Modern Insurance Magazine Issue 70

ISSUE
70
ISSN 2515-3803
STRIKING A
BALANCE
2025 Contributors
Media Partners

WELCOME
Hello readers,
In Issue 70 of Modern Insurance Magazine, we’re exploring the
delicate balance between streamlining and the risk of going too
far. In the pursuit of efficiency, is there a point where optimisation
becomes detrimental? How can finance within the insurance sector
strike the right balance? We also take a look at what’s ahead for our
contributors in 2025, from growth strategies to advancements in
technology shaping the industry’s future.
Amelia Barlow, Editor
To explore the intersection of finance, leadership, and innovation, we sit down
with Sam White, Founder of Stella Insurance, for this issue’s lead interview. From
navigating growth in a challenging economic climate to tackling gender diversity in
leadership, Sam offers her perspective on the evolving landscape of the insurance
industry. She shares her thoughts on the role of AI in financial services, the essential
qualities of a CFO, and the biggest lessons she’s learned from launching five global
businesses. Be sure to read our full conversation with Sam on p.12, where she also
reveals the financial advice she’d give her 24-year-old self as she embarked on her
entrepreneurial journey.
We also speak with Michael Storey, Finance Transformation Director at KPMG
UK, for our Insights section, where he discusses the modernisation of the finance
function and why transformation is essential. This issue is packed with engaging
features, including an insightful piece on workplace wellbeing from Simon Cusden,
Co-founder of Whole People Group, and a thought-provoking article by our regular
contributor, Eddie Longworth, exploring the limitations of artificial intelligence.
As always, our treasured Editorial Board members share their wealth of knowledge
from p.19 onwards - followed by that of our well-loved industry associations from
p.37, and our thriving panel of insurance fraud experts from p.45.
Rachael Pearson, Project Manager
Rachael Pearson
Project Manager
Modern Insurance Magazine
rachael.pearson@charltongrant.co.uk
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.68-75). Situated in the second
half of the magazine, and catch up with our dedicated board of insurtech specialists
from p.77 onwards.
Amelia
Without further ado…
Amelia Day Barlow,
Editor,
Modern Insurance Magazine.
amelia@charltongrant.co.uk
Market-Leading Outsourced Claims Services
www.carpentersgroup.co.uk
ISSUE 70
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
45
12
68
16
4 | MODERN INSURANCE

8
12
16
19
37
45
50
51
53
55
57
Insight
Modernising the Finance Function:
Why Transformation is Non-Negotiable
Interview
Sam White; Overcoming Challenges,
Embracing Innovation, and
Empowering Women
In Discussion
The Excellence-Wellbeing Equation:
Why You Can’t Sacrifice One for the
Other
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
I Love Claims: Business Growth in
a Flatlining Economy
Just a Thought with Eddie Longworth:
Understanding the Limitations of
Artificial Intelligence
From Linear Chain to AI-Powered
Network: The Future of Claims
Management
Repairing the Future: Driving
Excellence in Repair Management
Driving ADAS Growth Through
Innovative Calibration Technology and
Remote Services
58
61
63
65
67
Europcar: Where Does Electric Fit Into
Insurers’ Supply Chains?
A Bright Future with The Building Repair
Network
Moving Forward at Copart
AIM BMS: Leading the Way in Insurance
Repair and Restoration Services
10 Minutes with...
10 Minutes with… Ernesto Suarez, CEO,
Gigasure
Insur.Tech.Talk
Interviews
68 Welcome
Megan Kuczynski, Senior Strategic
Advisor, Insurtech Insights, Founder
& CEO, ClimateTech Connect
70 Tomorrow.io
Shimon Elkabetz, CEO and
Co-Founder, Tomorrow.io
71
Marsh McClennan
Francis Bouchard, Managing Director,
Climate, Marsh McClennan
73 Ric
Nakita Devlin, Founder & CEO, Ric
74 Demex
Steven Bennet, Chief Science Officer,
Demex
75
77
Green Shield Risk Solutions
Pat Blandford, CEO, Green Shield Risk
Solutions
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

21
Editorial Board19
CARPENTERS GROUP’S
2025 VISION FOR
EXCELLENCE
Donna Richards, CEO, Carpenters
Group
TARGETING GROWTH IN
SPECIALIST INSURANCE:
A STRATEGIC FOCUS
Will Prest, Product Manager,
ParaCode
THE NEXT PHASE OF
GROWTH
Lior Koskas, CEO, Digilog UK
STRIKE THE RIGHT
BALANCE
Andrew Chandler, Managing
Director, FMG
23 STREAMLINING
OPERATIONAL
PROCESSING:
IMPROVING PROFIT
MARGINS AND
FINANCIAL GOALS
Jason Brice, Managing Director,
CMG
25
THE LYONS DAVIDSON
JOURNEY: TECHNOLOGY,
DIVERSITY AND GROWTH
Mark Savill, Managing Director,
Lyons Davidson
FOLLOWING DONALD
TRUMP
Mark Savill, Managing Director,
Lyons Davidson
27
WHAT MAKES MODERN
BUSINESS THRIVE?
Chris McKie, Managing Director,
Vizion Network
STREAMLINING
OPERATIONS IN 2025:
MAXIMISING EFFICIENCY,
DRIVING GROWTH, AND
ACHIEVING STRATEGIC
SUCCESS
Chris Carlton, Head of Surveying
Services, QuestGates
29 STREAMLINING
PROCESSES FOR
TURBULENT TIMES
Mel Bebbington, Managing Director,
Auxillis
31
33
SPEED IS THE KEY
IN STOLEN VEHICLE
RECOVERY
Mick Jennings, Managing Director,
Nationwide Vehicle Assistance
(NWVA)
TRANSFORMING VEHICLE
RISK ASSESSMENT IN
THE MOBILITY-AS-A-
SERVICE ERA
Jonathan Hewett, Chief Executive,
Thatcham Research
6 | MODERN INSURANCE

35
LOOKING BEYOND
CAPACITY: FUTURE-
PROOFING INSURERS’
REPAIR STRATEGIES
Adrian Furness, Managing Director,
Motor Repair Network (an Activate
Group company)
STREAMLINING
PROCESSES AND
SUSTAINABILITY
AT NATIONAL
WINDSCREENS
James Reynolds,
Head of Surveying Services,
QuestGates
The Fraud Board
47
CHARLES TAYLOR
Efficiency: At What Cost?
Bobby Gracey, Global Head of Counter
Fraud, Charles Taylor
WHITELK
V is for ‘Value’, not ‘Vanity’
Matt Gilham, Director, Whitelk
49 FRISS
A More Accurate View of Portfolio Risk
Martyn Griffiths, Sales Manager UK&I,
FRISS RGI Solutions
LV=
Are We Productive, or Are We Just
Busy?
Ben Fletcher, Head of Financial Crime,
LV= General Insurance
39 MASS
Enabling Co-Operation in the
Motor Sector
Sue Brown, Chair, Motor Accident
Solicitors Society (MASS)
41
MGAA
Prioritising Mental Health Training
in the MGA Sector
Mike Keating, CEO, Managing General
Agents’ Association (MGAA)
BIBA
Launching the 2025 BIBA Manifesto
Julie Comer, Head of Compliance,
British Insurance Brokers’
Association (BIBA)
FOIL
The London Insurance Market in 2025:
A Year of Balance and Adaptation
Howard Dean, President, Forum of
Insurance Lawyers (FOIL) and Partner,
Keoghs
43 CHO
Managing Risk in Credit Hire
Anthony Hughes, Chair & CEO, Credit
Hire Organisation (CHO)
IAEA
Hard Restart
David Punter, President, Institute of
Automotive Engineer Assessors (IAEA)
44 APIL
Making Use of the Serious Injury Guide
Mike Benner, Chief Executive,
Association of Personal Injury Lawyers
(APIL)
MODERN INSURANCE | 7

WHY TRANSFORMATION
IS NON-NEGOTIABLE
Organisations are navigating a digital future
that is more connected than ever before. As
insurers move into new areas and develop
new business models, the urgency of
modernising finance is clear.
8 | MODERN INSURANCE

