingly using digital tools, it will be possible for
the agile and proactive total loss management company to manage
this channel on behalf of the insurer. Changes within the smaller
and more agile supplier can happen very quickly, leaving customers
feeling much better about the whole experience.
This type of vertically integrated operation does not yet fully exist
in the UK market, but we are not far away. Here at e2e, we relish
the opportunities that this new environment will create. Customers
will still be ‘sad’ at the loss of their vehicle, yes, but at least they will
feel that their claim has been handled sensitively and with expert
knowledge, appropriate communications, and speed of settlement.
Mia Constable,
Head of Business Development, e2e Total Loss Solutions
Supporting Vulnerable Customers
Through Catastrophic Claims
Catastrophic events can have devastating effects, leaving
individuals in urgent need of care and support to navigate
the complexities of recovery. Insurers play a vital role
in addressing these needs, but ensuring vulnerable
customers receive the right care often requires specialist
expertise. That’s where RTW Plus comes in.
As specialists in catastrophic case management, we partner with
insurers to ensure their teams are equipped to support vulnerable
customers with confidence and care. We are experts in delivering
rehabilitation services designed to support vulnerable customers,
enabling insurers to provide compassionate, effective assistance
during life-changing moments. Our role is to complement insurers’
claims management processes, focusing exclusively on recovery
outcomes.
So, what makes us different?
Expert Rehabilitation Care
Our team of highly experienced case managers provide tailored
rehabilitation services that address the unique challenges faced by
vulnerable customers following a catastrophic injury. We follow a
bio-psycho-social model, which ensures we consider the physical,
psychological and social aspects of recovery, offering a truly
comprehensive approach to healing and rebuilding lives.
Partnering with Insurers
We act as a trusted partner to insurers, seamlessly integrating our
rehabilitation services into their processes. This collaboration enables
insurers to remain focused on managing claims while knowing the
vulnerable customer is being fully supported.
Goal-Based, Outcome-Measured Recovery
We focus on clear, measurable recovery outcomes, setting goals that
are tailored to the specific needs of each person. Our rehabilitation
services are structured around these goals, ensuring progress
is tracked and the effectiveness of rehabilitation is continuously
evaluated, leading to meaningful and sustained recovery.
Proactive and Timely Intervention
Supporting vulnerable customers requires action at the right time.
We advocate for early intervention and remain responsive throughout
the rehabilitation journey, adapting to changing needs and ensuring
consistent, effective support.
Insightful Data and Outcomes
Our services provide insurers with valuable insights into recovery
progress and outcomes. By understanding the challenges and needs
of vulnerable customers, insurers can refine their support strategies
and deliver exceptional care.
Championing Vulnerable Customers
At RTW Plus, we are committed to making a meaningful difference in
the lives of those affected by catastrophic injury. As an independent
provider of specialist rehabilitation services, we ensure that clients
receive expert care throughout their rehabilitation journey. Our
dedicated team works alongside insurers, offering tailored support to
meet the unique needs of each individual.
Deborah Edwards,
Chief Executive Officer, RTW Plus
MODERN INSURANCE | 25

EDITORIAL BOARD
Our Risk
Landscape
As a critical supplier to insurers and vehicle
manufacturers, Vizion is a data driven SaaS and
services provider, managing diverse client and
consumer requirements in automotive repair and
claims solutions across the UK and Europe.
In this line of work, managing and identifying emerging risks is critical.
Risk aligned to surge events managed through expansive resources,
expert teams, and mature data driven AI provide real time load
balancing. You can never legislate for everything, but maintaining the
highest possible readiness and tested BCP is key.
Cyber security is also a sensitive area. The risk is constant and
ever-changing, requiring high levels of expertise, technology and
awareness. Strong investment in people, infrastructure, training and
monitoring of policies and standards is critical.
Information sharing within industry publications is also vital. Creating
networking opportunities provides a great platform to share, and
whilst social media has a function, it sometimes fails to remain on
topic!
In terms of risk monitoring, we maintain 10 primary categories,
evaluated and reordered quarterly at a minimum. In 2025, we feel
there will be an increasing risk to financial confidence linked to
economic indicators such as inflation and business closures. The ZEV
mandate will drive further and specific consequences for the sector,
but sharing awareness with clients and consumers regarding product
knowledge, propensity, cost, and even weather warning systems is
useful in reducing these risks.
We are unsure about risk or opportunity around emerging legislation
such as Graduated Driver Licensing. Will it have the impact that the
study suggests (doubtful), or will it be almost impossible to enforce
without invasive tracking systems, forcing more cost on policies?
The regulator is unlikely to support this outcome, but what’s the
alternative?
As a business, we sit at the forefront of innovation. Our bleedingto-cutting
edge approach, our size and advanced data driven AI all
provide unique insight to change, risk and opportunities. Our duty to
the client and consumer continues to expand; not everything can or
should be digital. Dedicated trainers across the business ensure we
maintain a respectful and effective approach for all customers, with
specific processes dedicated to those that are vulnerable or in need
of specific help.
Finally, the skills gap remains a concern in our sector. Some vehicles
are more advanced than aircraft, but repair centres are still perceived
as something from under the arches. We really must provide and
maintain funding for apprenticeships; it isn’t sensible to think that
we can attract and retain younger people with the capability and
mindset to operate advanced systems and materials, all for the same
wage as they can earn working in a fast-food restaurant…
Chris McKie,
Managing Director, Vizion Network
Ensuring Vulnerable Customers
are Adequately Supported
At QuestGates, we take customer vulnerability very
seriously and have established a comprehensive
‘Vulnerable Customers Policy’ built on the FCA’s
four key drivers of vulnerability. This helps our
concierge and adjusters to identify and sensitively
address vulnerabilities, ensuring consent is obtained
before recording or sharing any related information.
Through detailed management reporting and regular audits,
vulnerability has become a board-level priority, forming a key part
of our customer experience programme. We utilise our QUBE claims
handling system to flag cases where service adjustments are required.
Vulnerable customer flags ensure all team members are immediately
aware of any special considerations, and these are supplemented
by ‘amber flags’ which provide critical reminders for cases requiring
additional care or attention, such as high-profile or sensitive claims
that may attract media interest.
The nature of our work requires us to seek agreement from customers
around a particular course of action in order to progress a claim
to a speedy conclusion. But how do we know the customer fully
understands what needs to be done, or is sufficiently equipped
to make certain decisions? In light of this, we’ve arranged for our
concierge and loss adjusting teams to become ‘Dementia Friends’.
They attended sessions run by the Alzheimer’s Society to help us
recognise traits of people living with dementia, and to understand the
little changes that we can make to better support them.
We recognise that customers can become vulnerable at any time in
the claim process – the severity of the incident itself may naturally
render the customer vulnerable from the moment we receive the
claim. Equally, personal circumstances may combine to introduce
vulnerability at a later point in the claim process. Some adjusters may
find themselves in a situation where they are speaking to a customer
displaying extreme vulnerability, or even suicidal tendencies, and we
believe a duty is owed to support both the customer and the adjuster
on these rare, but significant occasions.
With this in mind, we engaged The Samaritans to provide training
on ‘Managing Conversations with Vulnerable People’, a session
exceptionally well received by all who have attended. We are in the
process of rolling out this training to our teams more widely, utilising
their advice relating to the provision of emergency assistance and
signposting to additional support mechanisms within our Vulnerable
Customer policy.
At the best of times, any claim is an inconvenience to the
policyholder. We ensure vulnerabilities that may add additional stress
to the process are managed sensitively, ensuring that every customer
receives the thoughtful and tailored support needed throughout their
claim.
Lucy Collett,
Head of Customer Experience, QuestGates
MODERN INSURANCE | 27

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EDITORIAL BOARD
Mitigating Unique Risks
at Lyons Davidson
Cyber risk continues to sit at the top of the industry’s
list of concerns. In response, we are increasingly being
asked to apply our Cyber and ID Theft response services
to our business partner products, assisting customers in
minimising the impact of any cyber incident and working
with suppliers who provide practical assistance to remove
the cyber issue itself.
As a business, we have ramped up our own protection against
Cyber risk following advice and guidance from our Cyber
insurer, and have introduced dual factor authentication to
our customer facing systems. For us, the scariest moment of
2024 involved listening to recording of a hacker demanding a
ransom… even though it was only a test exercise!
Digital security is also a key element of the advice we now
provide through our helpline and consumer services, ensuring
that customers think about their digital assets, online accounts
and passwords in the event of their death or incapacity.
Furthermore, 2025 will see us focus on future reform,
especially in the area of employment protections and landlord
and tenant regulation. We are working with insurers to ensure
that their policies are future-proofed, with updated wording
for new terminology and the corresponding process changes
that will be necessary in response.
We have also seen increased activity where businesses have
been taking pre-emptive action around employee issues,
addressing concerns that future rule changes will result in
additional costs to some employees without the same level
of protection. Inevitably, this has been compounded by
increased taxes introduced in the last UK budget, driving
scope for restructures and redundancies.
In the rental sector throughout 2024, we saw peaks of activity
as some landlords sought to exit the market, or took action
to implement change before the reforms took place. The
urgency of these actions will increase as reform approaches,
especially as any action still faces the pressure of court delays
as a result of the current backlog.
Our response to these developing risks involves supporting
customers through online health checks, prompting a review
and identifying actions to implement in response. Naturally,
all of this feeds back to the issue of Consumer Duty, as well as
the need to recognise advice and effective risk mitigation.
Mark Savill,
Managing Director, Lyons Davidson
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MODERN INSURANCE | 29

Our Innovative
Solutions
At RTW Plus, we pride ourselves in delivering rehabilitation case management and health
and well-being solutions based on cutting-edge research and next-generation
technologies. Our services are available to employers, insurers, the NHS, private
companies and individuals.
CASE MANAGMENT
Our INA services incorporate the traditional face-to-face
model conducted by our nationwide network of experienced
case managers as well as our unique virtual INA+MD
assessment. This includes a multi-disciplinary assessment
by a diverse team of specialist clinicians, whose inputs are
woven into a singular, cohesive INA report and rehabilitation
plan providing a clear and comprehensive roadmap for
recovery.
VOCATIONAL CONSULTANCY
Whilst our case managers keep return to work front and
centre of their rehab planning, where we utilise our team of
specialist vocational consultants who utilise functional
testing methods and evidence-based practices to help
people stay in work or return to work after ill health or injury.
RESTORE PAIN MANAGMENT SOLUTIONS
Our pain management programmes include RESTORE, a
remote personalised pain management solution, and
RESTORE PLUS, a unique remote multidisciplinary team
(MDT) approach for comprehensive persistent pain
management. Our evidence-based approach features the
proprietary Pain Decision Pathway (PDP) and a digital
health application, providing tailored interventions and
remote services. These cost-effective solutions include
one-on-one coaching, wearable fitness trackers, and
multidisciplinary assessments and treatment to ensure
comprehensive care. Our programmes aim to reduce pain,
improve emotional wellbeing and sleep, decrease reliance
on medication, and enhance confidence in selfmanagement
0203 916 0091 info@rtwplus.com www.rtwplus.com

EDITORIAL BOARD
The Necessity
of Planning Ahead
It always feels out of place when we interrupt
the long balmy days of summer to start resource
planning for the winter ahead. Yet with almost 40
years’ worth of winter accident data to guide us,
and many recovery agents, repairers, suppliers and
systems to coordinate, there’s no such thing as
starting too early.
Many business clients have a busy winter season when vehicle
uptime is paramount, and the number of vehicles off-road must be
limited. Equally, many winter incidents could be prevented, and since
proactive repairs are faster, cheaper and easier to plan, we encourage
policyholders to act upon dashboard warning lights and any known
repair requirements during the summer months, when holidays reduce
car usage and repair centres have optimum capacity.
Once winter arrives, the combination of shorter daylight hours,
extreme weather and difficult driving conditions creates spikes in
accident volumes. However, for our customers, the show must go
on. This is when we reap the rewards of those summer days spent
analysing a wealth of winter incident data. The wheels of industry
simply must keep turning, and we’ve made ‘winter at FMG’ as welloiled
as any weather-dependent machine can be.
This year, we head into winter with more colleagues than ever before;
a talented team of 900 means our incident experts per claim ratio
is higher than ever. So, at times of peak demand, when drivers get
caught out by adverse weather, we can boost the support teams in
our 24/7/365 incident management centre by calling upon multiskilled
colleagues from across the business to provide urgent driver
and vehicle support.
We work closely with our repairers and recovery agent partners
to plan an approach to winter which protects the safety of drivers.
Proactively positioning recovery vehicles at regional blackspot areas
ensures a rapid response for drivers in distress and prevents long
delays for other road users.
We’re also navigating winter with new resources to speed up
the repair process - more than 100 additional repairers on our
independent network, new mobile and rapid repairer options, and
some innovative parts solutions including the use of green parts
recycled from donor vehicles and non-OEM parts, where approved.
Moreover, through ENOL and our self-serve driver platform, FMG
Connect, drivers remain updated and in control at every stage of the
claim.
We’ll manage tens of thousands of incidents over the coming months,
and behind the scenes we’ll constantly monitor, assess and control
those areas within our power in order to deliver the smoothest
experience for policyholders and third parties, whatever challenges
the weather creates.
Robin Lang,
Insurance Services Director, FMG
Collaboration in an
Amplified Risk Landscape
By combining the latest technology, industry
partnerships and a focus on fairness, Digilog UK
is empowering insurers to respond proactively
in today’s fast-paced world while maintaining
operational efficiency and customer trust.
Fraud is an enduring problem, draining millions from the industry
each year. In a rapidly evolving risk environment, we are dedicated
to partnering with the broader insurance industry to address the
challenges of processing and responding to claims in a fair and
efficient manner.
Our clients report that conventional investigative approaches often
fall short, leading to delays in claims processing and dissatisfaction
among policyholders. As a result, we recognise the necessity of
implementing a more effective solution to enhance investigative
processes and aid insurers in identifying potential fraud early in the
claims process.
Over the years, we have collaborated closely and diligently with
both existing and prospective clients to continually innovate and
enhance our solutions. The result: Digital intelligence Voice Analysis
(DiVA) Core technology – our advanced application designed for
risk assessment and information validation in conversational settings,
providing real-time feedback for operators.
DiVA is a plug-and-play solution designed for high-volume call
environments, featuring audible and visual alerts for risk indicators
and seamless integration with call recording systems. Through
collaboration with insurer clients, we are able to embed DiVA within
their digital claims processes, enhancing decision-making capabilities
for adjusters and claims handlers.
This approach enhances evaluation by seamlessly integrating
automated risk detection with human expertise. We want to prioritise
the role of skilled analysts in interpreting data findings and making
informed, nuanced decisions, even in an increasingly automated
world. By integrating human intuition with advanced voice analysis,
together we can tackle key challenges such as fraud detection and
claim accuracy while optimising the claims processing workflow.
This hybrid model enables insurers to effectively navigate a wide
range of claim scenarios, from straightforward cases to highly
complex ones. It excels in identifying genuine claimants and
managing higher-risk or follow-up conversations, complimenting
existing fraud detection frameworks whilst ensuring adaptability and
precision across diverse situations. Consistently impressive outcomes,
including faster processing times and significant fraud reduction,
underscore its effectiveness, with investigation teams reporting
greater confidence in their evaluations.
What’s more, Digilog fosters collaboration across the insurance
sector by working closely with insurers, brokers, and industry bodies.
Through sharing insights on emerging fraud trends, developing best
practices and hosting workshops, we aim to promote collective
learning and strengthen the industry’s ability to combat fraudulent
activities effectively.
As new risks emerge, such as cybercrime and climate-related
claims, we need to ensure solutions are scalable and adaptable. We
continuously endeavour to refine our technology and methodologies
to address these evolving threats, ensuring that insurers are equipped
to handle a dynamic claims environment.
Lior Koskas,
CEO, Digilog UK
MODERN INSURANCE | 31