INSIGHT
Strategic leaders rely on the finance function for
insight and guidance on creating and protecting
value across the entire value chain, while also
expecting it to serve as a dependable
facilitator of regulatory change and
compliance. For insurers weighed down
by time-consuming legacy processes and
systems, responding to business needs can
be challenging. To stay competitive with both
peers and new market entrants, the question is
no longer if, but when to transform.
Identifying Routes to Action and Conditions for
Success
In recent years, regulatory changes (e.g. IFRS
17 and Solvency II) have acted as catalysts for
transformation, driving investment in finance. Initially,
time and budget were focused on understanding
requirements and developing solutions, but for many
organisations, achieving significant value beyond
compliance has not always materialised. A common
reason for this is the lack of a clear vision for change,
one that defines business goals and identifies key
areas requiring transformation, validated by key
stakeholders. Without a clear target, expectations
remain uncertain, leaving teams with an insufficient
understanding of the process and the changes
needed for a successful transformation.
Addressing the Ongoing Cost
Challenge
Cost-cutting is at the
forefront of discussion
for many companies.
All functions are under
pressure to reduce
their cost base,
whilst maintaining
and improving
business-as-usual
operations.
Finance plays two roles here; the finance leadership’s
self-reflection on whether the finance function is lean and
efficient, along with being a business partner to identify
opportunity areas to reduce costs in other functions.
Departmental and functional leaders are rightly
concerned about reducing their cost base. Increased
risk, reduction of quality, loss of talent and morale are
several examples of where such initiatives can go wrong.
Short-medium-and long-term cost savings should be
baked into the transformation business case. Most
importantly, that business case should not be regarded
as a funding approval mechanism, but as the foundation
of the transformation that gets reviewed and measured
regularly.
The Evolving Opportunities Enabled by Technology
and Data
Discussions on finance transformation will rarely take
place today without mentioning artificial intelligence, and
its practical application across business functions.
The digital capabilities available across the finance
landscape are changing rapidly, heavily driven by
advancements within the SaaS enterprise resource
planning (ERP) platforms and the surrounding analytical
and AI tooling.
MODERN INSURANCE | 9

INVESTIGATION WITH
REAL INSIGHT
It’s not by chance that RGI Solutions
has grown to become one of the UK’s
leading independent insurance
investigation specialists. When we set
out in business back in 1990, our
mantra was simple: ‘to provide
integrity, reliability, insight, value
and quality in everything we do’.
TAILORED SOLUTIONS
AT YOUR SERVICE
About Us
Today, with leading insurance
companies, solicitors, self-insurers
and claims handling companies
among our clients, our founding
principles remain just as important to
us as they did all those years ago.
Proud of our heritage, clear fixedprice
services and outstanding fraud
savings rate, we deliver exceptional
value.
Believing that being ‘good’ really
isn’t good enough, we view the
service level agreement we establish
with each client as the absolute
minimum standard we must achieve.
0161 486 0100
Our portfolio of services is regularly
reviewed to ensure we provide
comprehensive, up-to-date and
effective investigation solutions. Most
importantly, each service is tailored to
clients’ specific needs and fully
compliant with the jurisdiction in
which we operate.
THE INTELLIGENT CHOICE
With highly experienced, qualified and
licensed investigators, sophisticated
information databases and a
management team made up of leading
counter-fraud specialists, we offer
true insight, capability and expertise.
Understanding that speed is always of
the essence, we offer a rapid
response.
The Intelligent Choice
Integrity, reliability, insight, value and quality
Address : The Chambers, 44 Station Road,
Cheadle Hulme, SK8 7AB
Mailbox : sales@rgisolutions.co.uk

Use cases spanning automation,
controls, forecasting, compliance
reporting and intuitive self-service
querying are just a few examples
offered by many evolving SaaS
providers. Finance functions
that challenge the status quo
and take the time to understand
these capabilities when setting
the vision, rather than during the
transformation, have a higher
success rate in maximising these
opportunities.
The Resurgence of the Finance
Data Platform
Finance functions have long
recognised the value of their
organisation’s data but have often
struggled to identify strategic use
cases and design the necessary
technology capabilities to deliver
tangible and timely insights, while
also ensuring the data is accurate.
For years, implementing large
enterprise data warehouses in
finance was seen as a risky and
costly endeavour. The failure of data
warehouse projects in the 2000s,
followed by the limited success
of data lakes, left many leaders
hesitant to invest in large-scale data
initiatives.
However, a new era of data
management has emerged, driven
by the adoption of cloud-based
data platforms. These platforms
offer a more agile and cost-effective
approach to data management,
enabling finance teams to unlock the
full potential of their data.
Unlike traditional data warehouses,
these platforms are:
Cloud-native: Built on cloud
infrastructure, offering rapid
deployment, scalability, and cost
optimisation.
Agile: Designed for rapid
development and iteration, allowing
finance teams to quickly build and
deploy new data solutions.
Business-focused: Enabling finance
functions to identify tangible
business outcomes faster, such as
improved financial forecasting, risk
management, and customer insights.
Organisations that have completed
their cloud transformations for
finance are developing and refining
sustainable delivery operating
models around these platforms.
This includes establishing demand
management processes and agile
delivery capabilities that can
quickly adapt to evolving business
requirements.
The resurgence of the finance data
platform represents a significant
opportunity for the industry to
leverage data more effectively and
drive better business outcomes. As
these platforms continue to evolve,
we can expect to see even greater
innovation and impact in the years to
come.
Giving Communication the Respect
it Deserves
There is often a tendency to
focus on the technology and
functional components of what
needs to be delivered as part of a
transformation programme. Often,
the communication and change
elements are not given sufficient
attention or investment.
A key determining factor of success
is the ability to influence and bring
senior stakeholders, alongside the
wider workforce, on board. Executive
support and buy-in will be critical
to securing budget, resources, and
collaboration from the business. The
more engaged finance professionals
are in the project, the greater the
long-term value the organisation will
gain from the investment. Engaging
internal finance stakeholders in
discussions about their future
expectations for the finance function
and involving them in defining the
desired outcome will help shape the
vision.
Fostering an Environment for
Developing and Retaining Talent
Transformation starts with people,
and insurers should look at bringing
teams and technology together to
develop a cohesive, enterprise-wide
digital solution that can innovate and
adapt to business needs.
Whilst large finance programmes
have clear start and end dates,
transformation should be seen as
a state of continuous improvement
that fosters an environment for
developing and retaining talent.
Aside from the traditional
accountancy skillsets, a core part of
a high-performing finance function
relates to the data and systems skills.
The finance function of the future
will likely be characterised as a
cross-functional team that draws on
their collective accounting, actuarial,
IT and data expertise to answer key
questions.
Historically, finance systems
specialists understood and
maintained ERP systems with a
financial understanding of how to
get the required information from
them. A transformation journey
requires a broader collective skillset,
that continues to develop with the
technology advancements. Insurers
must create a modern workplace
that attracts and retains individuals
with these skills and have an
operating model that facilitates the
relationship between enterprise data,
technology and finance. Investing in
training and development programs
to help their employees acquire
the skills they need to succeed in a
data-driven environment has been
highly successful for those willing to
embrace it.
The journey to finance
transformation can be complex, but
platforms and tools are available
to help drive success. Having a
clear vision, segmenting this into
achievable tasks and having the right
people, underpinned by technology,
can help insurers overcome some
of the challenges along the way.
Michael Storey,
Finance Transformation
Director, KPMG UK
MODERN INSURANCE | 11

INTERVIEWS
Self-awareness and
accountability.
“
Those two traits
allow people to work through
anything.
“
Sam White is not your typical
insurance CEO. As the founder and
CEO of Stella Insurance, a femalecentric
motor insurance company
unapologetically led by women and
designed for women, she has made it
her mission to shake up an industry
that has long been dominated by
men. She is also the founder and
Chair of Freedom Services, further
cementing her reputation as a
trailblazer in the financial sector.
In this interview, Sam shares
how she has driven Stella’s rapid
growth, why female leadership in
insurance is still lagging, and how
AI is reshaping financial services.
She discusses the challenges women
face in reaching senior roles, the
importance of self-awareness in
leadership, and the biggest financial
lessons she has learned from
building global businesses.
QStella Insurance Has Experienced
Impressive Growth Despite Economic
Challenges. How Have You Managed
This Expansion While Many in The Industry
Opted for Short-Term Cost-Cutting
Strategies?
AGrowth is always challenging,
particularly in the UK insurance market.
However, Stella has a genuine point
of differentiation. I initially launched it in
Australia, where the environment is slightly
different, but as an entrepreneur, I’ve learned
to take insights from one market and apply
them internationally. That adaptability
helps navigate economic challenges. The
key is finding what makes your business
unique. Stella focuses on women and their
needs, a focus that shouldn’t be unique but
unfortunately often is.
Q
With 20 Years of Success, What
Qualities Do You Look for In A CFO
Beyond Financial Expertise?
ASelf-awareness and accountability.
Those two traits allow people to work
through anything. Unfortunately, they
are rarer than they should be.
MODERN INSURANCE | 13