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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:
Anthony Hughes
Chair & CEO, Credit Hire
Organisation (CHO)
David Punter
President, Institute of Automotive
Engineer Assessors (IAEA)
Sue Brown
Chair, Motor Accident Solicitors Society
(MASS)
Mike Keating
CEO, Managing General Agents’
Association (MGAA)
Shaune Worrall
Deputy Head of General Insurance,
British Insurance Brokers’ Association
(BIBA)
Simon Murray
Technology and Cyber Liabilities
Sector Focus Team, Forum of Insurance
Lawyers (FOIL) and Partner at DWF
SHAPE THE FUTURE
THE HUB OF INSURANCE FOR THE LONDON MARKET
27 - 28 January 2025

ASSOCIATIONS ASSEMBLE
Anthony Hughes
Title: Chair and CEO
Association: The Credit Hire Organisation
(CHO)
Managing Risk in
Credit Hire
Credit hire companies (CHCs) have a longstanding
relationship with the concept of risk. As a matter
of fact, their business relies on managing risk
effectively. When a customer contacts a CHC
seeking mobility after an accident, claims
professionals must first determine liability – after all,
you cannot recover the cost from an insurer for a
fault claim!
If the accident was clearly the fault of one party, the
case should be capable of settlement quickly and
easily. However, it’s not always clear who is liable for an
accident or incident – and it’s often the case that it is
not always one party’s fault entirely. Liability resolution
technology is now available to assist decision makers,
but in truth, this is often not the most contentious issue.
CHCs have to assess other risk factors when making
a decision to support a customer through the claim.
For example, is the customer able to pay for the cost
of a replacement vehicle without having to make
unreasonable financial sacrifices? Claims agents have to
assess the complex issues of customer impecuniosity,
which is all too often subjective. Moreover, is the
customer telling the truth? The danger is that if the
case ends up in court and the customer is determined
to have been economical with the truth, a judge may
rule in favour of the compensator and leave a CHC
to pick up the costs, both their own and that of the
defendants.
Criminals target CHCs and rental companies to
steal cars, and where vehicles are stolen for parts or
export abroad, the level of criminality is often highly
sophisticated. The costs of crime are significant, so to
de-risk the impact, CHCs use state-of-the-art trackers
as well as teams of investigators to hunt down the
perpetrators and get the vehicles back safely.
Risk is everywhere in business, even in the relatively
straightforward world of motor claims. However, a
combination of human judgment and technology both
help to manage this risk effectively, ensuring a hasslefree
claims journey for the customer while their own
vehicle is off the road.
Dr David Matthew Punter Connell
Title: Director Presidentof Policy and Public Affairs
Association: Chartered Institute of Insurance Automotive Institute Engineer (CII)
Assessors (IAEA)
Risk and Reward
In the world of claims and assessing, we
are clearly moving towards a stronger
reliance on digital imaging and desktop
assessments.
Whilst the systems are there to support this
medium, the risk is undermined by speed to
process and an acceptance that what you are
presented with is factual. Of course, a physical
inspection would leave the subject matter expert
with more audio, sensory and visual input to
review in order to determine the legitimacy of
what is being presented, and whilst Artificial
Intelligence (AI) has its place to assist the human
expert in the initial triage stages, there’s a clear
issue emerging with the potential for fraud. This
is often coupled with a diminished skill set being
applied to an accepted truth on what is being
presented.
Therefore, the risk of exposure for some vehicles
being subject to loss fall foul to the route of a
speedy claims service designed to assist the
genuine customer, with an ease to use an ‘own
repairer’ or even a ‘cash in lieu’ as this process
closes the claim quickly. It is also worth noting
that the possible total loss outcome route will
only then bring a potential check for a previous
total loss history, which may lead to suspicion and
further investigation into fraud.
Utilising a random physical inspection process
from a qualified IAEA member would mitigate
this risk. A vehicle check for previous total loss
information at the review of claim by the engineer
involved would also emphasise concerns over
fraudulent behaviour, therefore triggering a
physical inspection of the vehicle to establish if
the facts presented are indeed fact at all.
Whilst this is a simple task, the majority of claims
are being handled digitally more and more
frequently, which opens the door to risk and
reward for the unscrupulous claimant.
MODERN INSURANCE | 35

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ASSOCIATIONS ASSEMBLE
Sue Brown
Title: Chair
Association: Motor Accident Solicitors Society
(MASS)
Barriers Persist in
Access to Justice
In November, the Lord Chancellor, Shabana
Mahmood, finally published the delayed outcome
for the statutory review of Whiplash Injury
regulations. The outcome was fairly unspectacular
for both claimants and defendants.
The tariff of damages is being uprated by 15% to
account for inflation between 2021 and 2024, with
a small inflation buffer for the next three years until
the next review (anticipated to take place in 2027).
There are no changes to the definitions used, the
minor psychological injury element, or the uplift for
exceptional injuries.
This is a bare minimum increase to account for
inflation, but set on the very low-level baseline
installed by the former UK Government in 2021.
Given the delay in the process, it will also not be
implemented until Spring 2025 at the earliest,
following a period of consultation with the Lady Chief
Justice and a short Parliamentary process. So, this is
a rather stingy four-year settlement rather than three,
which does beg the question whether the review will
occur in 2027, or even 2028…
Whilst we might quibble over a few percentage
points’ increases, the real issue for claimants is that
the tariff as structured is deeply unfair, was set
ridiculously low, under-compensates claimants, and
is a barrier to access to justice. However, for claimants
and compensators alike, the early flagging of a formal
post-implementation review of the whiplash reform
programme and the operation of the Civil Liability
Act 2018 was probably more interesting. Labour, of
course, opposed the reforms (and specifically, the
tariff) during the passage of the Act. This review
will be the real test of the direction this government
wishes to take around access to justice.
Dr Mike Matthew KeatingConnell
Title: Director CEO of Policy and Public Affairs
Association: Chartered Managing General Insurance Agents’ Institute (CII)
Association (MGAA)
Staying Ahead: A Spotlight
on Compliance for MGAs
The UK’s regulatory environment continues to
evolve in ways that demand Managing General
Agents (MGAs) remain vigilant and proactive.
The regulatory spotlight will intensify as we
move further into 2025, with far-reaching
implications for MGAs operating both
domestically and internationally.
Key among these developments is the increasing
scrutiny of capacity arrangements. MGAs underwriting
in the UK, on behalf of foreign insurers without UK
authorisation, risk bringing those insurers “onshore,”
potentially breaching compliance regulations. Without
robust fronting agreements with UK-authorised
entities, these practices could expose MGAs to serious
consequences, from regulatory enforcement to
reputational harm.
The Financial Conduct Authority’s enhanced Consumer
Duty framework adds another layer of responsibility,
requiring firms to actively demonstrate that their
products and practices deliver positive customer
outcomes. This aligns with broader regulatory
themes, including the demand for greater operational
resilience, stricter oversight of broker relationships, and
transparency around non-financial misconduct.
This can increase pressure on profitability for MGAs,
where increasing compliance costs will be recognised
in their financial model. These costs go beyond direct
financial outlays; they include the investment in
resources to meet enhanced governance, oversight,
and reporting requirements. Small and mid-sized MGAs
face particular challenges, as their limited operational
capacity makes it harder to absorb these expenses
without compromising profitability. Subsequently, the
industry needs to strike a delicate balance between
fulfilling its regulatory obligations and maintaining
competitive, customer-focused business models.
The MGAA is instrumental in helping members
navigate these changes, recently addressing the
legal requirements related to non-admitted insurers.
Through our comprehensive insights program and
advocacy, we provide the tools MGAs need to stay
ahead and be operationally cost-effective in the face
of these important regulatory
requirements.
MODERN INSURANCE | 37

SAVE
THE
DATE
03.09.25 - 04.09.25
Telford International Centre
Kinetic is back! created to inform, inspire and motivate the industry, to
achieve growth and profitability through the active application of innovation
and technology to achieve great customer outcomes.
Kinetic’25 promises to be bigger and will again showcase the
industries finest suppliers, partners and innovators.
Kinetic’25 represents the next stage in the evolution of our
highly successful live events, who’s fundemental aim is to
showcase innovation, improve communication and improve
processes. Moving forward together through collaboration
providing with infinite possibilites.
Kinetic offers a unique opportunity to be part of a leading
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promote your company.
If you are interested in attending, getting involved, booking
a stand or talking to the Kinetic team about exhibiting or
sponsorship options please get in touch or visit the site
below. Let’s move forward together, again.
www.kinetic25.com
kinetic@vizionnetwork.co.uk

ASSOCIATIONS ASSEMBLE
Shaune Worrall
Title: Deputy Head of General Insurance
Association: British Insurance Brokers’
Association (BIBA)
Ransomware
Resistance in the
Insurance Community
The 2024 Sophos annual review, The State of
Ransomware, suggests 59% of organisations across
14 countries were hit by ransomware attacks in
2023. 47% of victims were broadly SMEs. According
to cyber insurer, CFC Underwriting, 96% of all cyberattacks
are directed at small and medium-sized
businesses.
This is why BIBA has for some time helped brokers,
their clients and stakeholders to engage with cyber
insurance for their own financial resilience and for
the wider economic security of the country. Cyber
insurance is now regularly referred to as a ‘service’;
providing proactive threat monitoring protection
and 24/7 forensic incident response as well as loss
indemnification.
In May 2024, BIBA and the National Cyber Security
Centre (NCSC) launched Ransomware Payment
Guidance at their respective annual conferences in
collaboration with the ABI and IUA. Its aims are clear; to
minimise the overall impact of a ransomware incident
on an organisation through mitigating disruption and
cost, all with the effect of reducing the number of
ransoms paid by UK ransomware victims. Of course,
until more organisations recognise their vulnerability
to criminal cyber-attacks, there is still much work to be
done around awareness. There’s an IT language barrier
and perhaps the added risk of feeling foolish if you
don’t have the jargon, which might be holding back
engagement. Here, information and guidance from the
Government and wider insurance industry is always
helpful.
From a broker point of view, a BIBA member recently
recounted a conversation with a client. “How many fires
or thefts affected your business last year?” Happily,
the answer was none. But ask how many times cyber
criminals tried to extort money from them, and the
answer amounted to “regularly”. This conversation
helps highlight the high probability of cyber hackers
disrupting everyday businesses, prompting brokers
and clients to have a
deeper conversation about
proactive cyber insurance
protection.
Simon Murray
Title: Technology and Cyber Liabilities Sector Focus Team
Association: Forum of Insurance Lawyers (FOIL) and
Partner, DWF
AI in 2025
Artificial Intelligence (AI) is poised to make
even more significant strides in 2025 than it
did in 2024. But what might we expect from
this revolutionary technology over the next
12 months?
Advancements in AI Models
Google recently released Gemini 2.0, which is aimed
squarely at tasks (including those requiring reasoning)
that are currently being undertaken by humans. We’ve
also seen Amazon and OpenAI unveil Nova and ChatGPT
Pro, concluding a year of regular advancement by all
the ‘frontier’ model players. We can expect new releases
to continue apace in 2025, with Operator from OpenAI,
Nova Premier from Amazon, and Llama 4 from Meta all
expected.
Whereas most 2024 releases have been characterised
as ‘useful interns’, industry commentators have likened
the models coming in 2025 to PhD students, which
intuitively feels like a big leap in capability if it proves to
be an accurate characterisation.
AI Agents
If you follow the technology press, you will have
struggled to avoid talk of ‘agentic AI’ over the past
year. Agentic AI has the ability to perform complex,
multi-stage tasks with no (or minimal) human input.
This is at odds with traditional AI models which need
explicit instructions for each task. The applicability of
this technology to lower complexity claims handling,
diagnostic elements of healthcare and customer support
tasks is plain to see.
The adoption of AI agents will unquestionably rise,
with forecasts indicating that 25% of enterprises using
generative AI will deploy AI agents in 2025, growing to
50% by 2027. I consider the latter forecast to be at the
conservative end of the spectrum.
In summary, 2025 is set to witness AI’s deeper
integration into daily life and business operations. In my
opinion, this will be the year that widespread application
of AI to a vast array of business tasks becomes not only
desirable, but also commercially essential.
MODERN INSURANCE | 39

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THE
FRAUD
BOARD
The theme of ‘risk’ permeates this month’s publication. Insurance
fraud presents an ongoing, systemic risk that corrodes trust in
society and threatens our economic integrity and prosperity.
In response, the general insurance sector has built its counter fraud strategy on
collaboration, cooperation and partnership working between insurers and the
utilities; the Insurance Fraud Bureau (IFB) and the Insurance Fraud Enforcement
Department (IFED). Partnership working is also very much the approach that is
being taken by the Government. Nowhere is this better illustrated than through the
sector charters that underpin the UK fraud strategy.
I was delighted that the Insurance Fraud Charter was launched at the Joint Fraud
Taskforce on 24 October. Our Charter contains a series of private and public
commitments that will help to manage risk and make our sector more resilient
to insurance fraud. In short, it addresses issues that will allow us to counter the
mobility and sophistication of fraudsters and adapt our strategy to ensure it
remains fit for purpose.
In 2024, this publication looked at ‘people’ issues. Our Charter will continue to raise
consumer awareness of insurance fraud. I’ve previously written about the ABI’s
recent online scams campaign; the industry will embark upon further campaigns
in 2025. Victim support underpins many other sector charters, and we will support
the victims of insurance fraud by signposting them to advice that promotes better
protection, repairs damaged credit histories, and reports fraud.
Modern Insurance Magazine has also focused on the impact of technology. This
is a theme that runs through several Charter commitments. We will extend our
counter fraud strategy beyond general insurance, including implementing data
sharing measures with other parts of the insurance sector to ensure we have
robust defences against fraud across the market. We will also explore information
sharing opportunities with aggregators to tackle application fraud, as well as look
to identify online platforms facilitating insurance fraud.
But insurance fraud is a complex and dynamic issue that requires a multi-faceted
whole system response. So, we welcome government Charter commitments to
help tackle the threat posed by professional enablers and work with the industry
to understand the benefits of broader information sharing.
We now look forward to continuing our work with other industry signatories and
the Home Office to drive implementation of the Charter commitments forward.
The real hard work starts now.
Mark
Mark Allen,
Assistant Director, Head of Fraud and Financial
Crime, Association of British Insurers (ABI)
MODERN INSURANCE | 41

Digital Media Forensics
Detecting image and document fraud early and
accelerating claim processing.
• Exposes pixel manipulation
• Finds metadata inconsistencies
• Identify images reused or copied from online
• Early fraud detection
• Efficient claims process
Get in touch to arrange
your demonstration
ClaimsUK@verisk.com

THE FRAUD BOARD
IASIU:
LOOKING AHEAD TO 2025
As we move into 2025, the International Association of
Special Investigation Units (IASIU) continues to grow as
a leader in fostering professionalism, networking, and
education in the field of insurance fraud investigations.
With members spanning across the globe, IASIU’s mission
remains steadfast: to promote the highest standards of
ethics, education, and training for professionals engaged in
combating insurance fraud.
Over the last year, IASIU has significantly increased its online
learning offerings, reaffirming our commitment to providing flexible,
accessible education for our members. Our publication, SIU Today,
and our bi-monthly webinars will continue to focus on emerging
trends such as cyber fraud and Artificial Intelligence (AI) in fraud
detection. Additionally, our CIFI and CIFA Certifications provide
professional recognition throughout the industry, inspiring public
confidence in the integrity, objectivity and professionalism of
insurance investigators.
In January, we welcome the Insurance Fraud Investigators Group
(IFIG) as our newest IASIU Chapter! This partnership is set to boost
collaboration and resource sharing among fraud investigators,
enhancing their ability to tackle insurance fraud. Members are looking
forward to professional development and networking opportunities
within the global IASIU community.
IASIU’s annual conference (scheduled for August 24-27, 2025 at
the Gaylord Rockies in Denver, Colorado) promises to be our most
comprehensive yet. This event will bring top experts together
from across the industry to address cutting-edge issues in fraud
detection and prevention. Sessions will cover a range of topics, from
global fraud trends to innovations in technology that are reshaping
investigations.
As we look ahead to another year of progress, IASIU invites all
members and potential members to get involved, whether through
attending the annual conference, enrolling in a new certification
course, or becoming active in their local chapters. Together, we can
shape the future of insurance fraud investigations and continue to
uphold the highest standards in the industry. As we move into 2025
and beyond, IASIU will continue to be a powerful advocate for the
industry and a central hub for global collaboration, learning and
innovation in the fight against fraud.
Aimee Stidham,
Vice President, International Association of Special Investigation
Units (IASIU)
MARSHMALLOW:
TACKLING FRAUD AND
BUILDING TRUST FOR
UNDERSERVED MARKETS
At Marshmallow, our mission is simple: to solve real-world
problems by offering distinctive products to underserved
market segments, most notably those moving to a new
country. One of the biggest challenges we face—shared by
many insurers—is providing affordable insurance to those
who need it most. Unfortunately, this same goal is also
shared and exploited by ghost brokers, who expose insurers
to risk and prey on vulnerable individuals by selling invalid
policies, leaving customers unprotected.
We understand that newcomers to the UK, our primary customer
base, are often targeted by ghost brokers. This awareness drives our
comprehensive fraud prevention strategy, which prioritises protecting
honest customers. However, fraud prevention doesn’t begin when a
customer lands on our website or requests a quote—it starts much
earlier.
In a crowded market, where consumers have a choice of hundreds
of brands within seconds, identifying the most suitable legitimate
product can be overwhelming. For those unfamiliar with UK insurance,
the problem worsens when bogus intermediaries promise solutions
but blur the line between legitimate and fraudulent providers. This
underscores the need for trusted brands that inspire confidence,
ensuring customers never need to turn to illegitimate options.
Since launching in 2016, Marshmallow has grown to become the
go-to insurer for those new to the UK. Over the past year, our brand
awareness and preference has grown significantly, and direct sales
now account for a larger share of new business than ever before. This
growth reflects the strength of our brand and the trust we’ve built with
our customers.
Upon becoming a Marshmallow customer, we continue to prioritise
our relationship of trust. We’ve designed user journeys that seamlessly
integrate fraud prevention with exceptional customer experiences.
Furthermore, education plays a vital role in our approach. We provide
tools and guidance to navigate the insurance process confidently;
educating customers on claims procedures, recognising potential
risks, and capturing critical information if they should encounter fraud.
By empowering our customers, we reinforce their trust in us while
safeguarding them from exploitation.
However, fraud is not just an issue for individual insurers; it’s a challenge
that affects the entire industry and erodes consumer confidence.
Tackling this issue requires collaboration across insurers, regulators and
partners, and together, we must establish clearer distinctions between
legitimate and illegitimate providers, share best practice and promote
transparency. By reducing the opportunities available to fraudsters, we
can create a safer and more reliable insurance ecosystem.
At Marshmallow, we are committed to leading this effort. However,
lasting change will depend on an industry-wide commitment to
rebuilding trust and setting a standard for reliability and transparency
as the norm.
Ash Jackson,
Head of Fraud, Marshmallow
MODERN INSURANCE | 43

THE FRAUD BOARD
KEEPING UP WITH
THE FRAUDSTERS
Keeping up with the fast-moving
fraudster requires first class management
information.
“Life moves pretty fast. If you don’t stop and look around
once in a while, you could miss it.” So said Ferris Bueller.
We all know, unconstrained by rules and regulations, that
fraudsters are embracing new technology and pushing
the boundaries when it comes to creating ways to extract
money from insurers. For the Counter Fraud Manager, having
access to tip-top management information - and stopping
to look around every once in a while - is critical in the race to
keep up with them.
Having access to live real-time information about both
detection rates and investigation progress and outcomes
aids performance forecasting and how you manage risk of
fraud on the front line. Take, for example, fraud typologies
that are more prevalent in one region than another. You
might be thinking, I don’t need to worry about that. AI will
spot that pattern and raise the alert for me, and it will be
from known patterns. But what about variations to a theme?
Fraudsters will change their approach, and this is where it is
vital to have humans in the loop to be informed and aware
of what they might need to look out for. Managing that risk
requires joined up communication between underwriting,
claims, and the fraud team.
Let’s take a claim surge event by way of an example. We all
know that fraudsters take advantage of the opportunities to
hide among the crowd following a significant storm event,
such as Storm Darragh back in December 2024. Accurate MI
means you can plan and prepare a risk managed approach
to such events. This might conflict with a zero-tolerance
approach to fraud, but as the vast majority of customers
are genuine, prioritising them is always the first objective.
Having a pre-planned tactical approach to rapidly amend
your detection criteria can help; such an approach would
alter the risk scoring for facets of your detection criteria
that, whilst valuable, have a higher false positive rate - all
the while maintaining defences for the most predictive
indicators. This means that the workload for both the claims
and fraud team can be managed, and most importantly,
genuine customers are not inconvenienced.
Post event analysis must also take place to ensure that if a
claim has triggered a referral, it is reviewed as a whole. This
guarantees that the surge protocol is updated, and ensures
any relevant lessons are learned.
Storms and surge events happen once in a while, but
stopping and looking around at what is really going on
should be a constant exercise in your fraud mitigation
strategy.
CURIOSITY KILLED
THE FRAUDSTER
At a time when risks are changing and
evolving so quickly, one size most
definitely does not fit all.
Frauds once seemed simpler. The lines were clearer between
organised and opportunistic fraud, and cybercrime was a
different beast entirely - although, it’s hard to know whether
this was just a perception that arose because we didn’t truly
understand the nature of what we were dealing with. The
truth probably lies somewhere in the middle.
However, the genie is now well and truly out of the bottle.
We live in a hyper-connected world, where if you’re thinking
about committing fraud, there are a range of tools at your
fingertips. The dark web, GenAI and a host of ways to
connect with like-minded individuals, anonymously and
anywhere in the world, are all available in real time.
We see new fraud typologies and evolutions every day. This
may involve fraudsters testing our controls and adapting our
models to circumvent them, as well as our responses to new
products being launched or reacting to new regulation.
Any counter fraud strategy should be intelligence-led, with
methodologies to collate data, assess and understand where
those new frauds may arise in order to create controls that
protect your business. Equally, however, we must recognise
that it is impossible to truly predict every new fraud that will
emerge at a granular level.
By their very nature, fraudsters don’t have the same legal,
regulatory, governance and reputational risks that we do
in business. They can be agile as a result, and our response
must create a multi-layered control environment. Information
can be provided in various forms, so we need to be able to
collate and analyse all of these.
Frauds will have indicators. Identifying those indicators and
building them into your future detection and prediction
models is important, and this sophistication should have
quite a broad range. Predictive models such as Machine
Learning give us a scalability and reach that can’t be
achieved manually, and in an industry with complex
distribution, supply, and partnerships, we must not forget
the need to prepare our people when it comes to knowing
what to look for.
Finally, we need to look for things that we don’t yet know
are frauds. That may sound strange, but there are plenty of
methodologies and tools out there that can help us look for
outliers. Those outliers may just be the next fraud, and so
one of the most important aspects of tackling this rapidly
changing risk environment is to prevent complacency and
remain curious.
Martyn Griffiths,
Sales Manager UK&I, FRISS
Ben Fletcher,
Head of Financial Crime, LV= General
Insurance
MODERN INSURANCE | 45

Specialist
Investigation
Services
Innovative solutions
to help validate claims &
combat insurance fraud
Charles Taylor Specialist Investigation Services (CTSIS) works
collaboratively with the insurance industry to provide market
leading global claims validation and counter fraud services.
Our full suite of claims validation solutions includes
Fraud Keeper, our proprietary Automated Fraud
Detection software, our multi award winning social
media and open source intelligence tool, Discovery by
Charles Taylor, both of which are supported by internal
and external counter fraud professionals.
GET IN TOUCH
Bobby Gracey
Group Head of Fraud
Find out more
+44 7557 774 577
bobby.gracey@charlestaylor.com
Simon Cook
Director of Investigation Services – UK
+44 7834 098 648
simon.cook@charlestaylor.com

THE FRAUD BOARD
DOCUMENT VALIDATION TECH TURNS
THE TABLES ON FRAUDSTERS
Claims handlers trust images of a physical loss, as well as
paperwork that proves the ownership and value of the items
involved. After all, such documentation is a strong indicator
of a genuine claim, isn’t it?
Well, not always. In a growing number of cases, fraudsters have
edited original documents or used artificial intelligence to create
them from scratch. Either way, it’s difficult to detect these fakes with
the naked eye, and claims processing systems often don’t flag them
up as suspicious.
Detecting fake documents
To get on top of this issue, the adjusting teams at Charles Taylor have
teamed up with a leading technology provider in this space to help
insurers spot fake and edited documents before marking them for
investigation. Offered by Charles Taylor, the ‘Detect’ software solution
enables claims teams to either use the technology to scan a specified
batch of documents or to embed it in their processes and examine
every inbound and outbound attachment. Operating in real time, the
software inspects the metadata of each file and determines if it was
altered in any way from its original state. The system verifies data
in relation to the policyholder’s address and/or loss location, as well
as checking if documents have been through suspicious software
or editing programmes. It can analyse the source code of PDF
files to detect those that have been manipulated, and will identify
documents that have been used in other internal or external claims.
The system incorporates a database of more than 60,000 firmware
and device release dates, and validates whether documents could
have been created by the device from which it was sent. For example,
in some instances a document will be in a format that wasn’t available
on the model of device from which it’s purported to have come.
Continually, we hear about the threat posed by fraudsters, their ability
to use technology against insurers and the need for the industry
to play catch-up. This technology is an excellent example of how
insurers can get ahead of the problem and make definitive decisions
on fraud.
And the results are similarly conclusive. One insurer deployed the
technology across its entire claims operations, and it now accounts
for 19% of all its fraud investigations.
New market standard
Now that we can quickly and accurately determine whether or not
documentation is genuine, the modern opportunistic fraudster is
going to find that this avenue of attack quickly runs dry. Applicable
across all lines of business, the ability to flag up counterfeit
documents will increase fraud detection rates and shorten the time
taken to identify suspicious claims. The technology also reduces the
number of false positives generated, thus enabling fraud teams to be
more targeted in their investigations and obtain a better return from
their existing resources.
Bobby Gracey,
Global Head of Counter Fraud, Charles Taylor
YULETIDE LESSONS: SANTA
CLAUS JAILED, BILLIONS LEFT
DISTRAUGHT
Old habits die hard, and the Christmas just gone was no
exception. Within the melee of all things festive, I always try
and catch at least one film live on TV. I know I could stream
it, but there’s always something special about setting aside
a specific time to watch an old classic.
And for me, ‘Miracle on 34th Street’ is a family yuletide favourite – a film as
much about white-collar crime and risk as it is about Santa. Not so sure? Well,
consider this comment from Santa himself: “You think I’m a fraud, don’t you?”
(Kris Kringle, 1994).
The film is a timely reminder to consider all forms of risk, especially when
something is seemingly improbable (in this case, the jailing of Santa Claus on
Christmas Eve). And with two film versions from 1947 and 1994, I guess you
could say that the probability of Santa being jailed on Christmas Eve is roughly
a once-in-a-half-century occurrence… rare likelihood, catastrophic impact!
Our challenge in managing fraud risk lies in finding a balance between
addressing known fraud types and preparing for those rarer, but potentially
even more impactful events. Especially when there’s focus on investment in
only fraud controls that tackle threats with short term financial impact, such as
insurance fraud only. This narrow focus can lead to a lack of awareness about
corporate fraud, leaving organisations vulnerable.
As with Kris Kringle’s Christmas, broader fraud risk management can become
‘lost in the shuffle’. A more comprehensive approach to fraud is essential.
Believe indeed; fraud risk management is an established, proven truth. The
challenge lies in how to implement a pragmatic yet robust framework within an
organisation that may already be stretched thin, and where mitigating a ‘onein-
fifty’ event may be de-prioritised.
So here are three top tips for addressing fraud risk.
Adapt the Framework. Implementing a fraud risk framework can be
overwhelming, but it works best when executed incrementally and in an agile
manner. Invest time to understand the approach that suits your organisation,
allowing for accelerated delivery of the most relevant solutions.
Be Mindset-Aware. The essence of successful fraud is that honest people do
not suspect it. The same applies to fraud risk assessments. Carefully choose
your implementation team to ensure a pragmatic identification of fraud risks
and their potential occurrence. Focus on a “yes, if…” mindset rather than “no,
because...”
Ensure Repeatability. A fraud risk programme is not a one-time effort. The
environment is constantly changing, so design your framework to be flexible
and scalable, enabling it to be effectively repeated as circumstances evolve.
A robust fraud risk management approach is a powerful tool against
unforeseen, impactful fraud events. As Kris Kringle might (sort of) say, “Oh,
fraud risk isn’t just an approach; it’s a frame of mind... and that’s what’s been
changing.”
Matt Gilham,
Director, Whitelk
MODERN INSURANCE | 47

DATA PROTECTION
SHOULD ENABLE
INNOVATION
In designing solutions to combat fraud, data
protection teams play a critical role in ensuring
compliance with privacy laws. But all too often,
barriers are presented where there shouldn’t be any,
and this can hold innovation back.
“The data protection team are uncomfortable with that…”
How many times have you heard this feedback? Well, maybe
not too many – it depends on how often you are pushing
innovative new solutions in the direction of insurers, or trying
to deal with public bodies to gather information. In my world,
I hear it quite a bit, and often for inexplicable reasons when
the solutions and ideas are perfectly legal, do not infringe on
data protection laws and remain ethically sound. It can be
frustrating, but it’s something that many of us have come to
accept.
Protecting personal information is extremely important, and
data protection teams play a hugely important role in helping
us do this. However, by design, they tend to err on the side of
caution. The best teams won’t just say no; they will highlight
potential problems, identify solutions, and provide enough
information to enable balanced decisions. It’s essential that
those making decisions based on the guidance are well
trained in data protection. This training ensures they can push
back on any overly cautious responses and challenge their
teams constructively.
In conversations with professionals across the industry, we
have seen examples of great initiatives getting roadblocked
by data protection teams. In the constant and evolving fight
against fraud, it’s imperative that executives and decisionmakers
are in a position to challenge DPOs and not let the tail
wag the dog.
It’s tempting for some teams to veto decisions, avoid risks,
and cite data protection as the reason that something cannot
be done. In our personal lives, we’ve probably all requested
something from an organisation only to receive pushback due
to data protection. And while protecting personal information
is vital, this reasoning shouldn’t become a frequent excuse in
professional settings—especially when insurers must adapt to
evolving technologies used to perpetrate fraud.
So, what can you expect from NetWatch? Well, we will keep
pitching new ideas to tackle fraud, avoid risks, and give you
the intelligence you need – and rest assured that anything we
put in front of you will always be compliant with privacy law!
David Purcell,
Chief Operating Officer, NetWatch Global
Statement
Taking
Tracing
Services
Telephone
Interpreting
Written
Tanslation
Court
Attendance
Affidavits
0151 372 1860
info@witnesswise.co.uk
The Plaza, 100 Old Hall Street, Liverpool, L3 9QJ