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INTERVIEWS
“
Even If A Woman Overcomes Societal
Conditioning, Finds A Supportive Partner And
Rises Through The Ranks, She Still Faces
A Leadership Landscape That Doesn’t
Always See Her.
“
Q
AI Is Revolutionising Financial
Services, Streamlining Processes and
Improving Efficiency. But Will This
Come at The Cost of Genuine Customer
Empathy and Job Opportunities?
A
AI’s potential for enhancing customer
experience is undeniable. In some
cases, it could provide more empathy
than undertrained, underpaid call centre staff
who lack engagement. So, from a customer
perspective, AI-driven service could be a
huge improvement.
The real concern is societal. We are not
adequately preparing for the jobs that will be
lost due to automation. That is where the real
challenge lies, not in AI’s impact on customer
service but in its impact on employment and
economic structures.
QDespite Efforts to Balance Gender
Representation in Insurance, Female
Leadership in CEO And CFO Roles
Still Lags Behind. Research Shows Gender
Diversity in Leadership Improves Financial
Performance. Why Do You Think Progress
Has Stalled, And What Will Drive Change?
A
There are three key factors at play.
First, societal conditioning. From
a young age, girls aren’t encouraged to
be confident. I’ve spoken at insurance
conferences and asked, Who here wants to
be a CEO? In a room full of men, every hand
goes up. Among women, hesitation prevails.
Society undermines their confidence, making
them question their capabilities.
Second, the disproportionate burden of
unpaid work. Women still take on the
majority of childcare responsibilities. I have
two children and my wife Jennie does an
incredible job. If I’m being honest, I probably
experience parenting more like a man
because I have strong support which enables
my career. But when I’m solely responsible
for the kids while working, it’s nearly
impossible. That constant juggling act holds
women back professionally.
Finally, inherent bias. The financial services
sector remains dominated by white middleclass
men. When a group is overwhelmingly
one demographic, it tends to believe that is
the “right” demographic. So even if a woman
overcomes societal conditioning, finds a
supportive partner and rises through the
ranks, she still faces a leadership landscape
that doesn’t always see her.
Q
If You Could Give Your 24-Year-Old
Self One Piece of Financial Advice as
You Launched Your First Business,
What Would It Be?
A
I’ve never been great at exiting
businesses; I tend to hold onto them
rather than sell and move on. My
advice would be to build the business, sell it
and then start something new. Trying to keep
them all is like trying to keep all your children
at home, expensive, exhausting and at least
one is always causing problems!
Sam White,
Founder and Global CEO at Stella Insurance
and Founder and Chair of Freedom Services
Group
MODERN INSURANCE | 15

The
Excellence-Wellbeing
Equation:
Why You Can’t Sacrifice
One for the Other
For too long, high performance has been defined by sacrifice. We’ve glorified
relentless work, sleepless nights, and pushing through exhaustion as the price of
excellence. The result? Burnout, disengagement, and, in too many cases, personal
crises that derail both careers and lives.
The solution isn’t to swing to the
opposite extreme of pure comfort
and self-care at the expense of
ambition. The real answer lies in
integration, where well-being isn’t
an afterthought or a trade-off but
the foundation of sustained high
performance. We cannot afford
to separate well-being from
excellence. One without the other
is unsustainable. If we want to
build thriving individuals, teams,
and organisations, we need to
rethink the very definition of
success.
The Myth of Sacrificial
Excellence
There’s an outdated idea that to
achieve greatness, something has
to break. We see it in corporate
culture, professional sports, and
entrepreneurship: the belief that
real success demands personal
suffering.
• 40% of executives report
feeling burnt out, with stress
levels significantly higher than a
decade ago (Harvard Business
Review, 2023).
• Employee disengagement costs
companies globally over $8.8
trillion per year—a direct result
of exhausted, overworked teams
(Gallup, 2023).
• The World Health Organization
has now classified burnout as
an occupational phenomenon,
acknowledging its severe impact
on global productivity.
The numbers don’t lie. Sacrificial
excellence isn’t just outdated, it’s
actively harming individuals and
organisations.
The Other Extreme: The
Trap of Comfort Culture
In reaction to burnout, we’re
seeing another trend emerge,
the overcorrection, a culture
that swings too far towards
self-preservation at the expense
of resilience and performance.
Self-care, when misinterpreted,
becomes an excuse to avoid
discomfort altogether. Growth and
excellence require effort, setbacks,
and moments of discomfort. The
key is learning how to navigate
them without self-destruction.
We don’t need a world where
people work themselves into the
ground. But we also don’t need a
world where resilience, grit, and
ambition are seen as negative. The
challenge is finding the balance.
The Middle Path: Well-being as a
Performance Multiplier
At Whole People, we work with leaders, high
performers, and organisations who are ready to
integrate well-being into their definition of success.
Not as a ‘perk’ or a ‘nice to have,’ but as a performance
strategy.
The best leaders aren’t the ones who work the longest
hours or demand the most from their teams without
regard for their health. The best leaders understand that
a well-supported, resilient individual performs better,
longer, and with greater impact.
• A study by Oxford University found that happy
employees are 13% more productive.
• Companies that prioritise well-being see lower
turnover rates and higher levels of creativity and
innovation.
• High-performing athletes and CEOs alike report that
mental and physical health directly impact their ability
to sustain long-term success.
The message is clear: when well-being is prioritised,
performance follows. Not just in the short term, but in a
way that is sustainable and scalable.
16 | MODERN INSURANCE

1
2
3
4
How Do We Achieve This Balance?
So, what does it look like in practice? How do we
move beyond buzzwords and create real, lasting
change in the way we approach high performance?
Reframe Well-being as a Leadership Responsibility
This isn’t HR’s job. It’s a strategic imperative.
Leaders must role-model balance, not by working
24/7 and then promoting mindfulness apps, but
by actively integrating well-being into business
decisions. This means designing workloads that
allow for sustainable effort, fostering a culture of
psychological safety, and challenging outdated
expectations around ‘hustle’ and overwork.
Develop Resilient High Performers, Not Fragile Ones
Resilience isn’t built in comfort; it’s built in challenge,
but only when individuals have the resources and
support to navigate those challenges. Instead
of rewarding exhaustion, we need to cultivate
adaptability, self-awareness, and recovery strategies.
This means equipping teams with the tools to
manage stress, develop emotional intelligence, and
balance drive with well-being.
Recognise That Excellence is Multi-Dimensional
True high performance isn’t just about KPIs, revenue,
or titles. It’s about sustainable impact. The best
performers, whether in business, sports, or the
arts, know that success is holistic. They don’t just
train their skills; they train their minds, bodies, and
emotional well-being.
Ask yourself:
• Are you as intentional about your recovery as you
are about your work?
• Do you measure success by output alone, or by the
sustainability of your impact?
• Are you building an organisation that people want
to thrive in for the long term?
Replace Burnout Culture with Whole Performance
At Whole People, we believe in what we call
Whole Performance, an approach that doesn’t
force a choice between well-being and success
but integrates them into one model.
This means:
• Recognising when intensity needs to be paired
with recovery.
• Training leaders to develop emotional and
psychological resilience.
• Shaping organisations that don’t just survive
market pressures but thrive within them.
It’s not about working less. It’s about working
smarter, in a way that makes peak performance
sustainable over time.
The Future of High Performance
We are at a turning point. The companies and
individuals who continue to ignore well-being will
struggle, not just in retaining talent, but in sustaining
real performance. Those who embrace a balanced,
whole approach will not only excel but redefine
success for the next generation. The question isn’t
whether well-being matters. That debate is over.
The question is: Are you building a culture of shortterm
wins and long-term damage, or are you creating
a foundation where both excellence and well-being
can thrive together? Because the future of high
performance isn’t about choosing between success
and health. It’s about understanding that one cannot
exist without the other.
About Simon Cusden
I’m Simon Cusden, co-founder of Whole People
Group, and my mission is to make wellbeing the
foundation of excellence in both individuals and
organisations.
Drawing from my personal journey through
addiction, PTSD, and depression, as well as my
experience as a former professional athlete, I
help high-performing individuals and senior
leadership teams achieve sustainable resilience
and success in highpressure environments.
Whole People operate through three core
pillars; consultancy, foundation, and retreats,
offering wisdom-based crisis management and
support. Our work is grounded in real-world
experience, not just theory.
Over the years, I’ve had the privilege of working
with a diverse range of global clients, including
Clyde & Co, Clifford Chance, EY, BBC, Virgin, The
Army, and more. Through coaching, speaking
engagements, and workshops, I’ve seen
firsthand what happens when organisations shift
from outdated high-performance models to
integrated, sustainable success strategies.
The results are undeniable.
If we want to create cultures of excellence
that last, we must stop treating well-being as
separate from performance. Instead, we must
recognise it as the very thing that makes true
excellence possible
Simon Cusden,
Co-founder of Whole People Group
MODERN INSURANCE | 17

Serious
Injury
Claimant
Legal
Expenses
Insurance
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Insurance and Legal Claims Services

EDITORIAL BOARD
Carpenters Group’s 2025
Vision for Excellence
As we forge ahead in 2025, Carpenters Group remains
steadfast in its commitment to excellence, ensuring we
consistently deliver exceptional value to our customers,
colleagues, and stakeholders.
We’re not just keeping up with the times – we’re leading the way.
By harnessing cutting-edge technologies, enhancing the customer
journey, and cultivating a culture of continuous improvement, we’re
poised to navigate the complexities of the modern business landscape
with confidence and a touch of excitement.
Enhancing Customer Experience
The customer experience remains a top priority for Carpenters Group.
We’re not just about meeting customer expectations; we’re about
exceeding them. Our dedication to customer excellence not only
improves outcomes for our clients, but also ensures we remain leaders
in the industry.
We are committed to providing seamless and convenient service
through a variety of channels, including online claim tracking, mobile
document uploads, and 24/7 support. Our dedication to colleague
development, in partnership with the Institute of Customer Service,
ensures our teams are equipped and motivated to deliver outstanding
service to our customers.
Embracing Digital Transformation
At the heart of our strategy is a robust digital transformation agenda.
We’ve invested significantly in state-of-the-art technologies, such as
Artificial Intelligence (AI). Our in-house development team is actively
exploring how AI can streamline processes for our claims handlers and
elevate the customer experience. We’re not just adopting AI; we’re
doing it responsibly. We are proud signatories of the Claims AI Code
of Conduct, a voluntary framework for the ethical use of AI within
claims.
Integrating AI ethically, to assist our colleagues rather than replace
them, is key. We’re focused on empowering our colleagues with
innovative tools that enhance their productivity and job satisfaction.
For example, AI assists our legal professionals with routine tasks,
freeing them up to provide more personalised advice and build
stronger client relationships. It’s about giving our people the tools to
shine.
Fostering a Culture of Innovation
Innovation is embedded within our corporate DNA. We encourage
our colleagues to embrace new ideas and actively contribute to
our continuous improvement journey. Our people are passionate
about providing the highest quality service to our clients, and we are
committed to fostering an environment where their creativity and
expertise can flourish.
The launch of our Future Leaders Programme marks a significant
step in nurturing the next generation of talent within Carpenters
Group. This initiative will equip our emerging leaders with the skills
and knowledge necessary to drive our business forward and ensure
the long-term success of Carpenters Group. We’re investing in the
future, and we’re excited to see what these talented individuals will
achieve.
By focusing on our customers, embracing technology, and investing
in our people, we are well-placed to achieve continued success in
2025 and beyond. At Carpenters Group, we’re not just a company;
we’re a community of passionate individuals striving for excellence.
Donna Richards,
CEO, Carpenters Group
Targeting Growth in Specialist
Insurance: A Strategic Focus
At ParaCode, our focus for growth is clear: specialist
MGAs, insurance brokers, and insurance companies. These
businesses operate outside the standard insurance markets
of home and motor insurance, focusing instead on unique
and complex risks. This specialisation requires flexibility,
efficiency, and adaptability—qualities often lacking in
legacy insurance platforms.
Why Specialist Insurance?
The traditional insurance industry is dominated by large-scale platforms
designed to cater to high-volume, standardised policies. While this
works well for mass-market insurance products, it leaves specialist
insurers underserved. Businesses focusing on niche areas—such as cyber
liability, marine insurance, equine cover, or warranty programs—often
find that traditional software is rigid, cumbersome, and ill-suited to their
unique underwriting requirements.
ParaCode bridges this gap by providing a configurable, scalable,
and efficient platform tailored to the needs of specialist insurers. We
empower MGAs and brokers to define and distribute their products
effectively, while also managing claims, reporting, and financial
processes without unnecessary complexity or manual workarounds.
The Growth Opportunity
As insurance markets evolve, the demand for specialist cover is
increasing. New and emerging risks—such as climate-related perils, gig
economy insurance, and parametric solutions—require agile platforms
that can support rapid product development and distribution. Traditional
systems struggle to keep pace, giving specialist insurers a competitive
advantage if they adopt modern technology solutions like ParaCode.
Our target areas for growth align with these trends:
Niche MGAs. These businesses need the ability to launch new products
quickly and manage their portfolios with efficiency. ParaCode
provides them with the tools to do so without the burden of heavy IT
infrastructure or costly development cycles.
Specialist Brokers. Brokers operating in complex risk markets require
agile distribution tools. ParaCode’s capabilities allow for seamless
integration with third-party systems, ensuring that brokers can provide
a smooth experience for their customers.
Specialist Insurers. Whether developing bespoke policies or innovating
in emerging risk areas, specialist insurers require flexibility. Our
platform enables them to design, launch, and refine products at speed,
maintaining a competitive edge.
Looking Ahead. Our commitment to specialist insurers stems from
our belief that insurance technology should empower, not constrain.
By focusing on the underserved specialist market, we are positioning
ParaCode as the go-to platform for businesses that demand agility,
customisation, and scalability. As the insurance landscape continues
to shift, our growth strategy will remain centred on enabling these
businesses to thrive—because when specialist insurers succeed, the
industry as a whole becomes stronger, more innovative, and more
responsive to the risks of tomorrow.
Will Prest,
Product Manager, ParaCode
MODERN INSURANCE | 19

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enquiries@digiloguk.com

EDITORIAL BOARD
The Next Phase
of Growth
As CEO of Digilog UK, I am proud to share our
vision for the next phase of growth with a strategy
that builds upon our longstanding success in the
insurance industry, all the while embracing new
markets and technological innovations.
Traditionally, our focus has been on providing real-time information
validation for financial services organisations, especially within
insurance. These days, however, we are expanding our scope to
industries where instant, accurate data is just as critical. By leveraging
our technological capabilities alongside human expertise, we aim to
enhance and broaden our service offerings.
One of our key target areas is pre-employment screening and
security. In these sectors, the need for rapid and reliable information
is paramount, and we see tremendous value in adapting our robust
systems to meet these challenges. Our approach is always to ensure
that any expansion is underpinned by the same high standards and
trust that our clients expect.
Growth is not just about diversifying vertically; it is also about
broadening our geographical footprint. We have recently inked
distribution agreements in pivotal territories such as South Africa
and the US. These partnerships allow us to replicate the successful
model we developed in South America, leveraging local expertise and
established infrastructures to deliver tailored solutions and superior
training to end users. This international strategy reinforces our
commitment to delivering consistent, high-quality service no matter
where our clients are based.
Innovation is at the heart of our growth strategy. We are actively
incorporating client feedback into our development cycle, with
current priorities focused on automation and artificial intelligence.
While AI in financial services is still in its infancy, we are dedicating
extensive research to identifying best practices for its deployment in
information validation. Our challenge is to harness AI’s power while
rigorously upholding GDPR and data protection standards, ensuring
that our solutions remain both cutting-edge and compliant.
At Digilog, our strategic growth model is built upon close
collaboration with carefully chosen partners and introducers around
the globe. By aligning ourselves with organisations that share our
commitment to excellence, we not only extend our reach but also
enhance the value we deliver. It’s an exciting time for us, as we
continue to push the boundaries of what real-time information
validation can achieve across industries and borders.
Lior Koskas,
CEO, Digilog UK
Strike the Right Balance
Rapid advances in automation and Artificial
Intelligence continue to reshape the world around us,
weaving their way into our lives and our businesses
where they change processes, eliminate tasks, and
mimic our human consciousness.
In the insurance world, these powerful new technologies have changed
consumer behaviour and purchasing decisions; handing deeper levels
of power to customers who now come armed with a greater depth of
knowledge, information, and plenty of choice. They’ve come to expect
customisation, responsiveness, convenience and engagement from their
insurer, and we’re all playing our part in shaping this new customercentric
landscape.
Here at FMG, we’ve invested heavily in developing carefully planned
digital innovations that embrace emerging technologies, self-serve
solutions, robotics and analytics to create the endgame of customer
choice. they are driving cost efficiencies and performance gains behind
the scenes, whilst providing greater insight and transparency around the
progress of claims and claims data.
Where they really create an advantage, however, is the way they bring
customer centricity to life, making the claims management process as
simple as possible for policyholders. These digital solutions present
customers with a choice in how they interact with us at any stage of
their claim, with the option of a fully digital experience or to speak with
a real person.
Report claims online
Using FMG ENOL, policyholders can report motor claims anytime,
anywhere, and from any device. FMG ENOL is our self-serve mobile
platform that makes reporting a claim easier and faster than ever; a
service that ensures every claim is accurately triaged and expertlystreamlined
through the correct workflows, regardless of electronic or
traditional telephone notification.
Keeping policyholders informed
Enabling policyholders to track progress at every step of the repair
process is now even easier, too. FMG Connect, our self-serve app, gives
policyholders access to our efficient claims management services, with
the options to add details to their claim, schedule their own vehicle
repair, arrange a hire vehicle, and monitor the progress of their vehicle
repair.
Customer connectivity
By integrating directly into insurer’s and third-party management
systems, we’ve increased the speed, accuracy and efficiency of claims
notification, repair allocation, management of hire vehicles and data
sharing. Better still, these integrations reduce exposure, operating
costs and cost leakage. The mutual result is a more seamless customer
journey.
Intelligent robotics
Intelligent robotics has automated repetitive processes within our
claims management system, increasing productivity, lean efficiency
and accuracy. These automations allow for higher quality customer
interactions by reallocating claims experts to areas where they can
genuinely add value, like empathising, asking policyholders the right
questions, and negotiating on their behalf. The result is a positive effect
on colleague engagement and retention.
New tech trends are reshaping the insurance industry and transforming
the way we interact with policyholders. We’ll continue to carefully strike
the right balance between streamlining operations behind the scenes to
create a simpler, smoother, seamless customer experience.
Andrew Chandler,
Managing Director, FMG
MODERN INSURANCE | 21