Insurance: A Risky
Business
At the time of writing, the CEO of a major health
insurance company has just been shot dead
in the US. The alleged perpetrator has been
arrested and investigations are underway to
discover the motives and possible grievances
he may have had that pushed him towards this
horrendous act. Has the world gone mad?
Whilst the shooting was bad enough, the social media
commentary has been almost worse. Desktop trolls
have lauded the alleged murderer as something of a
hero; wreaking so-called revenge on the leader of an
insurance company is somehow considered a justifiable
retribution for denied claims and supposed wrongs
committed against policyholders.
No amount of risk management by insurers could have
foreseen this tragedy, because I don’t believe for one
moment that the CEO reigned over a corrupt regime
designed to fleece policyholders. Instead, he and his
colleagues were performing the duties that those same
policyholders asked for – to manage claims in such a
way that legitimately minimises costs and balances the
books.
Here’s the dilemma. When assessing claims, how do we
find the line between being fair and reasonable versus
being unfair, deceitful, or illegal?
Whether it’s US health insurance (an admittedly
difficult and sometimes expensive necessity in the
US) or UK motor claims, stolen goods replacement,
business interruption payments, life assurance, personal
injury, casualty, large loss and many more – the aim of
the insurer is to pay legitimate claims and deny those
where cover does not exist, or where fraud is suspected
and confirmed. Aside from those caveats, the claim
should be paid.
distribution channels that promote them. Too often,
product features will be ‘tweaked’ or omitted altogether
in order to produce a lower quote and reach the top of
the price comparison listings. At the same time, the sales
and marketing machines will look only to the positives,
ignoring the negatives of the chosen policy. The mere
existence of intense competition in sometimes crowded
markets means that ‘price rules OK’, with everything else
going out of the window.
Competition has the hugely beneficial effect of driving
innovation and development, but it can also lead to less
than fulsome explanations of what is being hidden. It
can, of course, also lead to sharp practice, and regulators
are right to erect safeguards around Consumer Duty,
Vulnerable Customers and Fair Treatment in order to
ensure orderly behaviours.
What Does it all Mean?
I see many an institution proudly displaying their socalled
customer-centric credentials, but in truth, they
are no such thing. Instead, they play the game the same
as many others and hope that no-one notices. But
policyholders are not stupid. They will take note, talk
negatively about our industry and decry our efforts to be
seen as legitimate guardians of policyholder premiums.
They may vote with their feet and go elsewhere, they
may take the risk and abandon insurance altogether, or
they could even seek financial revenge and exaggerate a
claim to get a return on their premiums.
Or, they may shoot and kill the CEO, if that is indeed the
motive of the alleged perpetrator in the US.
Let us hope that this last experience is not one that will
cross the Atlantic and be repeated in the UK.
Missing the Point
The core problem, it seems to me, is that policyholders
often don’t understand the cover that they have. At the
time of critical need, when the hoped-for insured event
happens, there is massive disappointment, frustration
and anger at any negative decision being made.
The responsibility for effectively communicating the
levels and types of cover being purchased must lie
with those who design the policies, as well as the
Eddie Longworth,
Director, JEL Consulting
Claims and Supply Chain Development
MODERN INSURANCE | 49

Driving towards
safe, secure,
and sustainable
motoring
thatcham.org

Driving Change: Navigating
Modern Motor Insurance Risk
Until relatively recently, motor
insurers could rely on historical
data and driver behaviour
to determine premiums
with reasonable accuracy. A
predictable blend of driver
experience, claims history
and basic vehicle attributes
provided a reliable foundation
for risk assessment. However, the
rapid advancement of vehicle
technology has disrupted this
traditional model.
Today's vehicles represent a complex
interplay of software, sensors, advanced
materials and powertrains that alter risk
profiles in ways traditional assessment
methods struggle to capture. This isn't
merely a matter of different components
– it represents a fundamental shift in how
vehicles are constructed, powered, repaired,
and maintained.
The emergence of software-defined vehicles
presents particularly novel challenges.
When a vehicle's core capabilities can be
enhanced or modified through over-the-air
updates, how do we accurately assess its
risk profile? A vehicle's performance, safety
features and driver assistance capabilities
might be significantly different postpurchase,
yet traditional risk assessment
models weren't designed to account for
such dynamic changes.
Moreover, the integration of Advanced
Driver Assistance Systems (ADAS) is
reshaping the vehicle repair sector. While
these technologies promise enhanced
safety, they also introduce new complexities
in repair processes and costs. The
calibration of sensors and cameras after
even minor collisions can significantly
impact repair times and expenses, creating
a new dimension of risk.
This evolution isn't just affecting premium
calculations – it's changing the relationship
between manufacturers, insurers, and
consumers. As vehicles become increasingly
sophisticated, the traditional boundaries
between each stakeholder become
increasingly blurred. So, how do we price
the risk of these modern vehicles? This is
the question that Thatcham Research's
automotive risk intelligence aims to address.
The Evolution in Risk Assessment
The Group Rating system, a Thatcham
Research invention, has been the bedrock
of vehicle risk assessment in the UK for
over 25 years, providing insurers with
a standardised framework to evaluate
vehicle risk on a scale of 1-50. This system
has formed the DNA of vehicle insurance,
informing decisions made by brokers, price
comparison websites, and insurers alike.
However, much like trying to describe a 4K
video with a black and white photograph,
the Group Rating system is increasingly
unable to capture the nuanced risk profiles
of modern vehicles.
Furthermore, the Group Rating system's
static nature fails to account for modern
vehicles' dynamic characteristics. When
a manufacturer pushes an over-the-air
update that modifies vehicle performance
or enhances safety features, the current
Group Rating remains unchanged, despite
potentially significant alterations to the
vehicle's risk profile. In today's fast-paced
automotive environment, where vehicle
capabilities can evolve post-purchase, this
static approach is increasingly inadequate.
The Five Assessments of Vehicle Risk
In response to these challenges, Thatcham
Research developed a new framework
called Vehicle Risk Rating (VRR)
[introduced in September 2024] that
fundamentally reimagines how vehicle
risk is evaluated. In contrast to the Group
Rating system, the VRR system is built on
five interconnected risk assessments, each
measured on a scale from 1 to 99.
This configuration dramatically expands
the range of potential outcomes, resulting
in 9,502,071,469 unique combinations of
scores. By comparison, the new system
offers an extraordinary increase in
granularity, over 190 million times greater
than Group Rating’s 1-50 scoring system.
The five assessments - performance,
damageability, repairability, safety, and
security - provide far more precise
differentiation between risk measurements,
enabling finer distinctions and a more
nuanced representation of risk.
‘Performance’ evaluates vehicle driving
characteristics, including the impact
of acceleration, top speed, and vehicle
dynamics. ‘Damageability’ assesses how
vehicle design, materials, and construction
techniques affect damage severity
from common incidents. ‘Repairability’
examines the availability of transparent
and accessible repair strategies, including
parts costs and repair processes. ‘Safety’
provides a comprehensive analysis of
passive and active safety systems, whilst
‘Security’ leverages Thatcham Research’s
New Vehicle Security Assessment expertise
to evaluate both physical and digital
security measures.
These assessments work together to
provide a holistic view of vehicle risk that
was previously impossible under the Group
Rating system.
Data-Driven Decision Making
The development of the VRR system
represents one of the most comprehensive
studies of vehicle risk assessments ever
undertaken in the UK insurance industry.
The resulting framework has been validated
against real-world claims data, ensuring
that theoretical models align with realworld
outcomes.
Additionally, the VRR system is dynamic. It
can evolve as new data becomes available,
allowing it to capture emerging trends
and risks in real-time. This adaptability is
crucial in an era where vehicle capabilities
can change through software updates, and
new technologies can introduce unforeseen
risks.
Car owners and drivers ultimately benefit
the most from VRR through more accurate
insurance premiums and vehicles designed
for longevity. Thatcham Research's central
role allows it to use the VRR framework
to drive change across the industry.
By providing objective, data-driven
assessments of vehicle risk, Thatcham
Research helps align the interests of
insurers, manufacturers, repairers, and
consumers toward a more sustainable
automotive future.
Jonathan Hewett,
Chief Executive,
Thatcham Research
MODERN INSURANCE | 51

Welcoming…
QMel, welcome to Modern Insurance Magazine’s
Editorial Board!
Tell me about Auxillis. What do you do, and how does
your role factor into this picture?
AThank you for having me. I’ve been in this sector for
many years with most of my early career primarily
focused on credit hire, evolving then into Claims
Operations, Leadership and Non-Executive Director roles
over the last 15 years.
Throughout my career, Auxillis has always been a market
leader in the industry and a provider of the highest quality
accident management services. With this in mind, I was
thrilled to be appointed Managing Director in February
2024. Bringing my knowledge and firsthand experience
from both sides of the table – insurer and credit hire
provider – means I’m well positioned to understand the
challenges that insurers face.
QWhat are your primary areas of focus for the
business at the moment?
AHere at Auxillis, we have an outstanding level of
customer service thanks to the efforts of our team
members who deliver our high-quality products
and services. I’ve been blown away by the knowledge,
dedication and genuine care for our customers that our
colleagues display every day, and it’s this aspect of our
business that I believe can further help our insurer and
broker partners leverage their brands and achieve their
objectives.
Historically, Auxillis has primarily been known as a credit
hire supplier, but over 50% of our rentals are now noncredit
hire and part of our total mobility offering. As we
aren’t distracted by retail and corporate services, we can
have a laser focus on providing tailored offerings based on
the individual needs of our insurer, broker and automotive
partners.
QWhich industry challenges have you been affected
by most recently, and how have these hurdles
been overcome?
AHaving worked in the insurance and credit hire
industry since the early 90s, I have encountered and
embraced all types of challenges, be it regulatory,
economic uncertainty, retaining talent or repair costs!
I’m encouraged by the fact that this industry always
finds a way forward. I’ve been particularly impressed and
reassured by the industry’s focus on Consumer Duty lately,
ensuring that customer needs remain a priority and sit
at the core of every business – which is certainly true of
Auxillis.
QLooking to 2025 and beyond, what are your
priorities for Auxillis, and how might these goals
be realised?
AI’m really excited by our current IT development
road map, which is enhancing our self-serve online
portals for both our customers and fleet colleagues.
Alongside this, we are continually increasing our omnichannel
capabilities in recognition of our partner and
customer requirements. Although we’re fully embracing
technology to make our services more accessible and
convenient, we haven’t lost our focus on supporting
vulnerable customers. Our contact centre team are always
available at the other end of the phone, providing the
human interaction that cannot be underestimated.
Mel Bebbington,
Managing Director, Auxillis
52 | MODERN INSURANCE

Welcoming…
Witness Wise
QHey Gilly, a very warm welcome to the Modern
Insurance Magazine Editorial Board!
Let’s start by talking about Witness Wise. What services
do you provide, and how do these services support the
insurance sector?
AThank you!
Witness Wise provide a professional witness
statement taking service, both in English and in the client’s
first language. Our services are mainly used by solicitors,
but we also work directly with insurers too in relation to
their due diligence checks and validating claims. We also
offer People Tracing services wherever a firm might need
to get in touch with existing clients or regain contact,
alongside a number of translation and interpreting
services!
QYour People Tracing service is particularly
fascinating. Can you tell us more about how this
works?
AWe’re experienced in reconnecting our work
providers with clients, or providing them with
updated contact details so they’re not losing
touch. The industry has been affected by clients who’ve
moved house or changed their personal contact details
without thinking to update insurers, solicitors or claims
management companies; of course, clients aren’t likely
to have these interactions on a day-to-day basis, so it’s
frequently overlooked. However, if we’re not careful, those
contacts can easily slip off radar.
QWould you say a unique set of skills are required
to deliver your services effectively?
AAbsolutely, our services demand the skills and
experience of people who have worked in this field
for many years. We’re not able to hire just anyone
to fulfil these roles; the ability to deliver our services is a
learnt skill which comes from years of dedication, working
across multiple scenarios and handling encounters with
clients in order to know how to deal with them.
QWhat challenges have you seen lately in your
corner of the industry, and how are you working
with others to address those challenges?
AI would say that primarily, our role is less about
identifying challenges and more about finding
solutions. There are already enough challenges in
the claims sector at the moment, and I think it’s incredibly
important to start working together as an industry if we’re
going to resolve them.
Our recent partnership with ISAGI in the credit hire space
is another great example of how we’re working together
and teaming up with the wider network of industry
professionals. It’s so fulfilling to identify where our services
can complement others, joining forces to support the
industry instead of exacerbating challenges by working
against it.
We have also introduced a new service to our offering
recently, having been approached by a firm who were in
need of assistance with their client contact department.
This wasn’t a service we offered initially, but we are always
open to having conversations in order to see how our
business can improve the existing operations of other firms.
QWhat are your goals for Witness Wise in 2025?
AThe development of the business through 2024
was amazing, and I’m really proud of the industry’s
response and the way we’ve been continually
recognised for our expertise. 2025 will see us continue
to work hard and build brand awareness – my goal is for
people across the industry to know what we do without
having to ask, and I think we’re well on the way towards
achieving that!
Gilly Daniels,
Managing Director, Witness Wise
I’d say that it’s also contingent on personality. You really
have to possess the right qualities in order to successfully
do the job that we do; you’ve got to be empathetic and
curious, with a talent for building rapport. You’ll really
struggle to deliver the right service if you’re not a people
person, as this will impact the client’s confidence and
ability to feel relaxed and open in your presence.
MODERN INSURANCE | 53

ILC
Built for claims professionals,
by claims professionals
Upcoming events
To find out more about ILC's
activity calendar for 2025 contact
rachael@iloveclaims.com
iloveclaims.com