EDITORIAL BOARD
Streamlining Operational Processing:
Improving Profit Margins
and Financial Goals
Where to start?! 2024 was another unusual year
at CMG, and it seems that since the pandemic, no
two years align anymore. We have seen shrinkage
in some sectors where we forecast for growth, and
growth in areas that we thought would stay flat.
Profitability and operational margins are too closely aligned, and
with fluctuation in work rate consistency, efficiency isn’t guaranteed.
This creates the environment we find ourselves currently faced with,
one which is extremely difficult to operate within. The high price
of increasing service levels, the operational cost of adherence to
compliance and staffing measures, combined with unusual weather
across Europe and the wider world, has generated less repatriation
work.
Meanwhile, key phrases such as ‘Streamlining Processes with
Process Workflow Optimisation,’ ‘Automating Repetitive Tasks’ or
‘Embracing Continuous Improvement’ are great, and have certainly
been embraced. Whilst CMG are probably one of the most compliant
companies in the sector in respect of both regulatory and legislative
compliance, adherence to ‘continuous improvement, working
practices and work flow processes’ lies at the very heart of our team.
The ability to automate processes is extremely difficult, however, as
dealing with emergencies and individual requirements varies from
supplier to supplier, as well as each general member of the public we
interact with in respect of their accident or breakdown circumstances.
In previous articles, we have addressed the cost of investment in the
vast array of equipment required, space needed and training involved,
all of which can be linked with vehicle movements (particularly in
respect of high-value vehicles). This is also the case when blue chip
companies want to interact with a reputable representative in that
sector, which brings me full circle on the message that profitability
and operational margins are too closely aligned!
There is little to be gained from investing in ten-car transporters if
you are only moving an average of six cars. Therefore, balancing
customer service delivery with operational costs and profitability
when work volumes consistently fluctuate creates risk. Volumes
increase, and you’ll need that 10-car transporter to reduce cost for
your customers! Volumes decrease, and the equipment becomes
redundant.
As a result, business data enhancement - and ensuring in-house
technology is reviewed and considered continually by the operations
team - is all of paramount importance to the forward development of
CMG’s good standing within the industry.
Jason Brice,
Managing Director, CMG
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EDITORIAL BOARD
The Lyons Davidson Journey:
Technology, Diversity and Growth
Without a doubt, the last few years have been
transformative for Lyons Davidson as we have
navigated the path from the impact of Covid to
a return to an EBITDA profit in FY24. This has
required considerable effort from our management
team and our people, with a strong focus on
service delivery and a drive toward greater
efficiencies.
The LDL forecasts show further growth and profit over the next
three-year cycle, with the potential for a significant increase in profit
from property initiatives that have real potential to reduce the excess
property footprint we are currently carrying. These initiatives have
accelerated over the last couple of months, and if successful, would
directly impact the bottom line of the business.
LDL has emerged leaner but also healthier, with a more diverse
business that has developed market-leading solutions across a range
of insurance services. While we continue to deliver solutions for the
motor sector, our growth has been in home and commercial legal
expenses fulfillment, where our technology and digital customer
journey remain key differentiators. The focus on Consumer Duty has
only emphasised the importance of evidencing value in this sector.
We are also exploring the opportunities that Artificial Intelligence
presents, partnering with the University of the West of England
to develop valuation tools and chatbot services that enhance our
processes. Additionally, we are working with Copilot on projects
aimed at reducing effort in document management, and the
application of AI agents within our processes is progressing well.
However, technology is not the only solution. We are now starting
to see returns from our investment in proactive settlement projects.
Pilots in OIC are showing encouraging results, with improved data
sharing leading to settlement rates as high as 90% in some cases,
with minimal touchpoints and within a short lifecycle. A commitment
to escalation and ADR processes should help sustain these benefits.
The key to all of this is partnership. We can only develop more
efficient ways of working and build the best service and journey for
customers by collaborating with insurers—both our business partners
and our opponents. So far, this approach has been highly effective.
We are eager to explore further opportunities for collaboration and
see what other changes we can drive forward.
Mark Savill,
Managing Director, Lyons Davidson
A key driver of our progress has been Lyons Davidson’s technology,
delivered through our development business, File Dynamics, which
has significantly improved lifecycles and driven efficiencies. This has
been particularly effective in our Motor Recoveries Division, where we
have achieved marked reductions in the time to issue proceedings, as
well as secured new business relationships based on the results we
have demonstrated.
Following
Donald Trump
At the time of writing, there is something of a
revolution in the world’s diplomatic markets, as
President Donald Trump embarks on previously
unheard-of initiatives. The ‘shock and awe’ approach
is certainly generating headlines, and maybe even
some results.
Without commenting on the merit of the new policies and practices
of the USA, we can recognise the value in such a profound shake-up
of existing norms. It is a scenario that we seek to emulate in spirit, if
not in detail. Our sector needs a new approach to client relationships,
Consumer Duty, the role of technology, AI, and the legitimate financial
returns earned by insurers and suppliers alike.
To achieve all this, here at e2e, we are embarking on a new phase of
substantive technology investment that we believe is the equivalent of
‘Donald Trump’. In other words, we do not want to merely incrementally
improve on what already exists – instead, we are aiming for new
dimensions of best practice that will establish our business as the
intelligent partner of choice for insurers, claims managers, and the fleet
market.
Massive Leaders in Technology Integration
For example, by fully integrating our new claims management system,
NexGen, with our fully automated PartsMarket platform, we can
massively automate the determination of total loss status with the
identification, sourcing, and supply of recycled parts, all done in the blink
of an eye and untouched by human hand.
This means that new profit models can be built by our members, who
will instantly know about the best options for parts, auction, and added
value service margins, whilst insurers will have early sight of the returns
they can expect. A new and highly sophisticated analytics platform will
give us and our clients fresh insight into opportunities for legitimate
gains and will also enable our clients to better manage third-party
claims.
All of this is to be achieved in a remarkably short space of time, a matter
of weeks, and at a pace of change rarely seen in established businesses
such as e2e. We are already loved by our clients for our speed and
agility of change, and that will only get better as our new technologies
unfold.
Having recently adopted the marketing strapline of ‘Delivering
Excellence. Differently’, we might have also added ‘At Speed’. The
market is continuing to place fresh demands on suppliers such as e2e,
and we are ready for those challenges. The internal launch of the new
Technology and Innovation team is geared to achieving early success in
this field, and their results in the claims management sector are already
impressive.
In a world where Donald Trump is driving real pace at real speed, we
expect our journey to be similar, if a little less earth-shattering!!
Eddie Longworth,
CEO e2e Total Loss Solutions
MODERN INSURANCE | 25