Navigating Risk in a
Changing World
In today’s rapidly changing landscape, managing risk is arguably one of the greatest issues facing
insurers. Fair and accurate underwriting depends on understanding not only the present-day risks,
but those coming in the future, too. When it comes to developing pricing strategies, historic data
has been largely rendered obsolete by the rapid rate of change.
Climate Change
Extreme weather is just one area where this is being
borne out. According to figures released by the
Association of British Insurers (ABI), UK insurers
paid out a staggering £1.4bn to homeowners and
businesses in the second quarter of 2024 alone.
This represented an increase of five per cent on the
previous three months, and the highest quarterly
figure recorded since the ABI began tracking
property claims payouts in 2017.
Another £1.3bn was paid out in the third quarter,
bringing the annual bill to £4.1bn – 15% higher
than the first nine months of 2023. And it’s not
just property insurers feeling the brunt of extreme
weather; flooding is also the number one cause
of vehicle damage, with 70% of flooded vehicles
declared unrepairable and 20% of all vehicle writeoffs
now the result of floods.
According to the ABI, the second most common
cause of vehicle damage is strong wind. Extreme
weather events are only going to accelerate, with
the Global Risks Report 2024 - published by the
World Economic Forum - citing it as the number one
risk for 66% of insurers. This was backed up by the
AXA Risks Report 2024, which revealed that 77% of
experts believe climate change is the biggest risk.
But it’s not the only one!
Geopolitics
Geopolitics today is as unpredictable as the weather,
with regional conflicts having a severe impact
on supply chains and prices. The UK automotive
industry has already felt the effects of this, with
prices soaring as a result.
Meanwhile, Donald Trump’s victory in America and
Labour’s win in the UK are also likely to impact
the sector. Trump has promised 10% tariffs on all
imported vehicles, an announcement that saw share
prices of European vehicle manufacturers tumble by
up to seven per cent, while Labour’s commitment to
net zero is casting doubt on UK investment and jobs.
As such, manufacturers are driving EV sales with huge
discounts while suppressing the sale of ICE models.
However, this accelerated path to electrification has
left both repair skills and methods behind, meaning
the repairability of many new models is uncertain.
The situation is likely to be exacerbated further as
Chinese models flood the UK market, with the UK
not following the US and EU by imposing tariffs on
Chinese vehicle manufacturers. Speaking at ILC’s
Exclusive Motor Claims Conference, John Gibson,
Client Relationship Manager at Kennedys, said that
brand-new Chinese vehicles priced under £20,000
are flooding the market, warning of spiralling writeoffs
and repair challenges if the industry does not
prepare for this influx.
To mitigate these risks, Thatcham Research
introduced the Vehicle Risk Rating (VRR) framework
back in September. The VRR assesses models based
on performance, damageability, repairability, safety
and security, and is intended to offer greater insights
into a vehicle’s insurability.
Technology
In addition to climate change, geopolitics and
the changing nature of the car parc, the rapid
advancement of technology adds further complexity
to risk management. But while the pros and cons of
Artificial Intelligence (AI) are well-discussed, what
other innovations do insurers need to be aware of?
Robotics is perhaps the area where most
development is taking place. The Tesla Optimus robot
can now catch tennis balls and will be ‘working’ in
factories by the end of 2026. And this is just the start;
Elon Musk predicts the humanoid population will
swell to more than 10 billion within 20 years. If he’s
right, then there will be more robot people on earth
than real people by 2045.
Facing a backlash from vehicle manufacturers, the
UK Government is now consulting around the ZEV
Mandate… but insists the 2030 deadline for the ban
on new petrol and diesel cars will remain.
MODERN INSURANCE | 55

The Global Insurtech Awards were launched for the first time
in 2024 to recognise and celebrate creativity and innovation
within the ever-growing global insurtech community. As exciting
products and services reshape our insurance landscape, we
wanted to honour those who have challenged tradition and
recognised a need for progression in insurance technology around
the world.
Without further ado, the team at Modern Insurance Magazine are
delighted to declare our worthy award winners, bolstered by the
valued support of our exclusive event sponsor, Digilog UK.
To register your interest in the Global Insurtech Awards 2025,
please go to www.globalinsurtechawards.com
56 | MODERN INSURANCE

Insurtech of the Year
Winner: Simfuni
Highly Commended: Compulsory Insurance Bureau of Azerbaijan
A word from Shaun Quincey, CEO, Simfuni:
“Winning the global ‘Insurtech of the Year’ Award is a proud moment that
highlights Simfuni's commitment to driving innovation and efficiency in the
insurance industry. Amid rising expectations on insurers for more efficient
business performance and modern customer experiences, this win further
validates our dedication to providing a streamlined insurance premium
management solution.”
Best Claims Processing Software
Winner: Digilog UK
Highly Commended: Wisedocs Inc.
A word from Lior Koskas, CEO, Digilog UK:
“Winning the Best Claims Processing Software Award affirms Digilog UK's
commitment to innovation and excellence. Our latest DiVA technology
enhances fraud detection, speeds up claims processing, and improves customer
experience, reinforcing our reputation in advanced claims technology and
inspiring our team to push boundaries for insurers and claimants alike.”
Best B2B Insurtech
(Business to Business)
Winner: FullCircl
Highly Commended: Robbie Restoration Technologies
A word from FullCircl:
“Winning this award is a fantastic endorsement of the work we’ve done to
ensure our customers are positioned at the forefront of innovation. We believe
brokers, insurers and MGAs are better with data, and the team at FullCircl do
everything we can to make data enrichment more accessible. To have this belief
validated by a panel of industry experts means everything.”
Best Underwriting Technology
Winner: DigitalOwl
Highly Commended: Cortical.io
A word from Yuval Man, CEO, DigitalOwl:
“Winning the Best Underwriting Technology Award affirms DigitalOwl's
leadership in transforming the insurance landscape. It highlights our
commitment to enhancing underwriting processes through innovation,
reflecting our dedication to providing cutting-edge solutions that streamline
data analysis and decision-making in the insurance industry.”
MODERN INSURANCE | 57

Best Cloud-Based
Solution
Winner: InsuredHQ
Highly Commended: Wisedocs Inc.
A word from InsuredHQ:
“Winning the Best Cloud-Based Solution Award validates our global ambitions
and commitment to simplifying insurance administration, underscoring our
role in driving digital transformation. We’re thrilled to continue innovating and
providing impactful, accessible technology that empowers our clients to deliver
customer-centric, efficient solutions.”
Most Promising Start Up
Winner: Simfuni
Highly Commended: Irys Insurtech
A word from Shaun Quincey, CEO, Simfuni:
“Being awarded Most Promising Start Up is a strong affirmation of Simfuni’s
mission to revolutionise insurance premium management. It underscores our
team’s dedication and innovation, and, importantly, reflects the belief and
confidence that our investors have in our vision. This recognition strengthens
our momentum in driving impactful change within the industry.”
Insurtech Influencer
of the Year
Winner: Irys Insurtech - Margeaux Giles
Highly Commended: Epam- Eric Fenton
A word from Margeaux Giles, CEO, Irys Insurtech:
"Winning this award affirms IRYS’s mission to break barriers and redefine what’s
possible in enterprise technology. It’s a testament to the belief that industries
can—and should—demand better. This recognition fuels our drive to empower
businesses with transformative tools, paving the way for a more transparent,
efficient, and liberated future."
Best Use of Machine Learning
Winner: DigitalOwl
Highly Commended: DeNexus
A word from Yuval Man, CEO, DigitalOwl:
“Winning the Best Use of Machine Learning Award underscores DigitalOwl's
forefront position in using cutting-edge AI in insurance. This accolade
celebrates our success in leveraging Machine Learning to revolutionize
how insurers interpret complex data, significantly improving accuracy and
operational efficiency in the sector.”
58 | MODERN INSURANCE

Best Data Solutions Provider
Winner: Sapiens
Highly Commended: FullCircl
A word from Sapiens:
“It’s an honour to be recognized as the Best Data Solutions Provider at the
Global Insurtech Awards. We are dedicated to empowering insurers with
innovative, impactful data solutions that drive transformation, and this award
reflects the trust our clients place in us to help them navigate a complex,
evolving landscape.”
Best InsuranceManagement System
(Agency Management System)
Winner: INSTANDA
Highly Commended: Irys Insurtech
A word from Tim Hardcastle, CEO and Co-Founder, INSTANDA:
"INSTANDA empowers insurers to rapidly adapt to market dynamics and deliver
tailored solutions to diverse customer segments, all while drastically cutting
technology costs. Our acknowledgment at 2024’s Global Insurtech Awards
underscores our pioneering spirit! We proudly extend our congratulations to
our esteemed clients, valued partners, and the dedicated team.”
Best Payment Solutions Provider
Winner: Simfuni
Highly Commended: Majesco
A word from Shaun Quincey, CEO, Simfuni:
“Simfuni set out initially to modernise the slow, manual, and fragmented
insurance premium payment processes within the industry. Our software
empowers insurers to deliver efficient, personalised, digital payment
experiences that reduce the cost to serve, helping them to build lasting
relationships with more clients. We’re absolutely honoured to be recognised as
the ‘Best Payment Solutions Provider’ at the Global Insurtech Awards 2024.”
Most Outstanding Entrepreneur
in Insurtech
Winner: Wisedocs Inc.
Highly Commended: Agentech
A word from Connor Atchison, Co-Founder & CEO, Wisedocs:
“Being recognized as the Most Outstanding Entrepreneur in Insurtech is an
incredible honor, and a testament to our mission to address critical gaps in t
he insurtech and claims industry. Our commitment to constantly
innovate has allowed us to identify and build streamlined, AI-driven solutions
in claims processing, bringing efficiency, accuracy and support to insurers and
claimants alike.”
MODERN INSURANCE | 59

Best Parametric Insurance Product
Winner: Blink Parametric
Joint Highly Commended: Ven and Exante
A word from Sid Mouncey, CEO, Blink Parametric:
“This win is a sensational team achievement. Being judged by industry experts
to be leaders within the global insurtech community is a great honour, carrying
with it widespread recognition and brand awareness that is of immense
marketable value - which we fully intend to optimise as we go forward.
Thank you!”
Embedded Insurance Provider
Winner: INZMO
Highly Cpmmended: Compulsory Insurance Bureau of Azerbaijan
A word from INZMO:
“Winning the Best Embedded Insurance Provider award highlights our team’s
dedication to innovation in insurance. This recognition fuels our mission to make
insurance a natural, effortless part of everyday life, inspiring us to continue
creating meaningful, customer-focused solutions in the insurance space.”
Best Customer Engagement Software
Winner: Compulsory Insurance Bureau
of Azerbaijan
Highly Commended: Simplifai
A word from the Compulsory Insurance Bureau of Azerbaijan:
“Receiving these honors at the Global Insurtech Awards 2024 underscores
the Compulsory Insurance Bureau of Azerbaijan's dedication to innovation
and customer focus. These achievements highlight our efforts to enhance
transparency, accessibility, and efficiency in insurance while fostering strong
collaboration with insurers through advanced technology and user-friendly
solutions.”
THE GLOBAL INSURTECH AWARDS 2024, KINDLY SPONSORED BY DIGILOG UK!
MEDIA PARTNERS
60 | MODERN INSURANCE

Best Counter-Fraud
Insurance Technology
Winner: Clearspeed
Highly Commended: Verisk
A word from Manjit Rana, EVP - U.K., EMEA & APAC, Clearspeed
"Winning this award is a great honour, validating Clearspeed's innovative
approach to fighting fraud globally. This prestigious recognition showcases
the power of our AI-enabled voice analytics platform to deliver substantial
ROI, reduce handling time, significantly increase fraud loss savings, enhance
customer satisfaction and build a more trustworthy future."
Best Global Insurance
& Insurtech Collaboration
Winner: InsurTech Israel
Highly Commended: Simplifai
A word from InsurTech Israel:
“InsurTech Israel is at the forefront of the thriving Israeli InsurTech ecosystem,
home to nearly 250 startups. We invest in promising startups and run a soughtafter
accelerator program to connect startups with industry leaders, potential
investors, and strategic partners from all over the world.
We foster collaboration through a dedicated business development hub,
and our media arm keeps the industry informed about the latest trends and
promising startups. By bridging the gap between Israeli InsurTech startups
and the global insurance market, we empower both sides to form valuable
partnerships. With our network of 22 partner companies and industry leaders
from around the globe, we are totally committed to driving innovation and
accelerating growth in the InsurTech industry.”
THE GLOBAL INSURTECH AWARDS 2024 WINNERS!

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minutes with...
Hein Hemke
Managing Director, BELFOR UK
What is your most memorable career achievement?
Q
During my time at BELFOR, there have been many
memorable moments, from winning awards to launching
Aour training centre. But one project that truly stands out is
the work we did after Storm Babet.
The Eden family, already facing their daughter Emily’s terminal
cancer, saw their home devastated by the storm’s floodwaters.
With five feet of contaminated water flooding the property, the
entire ground floor and outbuildings were severely damaged.
Initially, the family’s insurance company informed them that the
restoration would take at least six months, meaning they couldn’t
return home for their last Christmas together.
That’s when we stepped in. Our team was on-site within 24
hours, working tirelessly for nine weeks to complete a full
restoration and reinstatement. Thanks to their dedication, the
family was able to move back a day earlier than expected on
December 22 2023, and celebrate Christmas in the home where
Emily had grown up.
To me, this project embodies what the restoration industry is all
about. It’s not just about restoring buildings; it’s about making
a real difference in people’s lives and easing their burden in
difficult times. It was an honour to help the Eden family get
home for Christmas.
What has been the most valuable piece of advice
you’ve received?
Q
On a personal level, I was once told “At the edge of the
cliff is where you get the most beautiful view”. Sometimes
Adifficult situations enable you to find new ways of thinking
or doing something. It’s the chance to turn a challenge into an
opportunity.
I was once advised to “hire people better than you,” and I think
that’s key. You shouldn’t feel threatened by the talent of others.
Surrounding yourself with exceptional people gives you the
support to excel, and we can always learn from others.
What has been the key positive and/or negative impact
of change in your area of the market?
Q
A
Extreme weather events are becoming more frequent,
placing increasing pressure on the insurance and
restoration industry during surge events. We must be
ready to respond quickly, requiring a workforce prepared to
act immediately. At the same time, business-as-usual work is
slowing, creating a challenge with resourcing. This means we
often have too many colleagues and not enough work to sustain
them. The question is, how do we retain our talent during slower
periods?
On a positive note, it’s encouraging to see a growing recognition
for the need to attract new talent to the restoration industry.
While the sector offers meaningful career opportunities, we
need to better communicate this. Many firms are now offering
places to apprentices and investing in L&D to support career
growth. At BELFOR, we’ve opened a training facility in Luton to
equip individuals with the skills needed for disaster recovery. Our
programme combines theory with hands-on experience, bridging
the gap between classroom learning and real-world application.
If you were not in your current position, what would you
like to be doing?
Q
A
In my spare time I love to perform in musicals, so perhaps
I would be on the stage or embracing my other passion
– mountaineering. I have climbed many of the biggest
peaks in Europe and South America, including Mount Elbrus, but
Mount Vinson is still on my bucket list.
Which three items would you put on display in a
museum of your life, and why?
Q
A
I was born with a club foot and spent many of my
younger years in a brace. I would display this to show that
with real discipline, you can go on to achieve your goals –
for me, climbing mountains.
I grew up on our family farm in the Netherlands, watching
my father milk the cows and pour the milk into a 50L can for
collection. I still have one of those cans, with a picture of our
farm, reminding me of a happy childhood filled with freedom
and a deep appreciation for the land and where our food comes
from.
I would also include an award for being a founding member of
the Living Wage Recognised Service Provider Scheme. As a
long-time advocate for the Living Wage and tackling in-work
poverty, it was a privilege to help establish the scheme, ensuring
all directly employed staff are paid the real Living Wage.
What three guests would you invite to a dinner party,
and why?
Q
A comedian like Michael McIntyre would have to
be there, because I think it’s important to have
A laughter at a dinner party. I would also invite Heston
Blumenthal, because I’m intrigued as to the mindset of
such a high-profile chef. Such a role requires creativity,
perfection, and consistency to deliver innovative, quality
food again and again. I’d love to know how they handle
this pressure. Finally, I would pick Mikel Arteta, manager of
Arsenal, to find out how he managed to change the culture
and foster real teamwork.
Hein Hemke,
Managing Director, BELFOR UK
MODERN INSURANCE | 63