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paracode.net

EDITORIAL BOARD
What Makes Modern
Business Thrive?
Constant innovation is core to our philosophy,
and remaining ahead of the need is key to success.
Vizion Network make significant use of machine
learning driven efficiencies in our operations, as
well as those of our clients and partners. Big data
analytics allows us to scale quickly and remove low
value tasks, reducing the restraints of inefficient
processes whilst allowing faster strategical
engagement with financial opportunities.
Horizon scanning is essential - and understanding the reactive
components of change in not only our sector, but associated sectors
and global markets, remains critical. It matters to learn about the
effects of new technologies, energy and materials; likewise, it is
crucially important to feed this experience into financial profiles,
constantly testing theory against outcome if we are to ensure correct
trajectory and optimise product lines.
At Vizion Network, we constantly invest in our people, systems and
growth, and 2025 will be no exception. We continue to experience
significant momentum here and in Europe, with increased profitability
through new products alongside diversification in our SaaS and
Fintech services.
Communication is key to success, the avoidance of operational silos
critical. The development of processes and systems in a vacuum is
extremely dangerous, so structured reviews across departmental
teams to consider performance expectations and strategic blueprints
remains essential to development and course correction.
Ensuring we partner with financially stable companies who employ
a strong approach to compliance and security is also essential to
reduce risk. Capital employed can be damaging to cash flow and
cripple investment capability, so as a business, we pay quickly and
on time as we strive to work with alike thinking companies to drive
mutual profitability.
We are expecting growth in all product lines this year, but here in
the UK and other markets, we are experiencing significant growth
in our Fintech and SaaS product lines in particular. Owning our own
systems makes B2B connectivity and automation of financial services
a significant benefit, as sometimes, third-party systems are not easily
connected due to age or availability of resources.
Data science is an essential department, particularly because
measuring the effect of positive and negative change (and
recognising both of these quickly) is an extremely important element
of success. Discovering problems over a duration of weeks or months
is no good in a modern business, and the days of hoping it comes out
in the averages are long gone. The application of data analytics and
the ability to change quickly remains key.
We are constantly evolving our capabilities to monitor not only every
aspect of our physical, virtual and financial performance, but also an
increasing array of external factors too. It’s also important to focus
on our experts; machine learning can be an amazing tool, but it still
requires expert tuition and human interpretation to make it work
successfully.
Chris McKie,
Managing Director, Vizion Network
Streamlining Operations in 2025:
Maximising Efficiency, Driving Growth,
and Achieving Strategic Success
As the UK’s largest owner-managed claims
solutions group, QuestGates provides high
quality technical loss adjusting and claims related
services using market leading technology, helping
to put the customer first in all we do.
We work tirelessly to maintain our reputation for delivering claims-related
services to the highest standard, including our growing demand for surveying
services. One of the fastest growing areas within the QuestGates group is our
rapidly expanding Building Consultancy division, which includes our in-house
surveying team, Glasgow-based Ramsay McMichael Consulting and two
engineering businesses, Structural Surveys & Design and BTA.
We are at the start of a journey to bring these subsidiaries closer together
under the Building Consultancy umbrella. The challenges a policyholder faces
following a building loss can be complex, and being able to offer a wider
range of claims-related services further enhances our overall offering.
The professional construction market continues to face challenges in finding
and retaining skilled building professionals. Through ongoing reviews with our
colleagues, we appreciate the value a well-structured Building Consultancy
brings, not only in strengthening our capabilities but also in supporting the
career development of our team.
Our core growth market remains the insurance sector, and by offering a wider
range of services from investigation to design and full project management
of building repairs, we help speed up the overall claims process. With wholly
owned engineering and surveying practices, our resourcing, experience and
skillsets are of the highest calibre, enabling us to quickly respond to clients
across the UK and Ireland.
We can rapidly scale up our resources during peak events such as storms or
floods. Our flexible model allows us to deploy the right expertise to the right
location at the right time, ensuring policyholders and their properties receive
expert guidance.
We also operate a flexible business model, with non-core insurance work
providing a portion of our business-as-usual volume. This allows us to adapt
to varying demand across different markets, including those less affected by
seasonal spikes.
Alongside growth, we are continually improving our in-house IT systems,
carbon footprint and efficiencies. Technology is driving improvements, with
our engineers using iPads and specialist reporting software to produce
professional reports within 24 hours, sometimes on the same day.
Clients are also seeking better visibility of the carbon impact of building
repairs. Our in-house scheduling tool calculates this impact and
identifies portfolio-wide trends, enabling surveyors to recommend more
environmentally friendly repair options.
Ultimately, our Building Consultancy aims to inspect, design and repair
properties impacted by disaster in the most technically efficient, caring and
cost-conscious way possible, with technology playing a key role in this.
However, our people remain our greatest asset. Delivering exceptional
service depends on attracting and retaining individuals with strong technical
expertise and a commitment to outstanding customer service. We are
committed to recruiting the next generation of talent in the loss adjusting and
claims sector, so keep an eye on our latest career opportunities at questgates.
co.uk/careers.
Chris Carlton,
Head of Surveying Services, QuestGates
MODERN INSURANCE | 27

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

EDITORIAL BOARD
Streamlining Processes
for Turbulent Times
2025 looks set to be another year
of significant challenges, with rising
employment costs, inflation and supply
chain pressures topping the list of
concerns for most businesses. We
have already seen the consequences
of this in our own sector, and the
economic landscape remains widely
uncertain. Therefore, streamlining
operations and business processes
to maximise efficiency and achieve
growth has never been more
important.
For several years now, Auxillis has run a
continuous improvement program - analysing
existing business processes, identifying
areas for improvement, and developing and
implementing strategies to drive workflow
efficiency. In 2025, its focus is to heavily
leverage advanced automation technologies,
data analytics and AI-powered decisionmaking
to identify and eliminate bottlenecks,
optimise workflows, and automate repetitive
tasks.
Of course, there’s much to consider when
adopting new and emerging technologies.
Most importantly of all, we have to navigate
the delicate balance between leveraging
automated technologies and preserving the
value of customer interaction.
We know we must consistently provide
customers with outstanding experiences to
boost their satisfaction and loyalty to our
partners’ brands. So, whilst streamlining
operations is a key strategic objective in 2025
- and it must deliver commercial advantage
to remain ahead of rising costs - it has to be
focused on key deliverables; such as freeing
up colleagues to undertake complicated
tasks, allowing our people to focus on
their ability to make real connections with
customers, reducing customer wait times,
increasing the accuracy of responses, and
improving overall customer satisfaction.
Of course, change of this nature is not simple
or easy to implement. It can only succeed if
it is embraced and supported by colleagues,
and that requires a culture of continuous
learning and change. I am particularly proud
of how this mindset has been fostered within
Auxillis.
2025 may well have its challenges, but it will
also present significant opportunities for
innovation, improved customer experiences,
and growth. We will be ready!
Mel Bebbington,
Managing Director, Auxillis
At Auxillis, customer experience lies at the
heart of everything we do, and we’re certain
that it’s this aspect of our operations which
truly sets us apart. Therefore, any drive to
streamline processes or maximise efficiency
must first pass our acid test of ‘does it
enhance the experience for our customer?’
MODERN INSURANCE | 29

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
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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