INSUR.
TECH.
TALK

INSURTECH
WELCOME
Greetings, and welcome
to Insur.Tech.Talk!
Dear readers,
Happy New Year to you all, and welcome to the Distribution Revolution!
Technology is transforming the distribution ecosystem at a rapid pace,
and truthfully, we don’t see that slowing down anytime soon…
In this special issue, I had the privilege of sitting down with Garrett
Droege, Director of Innovation and Digital Risk Practice Leader, IMA
Financial Group, Inc., where he shares his insights on the difference
between 2023 and 2024 as it relates to GenAI. Garrett shares his view
that 2023 was mostly ‘hype and sizzle,’ whereas 2024 AI matured into
a tool that will have a profound impact on our industry–but not a total
disrupter and disintermediator. The technology won’t replace agents and
brokers, but organizations need to become ‘people ready’ to accelerate
its adoption. Let’s check in with Garrett to see how this plays out as we
get further into 2025…
In a combined interview, James Berrocal Sizemore, Chief Strategist,
Insurance at Informatica, and Margeaux Giles, CEO of IRYS Insurtech,
share their respective views on Master Data Management and blockbuster
new technologies (such as GenAI and Web3) that continue to transform
the distribution landscape.
Finally, turn to page 70 to catch up with the wonderful Lisa Wardlaw, as
we review some of the highlights from Season 5 of her industry-leading
podcast, ‘Insurance Unplugged’.
Enjoy reading!
Megan
Megan Kuczynski,
Senior Strategic Advisor, Insurtech Insights
Founder & CEO, ClimateTech Connect
MODERN INSURANCE | 65

INSURTECH
Irys Insurtech
x Informatica
QJames, congratulations on Informatica’s impressive
Q3 results and the historic milestone of surpassing 101
trillion processed cloud transactions per month! Can
you share Informatica’s goal of being “the Switzerland of
Data & AI”?
AJames: Sure!
I think the results you mentioned validate Informatica’s
value proposition and reflect our deep commitment to
customer-centric product innovation. Businesses need
modern, AI-powered data management capabilities to deliver
modern products and services to their customers – capabilities
designed to maximize the value of data assets across their
massive, heterogeneous, hybrid-cloud, multi-cloud data
estates.
Informatica is “the Switzerland of Data & AI” because we
have responded to this need by creating a new category of
software that connects, manages and unifies data across
environments – the Intelligent Data Management Cloud
(IDMC) platform.
Informatica’s IDMC is an AI-powered, end-to-end data
management platform that empowers our customers to
deliver data that’s fit for business use – from anywhere in the
data estate, to everywhere they need it across the insurance
value chain.
QMargeaux, you’ve had an amazing journey so far…17
years ‘in the chair’ as an agent-broker, through
to agency owner and now Founder & CEO of a SaaS
company, IRYS Insurtech. You often speak of your obsession
with data & analytics. What is the role of AI in improving
data quality, and how do those working in distribution
separate hype from reality?
AMargeaux: As someone who’s lived through it, one
of the most painful lessons I learned as an agency
executive was just how bad internal data could be—or
worse, how often it didn’t exist at all. This really hit home
during acquisitions. I’d look at target agencies and struggle
to assess their true value because their internal data was
scattered, buried in inaccessible formats like PDFs and emails,
or just missing completely. Post-acquisition, it only got worse;
reconciling revenue and managing operations across multiple,
disconnected systems was impossible.
Like everyone else, I thought the answer was a data lake. Just
dump everything in one place, and voilà! Problem solved,
right? Wrong. I quickly learned that without ongoing data
integrity and real-time management, all you have is a digital
landfill. Data needs to be alive—flowing, updated, and accurate
24/7.
Unfortunately, the distribution side of insurance has lagged
dangerously behind in adopting these kinds of tools. Much
of that is because legacy systems simply aren’t compatible
with real-time data streaming or modern AI applications. The
role of AI isn’t just to analyze data after the fact; it’s to clean,
validate, and manage it in real-time so businesses can trust
the insights they’re using. The challenge isn’t the tech—it’s
convincing the industry to rethink how they approach data as
an asset, not an afterthought.
QSo, can you define Master Data Management for our
readers, and explain why data quality is a must-have
in insurance and distribution? How does IRYS
Insurtech provide data quality as a service?
AMargeaux: Master Data Management, or MDM, is about
creating one unified, reliable version of your company’s
data. Think of it as making sure everyone in your
organization is singing from the same sheet of music—whether
it’s client details, policies, claims, or financials.
For insurance distribution—where businesses often handle
multiple systems or grow through acquisitions—MDM is critical.
Without it, you end up with duplicate versions of records and
missing information. That kind of chaos doesn’t just slow you
down; it costs money and creates risks.
We were unwavering in our objective for Irys to make MDM
practical and accessible by offering Data Quality as a Service.
Instead of leaving the heavy lifting to your IT team, we’ve built
tools that clean, harmonize, and maintain your data in real
time. Whether you’re merging systems after an acquisition or
trying to pull accurate reports, we ensure your data is always
audit-ready and actionable.
QInformatica just announced the availability of GenAI
blueprints that make it faster and easier for customers
to build enterprise-grade GenAI applications on
six industry-leading cloud platforms. How will this big
news be applied to the insurance and distribution sectors
specifically?
AJames: Informatica’s GenAI blueprints are designed
to help insurers and intermediaries shape the future
of insurance distribution. This will better appeal to
today’s more demanding customers, offering robust GenAI
applications built on AI-ready architecture, infrastructure and
data.
These GenAI blueprints for AWS, Azure, Databricks, Google
Cloud, Oracle Cloud and Snowflake are comprehensive,
prebuilt and easy-to-follow ecosystem-specific ‘recipes’ that
carriers and producers can use to streamline delivery of
GenAI applications at scale. They can do this by addressing
common insurance data and metadata challenges, including
data discovery, data integration, access control and policy
enforcement, data governance, and Master Data Management
(MDM).
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QMargeaux, congratulations on the partnership recently
formed with Informatica. Can you share how IRYS
Insurtech is leveraging Informatica’s AI-powered data
management tools? What sort of transformational impact could
this have on insurance distribution?
AMargeaux: Master Data Management (MDM) is the
backbone of what makes IRYS so transformative for
insurance distribution. For us, it’s not just about cleaning
up data; it’s about creating a single, verifiable version of a person,
business, or asset that every process and decision can rely on.
This is what powers some of our most innovative tools, like
relationship mapping and our AI-driven ROI analysis. This is what
helps uncover gaps in coverage, identifying opportunities and
streamlining offerings for clients.
With Informatica underpinnings, we can ensure real-time data
integrity, eliminate duplicates across multiple data sources,
and provide the confidence to transact with 100% trust. This
capability underpins our Web3 constructs, such as notarized
proofs and immutable data lineage, where every interaction
and transaction has an auditable, tamper-proof record. It also
allows Irys to mesh over multiple legacy systems, simultaneously
eliminating the need to deprecate old tech infrastructure until
the business has stabilized the new tech. The outcome is a
fundamental shift in how insurance companies can operate.
QJames, why are partnerships such as this one invaluable
to the distribution value chain?
AJames: As I understand it, IRYS aims to unify, streamline
and elevate the fragmented and complex insurance
distribution landscape to new levels of integration,
collaboration and understanding by helping intermediaries
consolidate essential insurance operations data into a unique and
unified workbench experience.
Informatica is the Gartner Magic Quadrant and Forrester Wave
leader for Master Data Management, and the IDC #1 ranked MDM
company in the world. As such, we are thrilled to power this
core capability of the IRYS platform, which allows users to map
relationships, manage risks and identify cross-sell and up-sell
opportunities by deeply understanding the complex relationships
between policyholders, their family members, their assets, and
their policies.
between carriers and brokers without the need for back-andforth
emails or PDFs. That’s the promise of Web3, and it’s why
we’ve built these principles directly into Irys.
James: I’m not an internet expert, but it’s reasonable to think
Web3 will influence the shape of insurance distribution by
enabling capabilities like decentralized event streaming,
dynamic multi-part collaboration, and improved data sharing
between insurers and intermediaries – capabilities that can
empower distributors to differentiate themselves across the
insurance value chain by turning the customer experience into
a competitive advantage.
QMargeaux, any 2025 industry predictions to share
with our readers?
A
Margeaux: Absolutely!
1. AI will go from buzzword to backbone. The focus will shift
from isolated AI tools to fully embedded systems.
2. Data quality will become non-negotiable. As AI adoption
increases, expect a surge in investments around data quality
solutions.
3. Web3 will make practical gains. While still in its early stages,
blockchain technology will start being applied in tangible
ways, like notarized proofs for compliance and dynamic data
sharing between stakeholders.
4. M&A activity will drive tech consolidation. With more
agencies scaling through acquisitions, the demand for
platforms that can unify data and processes across entities
will skyrocket.
5. Talent wars will shift toward tech-savvy leaders. Companies
will need executives who can bridge the gap between
traditional insurance expertise and modern technology
adoption.
QSo, how will Web 3 disrupt traditional distribution
models?
AMargeaux: Web3 is already challenging how we think
about trust, transparency, and control. For traditional
insurance distribution models, which rely heavily on
intermediaries and manual processes, this is a wake-up call.
At its core, Web3 is about decentralization—empowering
stakeholders to own their data and enabling secure, real-time
collaboration without relying on a central authority. For insurance,
this means brokers, carriers, and even insureds can work together
more efficiently. Key transactions and communications can be
recorded on an immutable blockchain, ensuring transparency and
eliminating disputes.
Imagine a world where E&O documentation is no longer a
burden; every interaction or policy update is automatically
verified and stored on-chain, whilst data flows seamlessly
Margeaux Giles,
Founder & CEO, IRYS Insurtech
James Berrocal Sizemore,
Chief Strategist – Insurance,
Informatica
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INSURTECH
Garrett
Droege
QGarrett, so great to catch up recently! I have
read some of your recent reflections on AI. You
wrote that the difference between 2023 and 2024
is that 2023 was “all hype and sizzle”, and 2024 was
about AI maturing into a tool that will have a profound
impact on our industry… but not a total disruptor and
disintermediator. Can you expand on this further? What
might this mean for the future of distribution?
AWhen ChatGPT first came out, the predictions of
AI’s imminent takeover were greatly exaggerated. It
is absolutely the most powerful technological tool
humans have ever devised, but it has its limitations and
will not immediately replace jobs and people as was once
predicted. Now that most of us have had time to experiment
with various generative AI models, we can see that it will
have a profound impact on certain job functions within the
insurance industry. The manual data entry/extraction function
can almost be entirely performed by AI, so there are obvious,
immediate benefits. But I don’t see it replacing the role of
agents and brokers or underwriters; not completely, anyway.
QHow are retail and wholesale brokers using AI today,
and where do you see it going?
A
We use AI for a number of workflows today, and I can
see that growing each and every week. We built our
own internal LLM for querying internal documents.
Accessing information in real-time without searching for the
original document is a huge time saver. We also use it for
data extraction and structuring; probably the single-most
important function that GenAI can perform today, providing
immediate benefits for all users.
We are also running various POCs with AI insurtechs that
have trained their models to perform more complex tasks like
policy review, claims analysis, etc. That’s where I see AI taking
us in the next few months and years. Very complex analysis
of insurance documents used to take hours, sometimes days.
On the other hand, these can be done in minutes with AI. I’ve
spent 20+ years developing my insurance knowledge and
skillsets, and AI can come very close to my own performance.
Very soon, it will far surpass it.
Q
‘Ask IMA’ is now in beta for 2024. Can you share
how it’s going? Any lessons learned along the way?
AAskIMA is our internal LLM that we have been
training on proprietary IMA documents. Users can
get immediate answers to their questions without
searching SharePoint for the document. It’s a very powerful
deliverable that our beta users love.
We’ve learned that users will find far more use cases than
we’d ever anticipated. So, start small and keep track of how
people are using the AI. You’ll need to create governance
and guardrails along the way to ensure that users are being
mindful of all legal and regulatory grey areas that exist with
AI.
QHow is data readiness transforming the insurance
distribution landscape, and what competitive
advantage does it provide to insurers? Also, what
emerging trends do you anticipate in data readiness
relative to insurance distribution, and how should
companies prepare for them?
AData readiness is absolutely the thing. You can’t
harness the power of AI if you have incomplete or
error-filled data. So, the brokers that are investing
in data integrity are the ones that will be most ready
to trade with carriers when they modernize their core
systems. And, it seems like everyone has recognized that
a modern core policy administration system is going to be
a superpower going forward. You’ll be able to plug into all
of these emerging tools and technology platforms more
easily, creating more value for your users and clients. As a
consequence, you’ll be more competitive and lower the cost
of client acquisition.
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QLet’s talk about customer centricity. In what ways can
data readiness enhance the customer experience and
service personalization through improved distribution
channels?
AThis is my favorite topic! The insurance customer
experience is so bad for 95% of the industry. So much so
that any improvement tends to set you apart, no matter
how incremental. Think of a claim. Most brokers’ customer service
response is a contact page on their website! That’s an incredibly
poor experience and a low bar for us to improve upon.
If you have a system that is smart enough to authenticate the
user, it can easily find their carrier and take the information to be
delivered based on the nature of the claim. Lemonade is a great
example of this. The claims process is a chatbot that is friendly
(more so than many human CSRs) and processes the claim
efficiently. It also usually pays the claim automatically without a
lengthy delay, or even any delay at all.
QNow let’s move on to discuss ‘people readiness’ as it
relates to AI in distribution workflows. In the early days
of insurtech, it inspired fear that agents and brokers
would be replaced by technology. Of course, that didn’t happen!
Instead, AI is making distribution workflows more efficient.
So, how can companies adopt a culture that can embrace the
transformative potential of AI and assuage the fear that it is
going to replace humans?
AI actually think insurtech did some damage in the early
days. First, it was a threat. “Insurtech is going to disrupt,
disintermediate.” Then, when insurtech realized the
insurance industry is incredibly complicated from a legal and
regulatory standpoint, they became ‘partners’ and ‘enablers’.
statements of value, COPE data… imagine if these were
accessible and trustworthy to all of us. Include the fact that
AI that can help navigate the blockchain ecosystem, and you
have a massive leap forward.
QFinally, have you any industry predictions to share
going into 2025?
AI think we will see more carriers and brokers
discussing their core technology stacks. Many carriers
still have mainframe computers running actuarial
models, which is bad if you want to harness the power of
AI. So, modernizing the core will become essential for all of
us. Upgrading legacy technology will make it easier to plug
into APIs, which will drive efficiency and productivity. That
will create a competitive advantage for those that make the
decision to go down this road.
I think AI will prove that it can supplement nearly every
role. Having internal AI teams will help non-technical users
develop new workflows using AI that will save enormous
amounts of time. We’ll start to see prompt engineering as a
skillset that is in high demand.
We’ll also start to see a lot more automation thanks to AI.
Moving from AI bots to AI agents, we will see certain tasks
performed entirely by AI, which will free up service/support
teams to focus on the more complex and rewarding aspects
of their roles.
But it also created a world in which our associates have to
interface with a dozen or more platforms to complete a single
workflow. That’s also a bad user experience, so many associates
today will deny further technology as a consequence. You have to
find a way to simplify the experience and integrate the platforms
to remove the friction.
But my message on AI replacing people is pretty simple: AI will
replace aspects of every role in every industry. The good news is
that AI is best suited for taking on the data extraction/data entry
functions that most people loathe. So, take the worst parts of your
job. AI will replace the parts you hate, and that’s a key message
for change management.
Q
In what ways can Web 3 and blockchain enhance
customer trust and transparency?
AMany people think blockchain died in 2022 along with the
metaverse. That’s quite false, and both have never been
more prevalent. I think blockchain will become a critical
aspect of AI in that it can be a way to fact check and restore
faith in a world of deepfakes and spoofs. At its core, blockchain
technology is a way to store information that is transparent,
verifiable, secure, and tamper-proof. There are a million use
cases for the insurance industry. We have to verify and validate
information every day. Things like certificates of insurance,
Garrett Droege,
Head of Innovation, Digital Risk Practice
Lead, IMA Financial Group
MODERN INSURANCE | 69

INSURTECH
REDEFINING DISTRIBUTION
WITH LISA WARDLAW:
INSIGHTS FROM ‘INSURANCE
UNPLUGGED’ SEASON 5
In the process of pulling this issue together,
we turned to one of the most transformative
voices in the industry: Lisa Wardlaw. Her podcast,
Insurance Unplugged, isn’t just a conversation—it’s
a catalyst for change.
In Season 5, Lisa focused on AI in Distribution,
assembling some of the boldest thinkers and
innovators to explore how technology is reshaping
the insurance industry. The series wasn’t just
prolific—it was a masterclass in reimagining the
future of insurance distribution.
QLisa, what was the inspiration for Season 5 of your
podcast, Insurance Unplugged?
A2024 was a year of breakthroughs. The insurance
industry has moved beyond merely adopting new
technologies to redefining how we operate,
connect, and innovate.
With Insurance Unplugged, I wanted to create a space
that challenged the status quo while driving meaningful
conversations. This series became a platform to highlight
the work of those who are pushing boundaries, a
showcase of visionary ideas alongside some of the
more practical applications which continue to transform
distribution. From decentralized systems to actionable AI,
it’s about celebrating the intersection of bold thinking and
operational execution.
Q
What technological trends are shaping 2025?
AThe trends emerging in 2025 reflect years of
transformative thinking and innovation. Key shifts
include:
Dynamic Systems Over Static Processes. Real-time,
dynamic AI-powered workflows that eliminate traditional
processing hurdles.
Decentralized Data as the Backbone. Systems that
enable secure, real-time connections between brokers,
carriers, and reinsurers without friction.
Actionable AI. Embedding decision-making intelligence
into every layer of the value chain for agility and
scalability.
Data-Driven Trust. Leveraging cryptographic systems
to ensure tamper-proof data architectures that inspire
confidence.
These aren’t just technological advancements; they’re
foundational shifts driving the next era of insurance
distribution—where trust, transparency, and scalability
converge.
Q
Can you share some of your highlights and key
learnings from this latest season of Insurance
Unplugged?
AWhat stood out to me across these
conversations was not just the innovation but
the courage to rethink what’s possible. Each
guest brought a unique perspective, and together they
painted a compelling vision of an industry poised for
transformation. Here are some fantastic examples…
Florian Graillot - “Generative AI as a Growth Engine”
Florian shared how generative AI enables hyperpersonalized
customer journeys and automates
workflows, creating new opportunities for scalability.
Key Takeaway: Generative AI reframes the value chain,
making it adaptive, scalable, and deeply customercentric.
Margeaux Giles - “Strategic Vision Meets Operational
Execution”
Margeaux emphasized the importance of aligning
technological innovation with enterprise strategy,
bridging bold vision with operational realities.
Key Takeaway: Success lies in balancing transformative
vision with practical execution.
Scott Dykstra - “Decentralization and the Trust
Economy”
Scott explored how decentralized architectures —
including distributed ledgers — redefine trust, enhance
transparency, and streamline workflows.
Key Takeaway: Decentralized systems secure data and
enable scalable, frictionless solutions.
Austin Przybysz - “Enabling Scalability Through
Distributed Systems”
Austin discussed how distributed systems
empower brokers and agents by enabling realtime,
decentralized data flow. These systems unlock
scalability and reduce operational bottlenecks.
Key Takeaway: Distributed systems drive scalability,
agility, and operational efficiency across the insurance
ecosystem.
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INSURTECH
Bhaskar Kalita - “LLMs Unlocking the Potential of
Generative AI for Distribution”
Bhaskar explored how large language models (LLMs)
are transforming insurance distribution by enabling
generative AI applications tailored for brokers
and carriers. He highlighted real-world use cases
where LLMs enhance document automation, improve
customer engagement, and streamline
decision-making processes.
Key Takeaway: LLMs enable insurers to harness the full
potential of generative AI, unlocking efficiencies and
driving personalized, intelligent interactions across the
distribution ecosystem.
Lindsey Strong - “The Power of Data Quality in AI”
Lindsey demonstrated how dynamic data governance,
through Irys’s Data Quality as a Service (DQaaS),
ensures trust and operational efficiency for AI-driven
systems.
Key Takeaway: High-quality, real-time data is nonnegotiable
for successful AI.
Tammy Coley - “Accounting at the Speed of
Innovation”
Tammy illustrated how tools like Blackline and
real-time transaction matching eliminate financial
bottlenecks. By automating reconciliation, insurers
achieve continuous, transparent accounting.
Key Takeaway: Continuous accounting powered by
transaction match ensures scalable, error-free financial
operations.
Gary Hoberman - “Data-Centric Architectures for
Workflow Transformation”
James Sizemore - “Master Data as the Foundation for
AI”
James emphasized the importance of Master Data
Management (MDM) as the foundation for AI success.
Key Takeaway: Without mastered data, AI initiatives
cannot deliver reliable or scalable results.
Brendan Mulcahy - “Invisible AI: Embedding
Intelligence Seamlessly”
Brendan showcased the power of ‘invisible AI’ —
technology that works behind the scenes to enhance
underwriting and customer experiences.
Key Takeaway: Embedded intelligence drives intuitive,
seamless transformations.
Q
Lisa, every year you pick one word to describe
our evolving industry. What is your word for
2025?
AFor 2025, my word is ‘Edge.’
‘The edge’ is where transformation happens. It’s
where bold thinking, innovative technology and human
ingenuity converge to redefine what’s possible. As we
step into 2025, the edge represents a space of action—
where the insurance industry must lead, create, and
thrive. This isn’t just a future vision; it’s the reality we’re
building today.
Insurance is no longer about adapting to change; it’s
about leading it. At Insurance Unplugged, we’re not
just exploring the future—we’re building it. My hope
is that this issue inspires others to join us in creating
what’s next for distribution.
Gary highlighted how data-centric no-code platforms,
like Unqork, accelerate transformation while
simplifying complexity across distribution workflows.
Key Takeaway: Data-centric systems enable agility,
speed, and precision in insurance operations.
Tamara Milne - “Empathy-Driven AI for Better
Customer Experiences”
Tamara explored how AI enhances trust by enabling
empathetic, customer-centric workflows.
Key Takeaway: AI must prioritize trust and empathy to
succeed in distribution ecosystems.
Bryan Davis - “Scaling AI: From Concept to Execution”
Bryan discussed how to overcome the challenges of
scaling AI, from navigating legacy systems to aligning
initiatives with enterprise goals.
Key Takeaway: Thoughtful, phased execution is key to
scaling AI and unlocking its full potential.
Lisa Wardlaw,
President / Founder,
360 Digital Immersion
MODERN INSURANCE | 71

INSURTECH
EDITORIAL
BOARD
WELCOME to the Insur.Tech.Talk
Editorial Board.
Modern Insurance Magazine’s board of insurtech experts come together once again in this
latest issue, showcasing the very best thought leadership insights from the heart of the
insurtech marketplace.
This issue voices the thoughts of...
Simon James,
Executive Chairman and
Founder, Percayso Inform
Ron Rock,
Managing Director – Financial
Services, JobsOhio
Manjit Rana,
EVP Insurance, UK, EMEA &
APAC, Clearspeed
Ed Halsey,
VP of Marketing, Genasys
Rick de Jager,
Head of Business
Development, MavenBlue
Andy Cohen,
President, Snapsheet
Denise Garth,
Chief Strategy Officer,
Majesco
Tim Hardcastle,
CEO & Co-Founder,
INSTANDA
MODERN INSURANCE | 73

INSURTECH
Mind the (Data) Gap
Personal lines insurers have made huge strides
in their use of data over the past decade.
Credit bureau enrichment, combined with
checks against the Claims and Underwriting
Exchange (CUE) and SIRA, is now standard
practice for assessing risk and reducing fraud.
The results speak for themselves: better
business, improved loss ratios, and more
accurate pricing.
Yet a critical data gap remains, and insurers are
still missing opportunities to attract and retain
the best customers. The issue lies in how address
data is captured. For example, when applying for
motor insurance, customers are asked where their
vehicle is kept overnight, not where they live or have
lived over the past six years. This subtle distinction
limits enrichment, despite credit bureaus holding
information on previous names and addresses,
because this only tracks addresses linked to credit
activity. For recent movers, students, or individuals
with multiple addresses, critical information is easily
missed.
The solution lies in historic quotation data. While
current tools focus on detecting quote manipulation
over the typical 30-day shopping period, a full
six-year quote history search unlocks far deeper
insights. This data reveals names and addresses
used on quotes but not on credit applications –
details credit bureaus will therefore miss – and also
reveals phone numbers, emails, and driving licenses
previously submitted. Some of this information may
connect to known fraud cases, significantly shifting
the understanding of risk. But its value doesn’t end
there.
into further checks such as CUE, SIRA, or another
bureau query. This looping process, repeated in
milliseconds, ensures that no stone is left unturned –
yet the customer experience remains seamless and
immediate.
Crucially, this isn’t just about finding new data.
Often, it’s about the absence of suspicious signals.
Thorough, multi-layered checks allow insurers to
identify and discount verified ‘clean’ risks – those
with no signs of fraud or manipulation. This can
deliver greater pricing impact than uncovering a
handful of concealed rogues, significantly improving
the book’s overall performance.
For insurers willing to act, the path to closing this
data gap is neither complex nor disruptive. With
the right intelligence provider, historic quotation
data can be seamlessly integrated into existing
workflows. Insurers who move first will gain a
decisive advantage: sharper pricing decisions, better
customer acquisition, and significantly improved loss
ratios.
The industry has made impressive progress, but the
work isn’t done. Historic quotation data holds the
key to a deeper understanding of risk, bridging the
data gap that has long held insurers back. Those
who unlock its full potential will not only win better
business – they will lead the market.
To achieve the best results, enrichment sources
must work in concert, not in isolation. Credit bureau
data can inform the search for historic quotations,
while discoveries from that search can feed back
Simon James
Executive Chairman and Founder,
Percayso Inform
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INSURTECH
Artificial Intelligence
Needs Sheriffs
Ron Rock
Managing Director
Financial Services, JobsOhio
Every business needs to manage some sort of risk, but insurance companies
tend to be exposed to many more types. From operational and reputational
to regulatory and underwriting, the risk exposure is immense.
There’s a whole new threat in town and its name is
Artificial Intelligence (AI).
I’ve discussed the human element before,
but as insurance companies are beginning to
adopt AI, it’s becoming extremely important to
monitor inputs and outputs. What AI can do to
streamline processes, manual tasks, and assist
with underwriting and claims is amazing; the
opportunities to utilize emerging technologies
futurizes the industry and in response to this, the
number of partnerships has scaled up considerably.
The result is a need to assess and manage versions
of risk, old and new.
At the core, insurance companies need to manage
underwriting risk, catastrophic risk and regulatory
risk, all of which could lead to a negative impact on
their bottom line. If the underwriting team doesn’t
properly evaluate policyholders and extends
coverage, we could see an increase in claims
payments as a result. Being in the wrong market
could lead to undue catastrophic losses, and by
not complying with state regulations, the company
could face hefty penalties and fines.
As insurance companies have evolved, so have the
types of risks they need to manage and be aware
of. Cybersecurity is a mainstay due to the added
risk of data breaches, and with the availability of
data and integration of AI, incumbents can adopt
new and innovative ways to operate, underwrite
and evaluate claims… with caution.
Hyper-personalization should be the way of
the future. From the first interaction of getting
underwritten to a policyholder possibly filing a
claim, the process should be seamless and fair;
something which is especially important in the
healthcare space where the most precious loss
could be the loss of life. Insurance companies,
doctors and policyholders must be in lockstep
to ensure the best care possible without being
frivolous. No blanket decisions should be made,
and each case should be evaluated carefully.
Transparency is also a necessity, and operating in a
black box should be forbidden.
My point is this: AI is not going to solve every
problem and be perfect the first, or even hundredth
iteration. Insurance companies can certainly
leverage AI, but they shouldn’t rely on it. The
strongest asset will always be the people. Finding
new (or upskilling existing) talent will allow for
appropriate use of innovation. Incumbents looking
to partner with insurtechs, or build technologies
within, can’t lose sight of what’s most important –
indemnifying the policyholders at the moment of
truth. Losing trust in the company you’re putting
money and faith into leads to a fairly expensive risk,
too – reputational.
MODERN INSURANCE | 75

INSURTECH
Stop Using Yesterday’s Solutions
to Solve Today’s Problems
While much of the conversation over recent
years has been around innovation, should
we step back and ask: have we really been
innovating fast enough?
Defrauding an Insurance Company 101
Whilst insurers invested over £200m to detect over £1b in
fraudulent claims in 2023, the ABI estimates that a similar amount
still goes undetected. Insurers are grappling with several key
factors that are influencing the need for fundamental changes to
current fraud detection systems.
The first is competition with bad actors. Simply put, our industry
is not yet built to identify fraud at the speed with which bad
actors can commit it using advanced technology. In that vein,
less effort is required to commit fraud because of those very
tech advancements. Compounding this is the rise of speculative
or opportunistic fraud, where we’re seeing good actors become
bad actors in a hardening economy. What’s more, today’s fraud
detection approaches aren’t built to detect opportunistic fraud
effectively.
The trade-off between speed of settlement and fraud detection
is also pervasive. Insurers all want to move faster - particularly
with pressure from consumer expectations and the introduction
of Consumer Duty - but with current systems, the downside of
moving faster is that more fraud gets through undetected.
Without making fundamental changes, the insurance industry
will always be behind - meaning not truly innovating, relying on
digitising yesterday’s processes, continuing to raise premiums to
offset the cost of fraud, living with lowered customer retention,
and customer mistrust.
The Downside of Going Digital
The broad strokes conversations we’ve been having as an industry
focus on ‘going digital’ to meet customers where they are and
keep up with the pace of change. Yes, customers are used to
the likes of Amazon, Netflix, Deliveroo, Uber - consumerised
experiences which are served up immediately and on-demand.
But simply digitising the current experience isn’t the answer.
The online retail space suffered over £2.3b in fraud in the UK
during the pandemic. You can’t solve the problems of today and
tomorrow with solutions based on yesterday’s technology and
approach.
Building for Tomorrow
Insurers can either continue investing in tools that, for example,
can help to identify manipulated images, or leverage AI for
automation - but that’s really just fixing the problem at this
moment in time. Buying point solutions to play catch up isn’t a
long-term strategy.
The one thing that won’t change, however, is the human, who
will always be the source of potential fraud. With this in mind,
the solution lies in building a two-way street of trust between
insurer and consumer. How do you get your customers to trust
you through a positive and accelerated experience, without every
customer being treated as a potential bad actor, so they’ll reward
you with their loyalty and satisfaction? And how can insurers get
into a position where they can trust their customers faster, and at
scale?
Building the two-way street of trust starts with bringing
technology innovation together with human expertise. At
Clearspeed, we’ve reframed how we’re approaching risk
assessment. If human risk doesn’t change, you’re most effective if
you can detect it at source. Our voice analytics technology allows
insurers to go straight to the source, by integrating anywhere in
the policy lifecycle and asking the customer a few simple yes/
no questions. Individuals who score as low-risk can be processed
faster; their claims can be paid more quickly and their experience
is smoother. Insurers can then focus their resources and human
expertise on claims that require more attention or focused follow
up.
Technology and digital experiences won’t replace the expertise
of your underwriters or claims handlers, but they can elevate
and differentiate your offering. Don’t chase technology for
technology’s sake - focus on the outcome you want to achieve,
and leverage technology strategically to get there.
Whilst consumers can access and utilise new technologies the
instant they hear about them, insurers have to go through rigorous
and time consuming processes in order to simply evaluate them. In
order to be able to defend itself effectively, the insurance industry
needs to take a different, more innovative approach to technology
adoption - one that will ultimately enable them to deliver an
elevated experience for their honest customers and better
compete in today’s complex market.
Follow the link in the QR code below to watch a supporting video.
There is clearly a downside to going digital. Therefore, I challenge
you to consider what you may lose by going fully digital, and
think about the moments in your insurance lifecycle that truly and
strategically benefit from a digital touchpoint.
Going fully digital creates the potential for losing the human
touch - that intangible aspect of the customer experience that
builds trust and affinity, and draws upon human knowledge
and expertise to deliver value for the customer. Reliance on
technology alone - particularly as we consider the onslaught of
Gen AI tools up for consideration in the insurance ecosystem - can
also introduce and contribute to bias, in a system that already
largely relies on historical data and demographic patterns.
Manjit Rana
EVP Insurance, UK,
EMEA & APAC, Clearspeed
MODERN INSURANCE | 77