EDITORIAL BOARD
Speed is the Key in Stolen
Vehicle Recovery
After several successful years of supporting Police
Forces across the country in the recovery of stolen
vehicles, Nationwide Vehicle Assistance (NWVA)
has now introduced a dedicated Stolen Vehicle
Recovery (SVR) division to support the everincreasing
demand on officers.
Heading up this newly formed unit is Paul Gerrish; bringing 23 years’
experience with Essex Police, he has spent the last nine years working
within their Stolen Vehicle Intelligence Unit (SVIU), driving an area
of work that encompasses stolen vehicle examination, tracking and
recovery.
The SVIU within Essex Police is one of the most successful vehicle
crime units in the UK, working closely alongside LJ Transportation
Division (part of the NWVA Group) in a bid to tackle the recovery or
identification of over £40million worth of assets in the last 2 years
alone.
Paul said, “We have had some very positive results working with the
support of the company – recovering millions of pounds worth of
vehicles within Essex and the home counties.”
He continues, “We know areas in the UK are faced with far higher
volumes of vehicle theft than Essex. Over 110,000 vehicles were stolen
nationally in 2024 alone, resulting in a recovery rate of just under
40%. We can see how insurance companies are losing millions of
pounds in unrecovered assets, so with changes to how vehicle crime is
addressed, this new NWVA service is much needed.”
Today, the majority of vehicles stolen as a result of electronic
compromise (often referred to as keyless theft) will be cloned onto
false identities for re-sale or export, broken down for parts or used in
further crime, never to be seen again. “Vehicle theft is often referred
to as a victimless crime,” Paul adds. “But it’s not – it costs everyone;
financially, physically or personally.”
NWVA operate a 24hr service. Once notified of a theft, they will look
to secure the vehicle within an hour, with recovery following shortly
thereafter. This rapid interception helps to halt criminal ‘activity’,
whilst vehicles are recovered to reduce the overall risk of loss and
claims. On a more personal note, we seek to secure any possessions
that may lie within a stolen vehicle, returning them to owners in
an expeditious manner to improve social perception and public
expectation.
NWVA continue to look at innovative ways to support this, utilising
skills harnessed over many years to deliver unrivaled response and
customer service. In turn, this provision will reduce demand on local
Police Forces, enabling them to manage their limited resources more
effectively.
“Speed is the key,” concludes Paul, “and at NWVA – with our national
reach, as well as our international connections – we really can provide
a service to benefit all parties.”
Mick Jennings,
Managing Director, Nationwide Vehicle Assistance (NWVA)
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EDITORIAL BOARD
Transforming Vehicle Risk Assessment
in the Mobility-as-a-Service Era
In recent years, car leasing has gained prominence
within the Mobility as a Service (MaaS) sector, as
more drivers choose leasing options over outright
purchases. This trend allows consumers to enjoy
the advantages of vehicle use without the longterm
commitment associated with ownership.
During the lease period, insurance, maintenance,
and repairs are generally handled by the broker or
manufacturer, providing drivers with reassurance.
This approach simplifies car use and aligns with
evolving consumer demands for flexibility and
convenience in transportation.
The growth of MaaS is closely tied to the need for advanced
vehicle risk assessment methodologies. This highlights the
necessity for a comprehensive analysis of engineering and
economic factors. Thatcham Research’s Vehicle Risk Rating
(VRR) framework, which transforms the assessment of vehicle
risk within insurance and operational dynamics, plays a key
role.
The VRR framework emphasises vehicle longevity, aligning
with mobility service providers’ goals of maximising
fleet utilisation while minimising maintenance costs. This
encourages manufacturers to design vehicles that support
cost-effective repairs and reduce disruptions.
Within MaaS, the repair pillar evaluates accessibility and cost
efficiency, vital for fleet operators where downtime and repair
costs are significant. The VRR’s assessment helps optimise
fleet composition and maintenance protocols. The integration
of advanced driver assistance systems (ADAS) presents
challenges in balancing safety benefits with repair costs and
complexity. The VRR’s multi-pillar assessment helps MaaS
operators optimise fleet purchasing strategies.
The security pillar evaluates both physical and digital
protection systems, particularly impacting shared mobility
platforms. This analysis influences insurance risk profiles and
subscription pricing models.
Economically, vehicles with lower risk ratings across the VRR
pillars are more attractive in MaaS fleets due to reduced
operational costs and favourable insurance profiles. This
underscores the link between vehicle engineering choices and
their success in the mobility landscape.
The VRR system, implemented in September 2024, is
expected to drive innovation in vehicle design and mobility
service business models, leading to more efficient and
cost-effective transportation solutions.
Jonathan Hewett,
Chief Executive, Thatcham Research
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EDITORIAL BOARD
Looking Beyond Capacity:
Future-Proofing Insurers’ Repair Strategies
In the immediate aftermath of the pandemic, the
unprecedented strain on repair capacity meant insurers
had to prioritise securing availability to keep up with
customer demand. Now, with capacity on the rebound,
they have the opportunity to build future-proofed
networks that go beyond the essentials, and deliver a
more efficient, informative, technologically advanced
claims journey.
As an accident management specialist, Activate Group delivers repair,
engineering, parts supply, and end-to-end claims management for
some of the UK’s best-known insurers. In this article, I want to explore
how some insurers are optimising their repair networks for the future.
Gaining more control over repair costs & efficiency
With motor claims costs continuing to rise, insurers are prioritising
repair networks that can provide stability, transparency, and financial
control. Many are seeking more partnerships with repairers that
demonstrate robust cost control processes, helping manage pricing
volatility while ensuring service quality.
Alongside this, real-time performance reporting and regular data
sharing is becoming a growing expectation in repairer contracts,
giving insurers greater visibility over what inflates costs and
repair turnaround whilst allowing for smarter, strategic network
management.
Achieving network-wide EV and ADAS readiness
As EV and ADAS technology become more commonplace, insurers
need confidence that their repair networks are prepared for higher
consumer demand. Insurers are increasingly looking for repairers who
can cater for the most modern vehicles safely in-house, minimising
cost and turnaround, and reducing the need for manufacturer or thirdparty
input.
Leveraging repair data to fuel predictive claims strategies
Insurers are placing greater emphasis on securing real-time repair
data from their partners to refine insurability decisions and claims
strategies. Many are looking for more granular insights into real-terms
costs, turnaround times, and process exceptions to drive predictive
models, and help them forecast repair trends ahead of time on a
make and model basis.
Unifying service and sustainability goals
The FCA’s Consumer Duty Framework, and the increasing focus
on the sustainability credentials of large businesses, are beginning
to play a significant role in network strategies. Many insurers are
elevating expectations, tracking customer satisfaction metrics, and
pushing suppliers to adopt greener repair practices.
As both consumer and regulatory scrutiny intensifies, insurers are
seeking greater transparency and action from repairers to align with
their own customer service and sustainability goals.
By adopting these strategies, insurers are building repair networks
that are more resilient, efficient, and equipped to navigate the
challenges ahead. As vehicle technology advances, and claims
become more complex, collaboration between insurers and repairers
will be essential for maintaining service quality, controlling costs, and
delivering the best possible outcomes for policyholders.
Adrian Furness,
Managing Director, Motor Repair Network
(an Activate Group company)
Streamlining Processes and
Sustainability at National Windscreens
There is an absolute focus on our core operations at
National Windscreens, which is providing the customer
with a speedy, high-quality repair and replacement service.
We are achieving this by continuing to streamline our glass
delivery, developing career pathways for our team, and
providing robust communication with both our insurance
partners and the policyholder.
Our new logistics and glass distribution system has redefined the
efficiency and accuracy of glass delivery to our locations across
the UK. Increased glass stockholding at our expanded facilities in
Nottinghamshire has been a key factor in generating significant
improvement in our time-to-serve performance and boosting customer
satisfaction. This has helped National Windscreens to achieve a Net
Promoter Score (NPS) that is rated as ‘excellent’, alongside a marketleading
score on Trustpilot.
For the year ahead, we intend to prioritise the development of our
network, our digital journey, and our team. Our fitting and ADAS
calibration centre underwent significant development in 2024, and
we have 16 centres currently being optimised for customer comfort
and efficiency. The upgrades improve the customer reception and
parking facilities; vehicle charging; and additional fitting bays to meet
the increased demand for windscreen replacement and calibration in
workshop conditions.
As well as our bricks and mortar infrastructure, we are intent on
ensuring the digital experience continues to lead the market. This means
providing a simple and frictionless booking process for the customer,
where they can conveniently book an appointment in one simple
interaction. The omnichannel options provide the policyholder with the
method of communication that suits them best.
We understand that technology has a vital role to play in automotive
glass, but we will continue to empower our excellent employees across
all areas to elevate the customer experience. To show our appreciation
for our staff, we recently hosted the inaugural ‘Above and Beyond’
Awards, which celebrated the outstanding contributions of our team
across the organisation.
We also continue to focus on embedding sustainability within our
operations. Our award-winning ESG programme continues to drive
innovation with targeted emission reduction in three key areas:
procurement, transport and energy. Our most recent sustainability
report outlines the detailed emission reporting and our ambitious
decarbonisation strategy that is setting the standard in the market.
Within this programme, we are proud to be the market leader
for measuring Scope 3 emissions, carefully evaluating the most
environmentally conscious partners and suppliers to support our
business. This year, I have challenged Sustainability and Compliance
Manager, Craig Gibson, to drive our environmental programme, with
the hope of reaching even greater heights when the next sustainability
report is released in the summer.
James Reynolds,
Director of Commercial and Finance, National Windscreens
MODERN INSURANCE | 35

ASSOCIATIONS ASSEMBLE
ASSOCIATIONS
ASSEMBLE
Welcome to Associations Assemble!
Modern Insurance Magazine is delighted to be joined by some of the leading
names from our industry associations, organisations and institutes!
This issue voices the thoughts of:
Sue Brown
Chair, Motor Accident
Solicitors Society (MASS)
Mike Keating
CEO, Managing General Agents’
Association (MGAA)
Julie Comer
Head of Compliance, British Insurance
Brokers’ Association (BIBA)
Howard Dean
President, Forum of Insurance Lawyers
(FOIL) and Partner, Keoghs
Anthony Hughes
Chair & CEO, Credit Hire Organisation
(CHO)
David Punter
President, Institute of Automotive
Engineer Assessors (IAEA)
MODERN INSURANCE | 37