INSURTECH
Developing Exceptional Risk
Management Capabilities
Through the Latest Technology
With rising claims costs, customer dissatisfaction at increased premiums and decimated
global supply chains, risk management feels more important than ever before. Yet, shifting
customer expectations demand insurers move beyond traditional models to deliver proactive
and personalised solutions. Fortunately, technological advancements are providing a pathway
to achieve this transformation.
AI: Revolutionising Accuracy and Efficiency
Artificial Intelligence is already reshaping the insurance
industry. McKinsey estimates AI could contribute up to £1.1
trillion in annual global value, enhancing predictive analytics,
automating processes and refining claims assessment.
Insurers using AI report a 25% increase in risk prediction
accuracy and a 90% reduction in assessment times. Far
from replacing underwriters, AI is transforming their role—
empowering them with digital twins and predictive tools to
make faster, more informed decisions.
IoT: A Missed Opportunity?
Despite its potential, the Internet of Things (IoT) has seen
slow adoption in insurance. Real-time data from telematics,
smart homes and wearables offers insurers the chance
to shift from reactive claims handling to proactive risk
prevention. For instance, telematics adoption in personal
lines remains at a modest 2-3%, despite its potential to
reduce premiums and improve risk assessments. Meanwhile,
solutions like smart leak detectors could address the £1.8m
that insurers pay daily for water damage claims.
From Risk Managers to Risk Mitigators
Preventing claims before they occur is the ultimate goal
for insurers. By leveraging these technologies, insurers
can proactively protect assets, deliver hyper-personalised
services, and rebuild trust with customers. This shift promises
not only greater profitability but also a stronger customercentric
approach that fosters loyalty.
The tools are here, and the opportunities are vast. Now we
just need to tap into them to redefine risk management,
ensuring both their future success and the peace of mind of
their customers.
Big Data and Analytics: The Key to Personalisation
Insurance has always relied on data, but the explosion of
big data offers unparalleled insights for risk modelling and
customer personalisation. With the market expected to
double to £2.8 billion by 2027, advanced analytics will allow
insurers to assess risks with greater accuracy, speed, and
depth, while tailoring policies to individual needs.
Automation: Enhancing Operational Efficiency
Robotic Process Automation (RPA), especially when
augmented by AI, is streamlining administrative tasks,
reducing costs, and freeing human resources for high-value
activities. Intelligent process automation ensures not only
lower operational expenses but also faster, more accurate
responses to customer needs.
Ed Halsey
VP of Marketing, Genasys
MODERN INSURANCE | 79

Enterprise Pricing
Management
A New Approach To Price Management And Integration
For Insurers
Enables simplified integration into core systems through the new
concept of rating artefacts
Unifies the pricing cycle through data integration and automation
Consumes external modelling formats
Enables same day rate recalibration and dynamic pricing
www.mavenblue.com

INSURTECH
Re-engineering Pricing
Operations for Increased
Accuracy of Risk Models
It’s time to address some of the
operational realities of building and
maintaining risk/pricing models.
This core function is often plagued by outdated core systems that do
not lend to the dynamism and flexibility required to build accurate
models. There’s a growing gap between large insurance companies
that utilize complex systems to automate the deployment of pricing
models, and small-to-medium sized insurers that still deploy their
models in a hard coded fashion.
This is a problem due to ‘anti-selection’. Certain insurers automate
the deployment of risk/pricing models to make these processes
more accurate, which means that ‘good risks’ are priced correctly
by competitors and consequently receive a lower price. As a
consequence, those risks that claim less frequently go to the
competitor. However, the ‘bad risks’, or those which claim more
frequently, go to your portfolio because they were priced too low.
The core aspect of this problem is simple. To embed pricing models
within a ‘classic’ rating engine, teams have to translate models to a
combination of rating factors. Each combination is hard coded as
a price rule, often requiring thousands of pricing rules to be coded.
These also have to be tested and recalibrated to achieve the desired
outcome, a process which can take months and ultimately results in
very infrequent changes.
In other words, translating existing models to machine readable code
means pricing operations can develop new forms of automation,
turning month-long processes into minutes. In turn, this can also
unlock new possibilities, especially when pricing and product teams
no longer spend large quantities of their time on operationalizing and
testing new/updated tariffs.
Time can also be reinvested into understanding the underwriting
performance of products. Teams can develop more accurate views
of risk; for example, they can update pricing models more frequently,
add additional rating factors and improve quote conversions
through A/B testing. While sometimes perceived negatively, price
optimization can also be used to increase the size of the insurance
pool and the spread of risk. Moreover, live pricing can be a powerful
tool to automate the recalibration of pricing models based on the
underwriting performance of the portfolio.
The future of product and pricing teams is one where they operate
independently from IT. They will spend significantly less time on
the operationalization of models and will reinvest their time into
understanding and enhancing the performance of the products in
their portfolio. And while taking this step, they will lay the foundation
for a more dynamic approach to modelling - one which can support
emerging new technologies such as Artificial Intelligence.
There are many companies that would like to recommend product
and pricing teams to employ new technologies like Artificial
Intelligence, but in reality, the necessary systems are just not there to
deal with the requirements of these new methods.
An Alternative Approach to Model Deployment
However, there is a new way; an alternative approach which remains
fully open to existing modelling standards like R, Python, and other
well-known platforms. This is important because when building
risk models, it’s easy to find individuals with experiences in these
modelling standards. This new approach negates the requirement to
build pricing rules; the models themselves are embedded within the
systems that deliver a price to a customer, underwriter, or broker.
For MavenBlue, this path meant developing a calculation engine
which can translate existing risk/pricing models to compile-able
code, like JAVA. This is a key distinction because compiling a tariff in
something like JAVA delivers unparalleled efficiency in computational
execution. It means that the code can be packaged in different
ways to suit different systems, and the execution of a new tariff is
spread over many different underwriting systems (as opposed to
centralized). This improves robustness and redundancy of the system,
while lowering costs.
Rick de Jager
Head of Business Development, MavenBlue
MODERN INSURANCE | 81

INSURTECH
Three Key Insurance Trends
and Predictions for 2025
Every new year presents new opportunities
and challenges in the global risk and
insurance landscape, and 2025 trends
will prove to actively shape the ways
insurers grow, manage risk, and service
policyholders in an evolving market.
The following three key predictions will
profoundly influence and impact how
insurers navigate this complex market in
the forthcoming year.
The Big Will Get Bigger
Several years of rate actions and margin improvement/
expansion have created the conditions for a significant
shift toward consolidation in 2025 as rate increases
temper in the coming year. 2025 is primed for the start
of a multi-year M&A cycle considering high book values
and the softening rate environment in commercial
lines. A mega-brand acquisition of AssuredPartners by
Gallagher kicked off December, and the expectation
is more will come throughout 2025. We will likely see
large Japanese and European insurers pursuing bigger
plays in the US market to build scale and diversify their
portfolios.
This increased consolidation activity will accelerate new
partnerships and collaborations, resulting in fewer but
larger companies with the resources and scalability to
drive innovation and industry-wide change. Smaller
mutual insurers, particularly those concentrated in
storm-prone geographies, will be challenged to build
new alliances or exit opportunities.
processes and other expense areas. Insurers’ focus will
be on the optimization of workforces, workflows, and
work processes with technology to maintain efficiency
while managing loss costs.
Strategic Outsourcing and Cost Containment Will
Grow
Cost containment remains critical as the industry faces
margin pressures, particularly with heightened claims
frequency and lessened ability to take the easy path
of raising pricing. Insurers will increasingly turn to
strategic outsourcing in non-customer-facing claims and
administration activities.
Outsourcing can help insurers streamline processes
and reduce overhead costs while focusing resources on
improving core capabilities like underwriting and claims
management. Technology will continue to advance,
enabling insurers to scale and grow strategically
while still meeting stakeholder expectations. Strategic
outsourcing and cost management will prove to be
pivotal growth strategies for many insurers in 2025.
Embrace 2025 Trends to Drive Growth
The trends shaping 2025 present challenges and
opportunities for insurers to differentiate themselves in
a competitive market while driving sustainable growth.
M&A activity will fuel innovation, and a resurgence in
claims frequency will change how insurers operate.
Strategic outsourcing can help insurers lower costs
while improving efficiency, and embracing these trends
in 2025 can lead to greater growth, sustainability, and
resilience in a dynamic market.
The Return of Claims Frequency
Aggregate non-CAT claim frequency has remained
relatively low in recent years, partly due to higher pricing
and increased deductibles in personal lines. However,
2025 should see a return of claims frequency, especially
in personal lines, as rate and re-underwriting actions of
2023 and 2024 slow down and the broader market shifts
to PIF growth.
A snapback in claims frequency will test operating
models established for more benign attritional loss
levels, requiring insurers to refocus scarce resources on
loss mitigation strategies and find efficiency gains in
Andy Cohen
President, Snapsheet
MODERN INSURANCE | 83

INSURTECH
New Era of Risk Demands
New Thinking and Solutions
Without the insurance industry, the economy would grind to a halt. Businesses and individuals
would be challenged to invest in their business or future. But risk is growing and becoming
more complex. Types of risk are interrelated. They are unpredictable and more frequent. New
risk layers such as climate, societal and technology add complexity to the task of keeping the
world insured.
Hurricane Helene uncovered layers of risk. Besides loss of
property, there was significant loss of life, businesses, and
work. Its improbability has triggered a renewed rethinking of
risk assessment. It has fueled our desire to better understand
and prepare for climate change and catastrophes to minimize
or avoid loss and ensure economic and risk resilience.
Uninsured losses, plus insured losses that don’t cover the
actual loss, reflect a massive societal risk that governments,
taxpayers and insureds are burdened with. This creates
protection gaps and increased insurance prices. Increased
prices impel customers to make decisions like not buying or
switching insurance, or increasing deductibles — exacerbating
protection gaps and diminishing loyalty.
Loss control is an example of this. Historically, loss control
was used for high-value/high-risk properties due to the cost
of ‘boots on the ground,’ where large portfolio segments
were at risk. Today’s next-gen loss control uses digital selfsurveys,
videos and analytics to cost effectively assess a
broader set of risks. Risk assessments identify proactive
measures to reduce or eliminate risk and cost while creating
customer engagement opportunities, enhancing trust and
loyalty through risk resilience.
Investing in risk resilience and technology is more important
than ever to make insurance more transparent, reliable,
accessible, affordable, and resilient. Our customers and
society depend on insurance to do so.
This makes risk resilience, including risk assessment,
mitigation, and prevention, more important than ever.
Insurer legacy methods and technologies for assessing and
managing risks must change to focus on assessment and
recommendation as a part of the product. New risk resilient
business processes and technologies assess, recommend,
communicate, and educate prevention and mitigation
strategies.
The 2024 World Economic Forum report, Innovation and
Adaptation in the Climate Crisis: Technology for the New
Normal, assessed four data-driven and digital technologies
for climate risk, including risk analytics, climate-proofing
supply chains, risk event responses, and R&D investment in
new technologies.
Currently, the banking industry is rethinking how they
measure the impact of climate change and catastrophic
events on their financing portfolios – homes and businesses
with loans — recognizing they have underestimated their risk
exposure. But so have property insurers. This convergence
within banking and insurance will drive change.
We need new thinking, technology, data and analytics to
redefine business fundamentals and adapt to a new era of
risk. Proactive risk assessment, prevention and mitigation
using data, analytics and technology will empower customer
communication and engagement.
Denise Garth
Chief Strategy Officer, Majesco
MODERN INSURANCE | 85

INSURTECH
From Recovery to Prevention:
The Tech-Driven Future of Insurance
For centuries, insurance has played an enormously vital role in protecting peoples’ lives, assets
and livelihoods at the most perilous of times. But today, the industry stands at an inflection
point — a crossroads marking an opportunity to reimagine this traditional role.
The last couple of years have seen a new wave of insurers
launching preventative products; empowering customers to avoid
risks before they materialise. This shift is not a fleeting trend, but
a movement driven by technological advances, evolving customer
expectations, and the desire to deliver better outcomes.
Customers are Ready for Change
By moving into pre-emptive loss prevention, insurers are
transforming the relationship they have with their customers. At
INSTANDA, we see this change every day.
Customers are actively seeking more personalised, proactive
services, particularly younger generations. An INSTANDAcommissioned
survey earlier this year revealed that 31% of
18-24-year-olds and 29% of 25-34-year-olds actively prioritise
prevention-focused policies. Additionally, 54% of all respondents
said they’re willing to share personal data via wearables or the
Internet of Things (IoTs) to reduce premiums. This spotlights the
rising demand for policies that go beyond compensation to deliver
proactive value to the customer.
Technology as a Catalyst
Customers are willing to engage in prevention if the value
proposition is clear and immediate. The role of insurers, therefore,
is to embed meaningful, easy-to-use technologies into their
offerings that reduce risk.
Take connected home systems. By embedding IoTs, insurance
providers can monitor and mitigate risks such as water leaks,
fire and theft before they cause significant damage. One of
INSTANDA’s clients in North America exemplifies this forwardthinking
approach. Their protection plan includes homeowner
insurance, a 10-point smart home kit, and an interactive app that
gives customers the tools to prevent risks.
Similarly, data analytics and real-time monitoring systems are
game changers for managing catastrophic risks. For example,
one of INSTANDA’s clients leverages over a thousand data points
to assess and mitigate wildfire and flood risks. By combining
advanced technology with proactive customer education, they’re
empowering communities to safeguard their assets and protect
lives.
Overcoming Industry Hurdles
Clearly, it’s an opportune time for insurers looking to forge closer,
more empowered customer relationships. However, preventionfocused
insurance is challenging for insurers whose operating
models are holding them back. Their existing systems were never
designed for modern day interoperability, data exchange and realtime
monitoring.
This is why core modernisation, a layered approach to
rearchitecting systems using cloud-native no-code solutions like
INSTANDA, is becoming critically important. With INSTANDA,
insurers can transform a segment of their operating model,
enabling them to:
• Rapidly build, launch and adapt digital insurance products to
address emerging risks – without retiring existing systems.
• Leverage real-time data and advanced rule configurations to
quickly set and adjust pricing models to reflect evolving risk
factors.
• Use real-time customer data to provide tailored
recommendations and preventative measures, helping customers
understand and mitigate risks.
• Seamlessly integrate with AI solutions, IoT devices, health apps
and telematics to help prevent incidents.
Curious to learn more about how
you could leverage INSTANDA
to bring innovative products to
market quickly and effectively?
Reach out at instanda.com to
explore how we can help you grow
your business.
Tim Hardcastle
CEO & Co-Founder, INSTANDA
86 | MODERN INSURANCE

WINNER
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Breakthrough Year
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