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ASSOCIATIONS ASSEMBLE
Sue Brown
Title: Chair
Association: Motor Accident Solicitors Society
(MASS)
Enabling Co-Operation in
the Motor Sector
The relationship between claimant and defendant
representatives has always been a complicated
one. Often combative, not least on behalf of their
respective clients, the relationship may sometimes
feel condemned to endless conflict.
The reality, however, is somewhat different. On the
ground, many claimant and defendant lawyers work
productively together to get the best and fairest
outcome for those that they represent.
This is also true at a policy level. Historically, much has
been achieved through co-operation in determining the
regulatory framework that will operate most efficiently
and effectively. Of course, the path of dialogue and
collaboration is rarely an easy one. History has shown
that there have been initiatives that would not have
happened without an honest dialogue and discussion
to produce some practical solutions to the problems
that we all face.
It is a great shame that, so far, the claimant sector has
been excluded from participating in the Department for
Transport and HM Treasury’s Motor Insurance Taskforce
when considering the issues around the high costs
of car insurance and its impact upon consumers. Our
perspectives may be different, and we would certainly
disagree on some matters, but the claimant sector
could play a valuable role in finding some solutions to
the problem of high motor insurance premiums; issues
such as uninsured driving, claims costs and fraud.
The Taskforce is a welcome initiative brought together
to consider an important issue that impacts millions
of motorists. However, it would greatly benefit from
having the active participation of all those involved
in the sector, giving its work credibility and ensuring
buy-in from all sides of the claims sector. Injured motor
accident victims are, after all, premium payers too.
Mike Keating
Title: CEO
Association: Managing General Agents’
Association (MGAA)
Prioritising Mental Health
Training in the MGA Sector
The fast-paced and entrepreneurial nature of
Managing General Agents (MGAs) makes them
a vibrant and innovative part of the insurance
ecosystem. But this same dynamism can also
pose unique challenges for those working in
the sector. Burnout is not just a buzzword;
it’s a reality faced by many in high-pressure
environments, and if MGAs are to thrive, they
must prioritise the wellbeing of their teams
above all else.
Breaking Down the Taboo
Mental health training is a key step in breaking down the
stigma and taboo that has long surrounded workplace
wellbeing, and today’s organisations must recognise the
inextricable link between mental and physical health. The
MGAA is committed to helping MGAs lead the charge by
embracing a holistic approach to workplace health—one
that is both proactive and reactive. Proactive measures
aim to prevent issues before they arise, such as fostering
a supportive work culture and offering tools to manage
stress. Reactive measures ensure that employees and
managers are equipped to address challenges as they
emerge, with empathy and practical solutions. Together,
these approaches form a ‘one body’ strategy that treats
mental and physical wellbeing as two sides of the same
coin.
Building a Supportive Workplace
Mental health training should be aimed at both
employees and managers, helping to build a workplace
culture that prioritises wellbeing and communication.
Such training highlights the importance of mental
health, the stressors that can affect it, and the strategies
that empower individuals to create positive change.
A supportive workplace culture doesn’t happen by
accident; it requires deliberate actions and initiatives
such as mentorship programmes, access to counselling
services, flexible working arrangements, and regular
mental health check-ins. Small changes—such as
promoting open conversations about mental health
or ensuring workloads are manageable—can have a
significant impact on employee morale and productivity.
The MGAA is here to help MGAs
implement mental health
training and foster healthier
workplaces. We invite you
to contact us to find out
more about how our
training programmes
can benefit your
organisation.
MODERN INSURANCE | 39

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ASSOCIATIONS ASSEMBLE
Julie Comer
Title: Head of Compliance
Association: British Insurance Brokers’
Association
Launching the 2025
BIBA Manifesto
Our 2025 Manifesto has been launched, and the
theme is Partnering to Deliver Value.
The Government has put growth at the heart of its
agenda, and the insurance broking sector can help
the Chancellor deliver on her ambition. The UK leads
the world when it comes to insurance broking, with
brokers placing over £105billion in premiums into the
UK insurance market. Meanwhile, the London market
is larger than those of Singapore, Bermuda and
Switzerland combined. But we need help if we are to
continue to thrive.
Our Manifesto makes six crucial calls on the Financial
Conduct Authority (FCA) to help create a stable,
proportionate regulatory environment so they can
focus on providing innovative insurance solutions to
technological change and emerging risks, notably
those stemming from rapid climate change. These are:
the removal of unnecessary FCA rules; the reform of
product value/fair value assessment regime; reducing
the scope of the Consumer Duty; streamlining
reporting requirements; speeding up authorisations;
and improved performance metrics for the regulator.
Over the past year, BIBA has enjoyed constructive
engagement with the FCA, and the regulator has
listened closely to our members’ views. Our Manifesto
‘asks’ also align closely with the FCA’s secondary
objective to facilitate the international competitiveness
of the UK economy and its medium to long-term
growth.
The importance of this is evidenced in the number of
insurance brokers operating in the UK, which fell from
over 8,000 in 2006 to just under 4,000 last year. We
need to reverse this trend for the sector to continue to
prosper and contribute to the Government’s growth
target. The regulator has a key role to play here.
There is another ‘ask’ in our Manifesto that is worth
flagging. Insurance brokers employ over 100,000
people across the UK in highly skilled professional jobs.
However, there is a future skills gap within the broking
sector. We urge the Government and Skills England
to include these within the training
accessible through the Growth
and Skills Levy. We also seek
support for the upskilling and
reskilling of existing workers,
alongside skills for young
workers within the broking
sector.
Dr Howard Matthew Dean Connell
Title: Director Presidentof Policy and Public Affairs
Association: Chartered Forum of Insurance Lawyers Institute (FOIL) (CII)
and Partner, Keoghs
The London Insurance
Market in 2025: A Year of
Balance and Adaptation
As we enter 2025, the London insurance
market faces a critical year, shaped by evolving
regulation, economic pressures, and rapid
technological advancements. Insurers, brokers
and law firms must navigate these shifts while
maintaining market stability, consumer trust, and
global competitiveness.
Regulation remains a central issue. The UK’s framework
is a global strength, but the new Government may seek
to ease perceived burdens on businesses. Business
Secretary Jonathan Reynolds has already suggested
that Consumer Duty may need rebalancing to support
economic growth. However, a full return to deregulation
is unlikely. Instead, we are likely to see a shift toward
balanced regulation—one that continues to protect
consumers while fostering innovation, investment, and
business confidence.
Consumer protection will remain a priority. The FCA
and PRA will maintain scrutiny over claims handling,
particularly in cases involving vulnerable customers.
With AI and machine learning increasingly integrated
into claims processes, insurers must ensure fairness,
transparency, and ethical engagement. Regulatory
oversight will likely expand to address how automated
systems impact decision-making and consumer rights.
Economic pressures will also shape the market. Inflation,
rising interest rates and the cost-of-living crisis may
strain both policyholders and insurers. This could drive
demand for more flexible, tailored products—particularly
in cyber risk, climate-related insurance and alternative
risk transfer mechanisms. As economic uncertainty
continues, insurers must balance affordability with
profitability while ensuring long-term sustainability.
Technology will be another major force. The rise of
insurtech and data analytics will continue transforming
underwriting, claims, and operations. However,
regulators will likely increase scrutiny on AI-driven
decision-making and data privacy, ensuring ethical and
responsible implementation.
Ultimately, 2025 will be a year
of adaptation. A flexible
yet robust regulatory
framework, economic
resilience and responsible
innovation will be key
to ensuring the London
insurance market remains
strong and future-ready.
MODERN INSURANCE | 41

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kinetic@vizionnetwork.co.uk

ASSOCIATIONS ASSEMBLE
Anthony Hughes
Title: Chair & CEO
Association: The Credit Hire Organisation
Credit Hire: Financial
Priorities for the Year
Ahead
In a volatile claims environment where change is
a constant, assessing priorities is a tricky task. The
credit hire landscape is no different; our members
are operating in a market where the impact of
government reform and the inflationary spiral in
motor claims is still playing out. At a macro level, the
EY motor report expects motor insurers to go back
into the red this year, following a profitable year in
2024.
These days, most credit hire claims are managed
on behalf of insurers, and the major players in the
industry have contractual relationships with their
insurer partners, making them an integral part of
the supply chain.
Of course, we all have to make a living, and our
members will have considered their financial
expectations for 2025 like any other business.
But the industry has also to be mindful of the
regulator’s insistence on improved customer
metrics in claims, and how to deliver a great
experience for customers is also set to remain
high on our members’ agenda.
The Consumer Duty has focused attention on the
claims journey, including mobility provision, and
our member companies will be keen to ensure
that customers have access to a vehicle quickly,
easily and seamlessly while theirs is off the road.
If you are a subscriber, as I am, to the maxim:
‘happy customers equals happy shareholders,’
then you will agree that consistent provision
of a high-quality service which meets or beats
customer expectations is good for your bottom
line.
David Punter
Title: President
Association: Institute of Automotive Engineer
Assessors (IAEA)
Hard Restart
Over the last two decades, we have seen
the rise of automation from various areas.
Whilst this was initially a good move to
drive standardisation, this has stifled quite
a bit of innovation with the decision makers
over time, with workflow being driven down
a narrowly routed outcome as the process
becomes legacy and cannot be amended.
Sadly, on all sides, a number of stakeholders are bound
by a defined outcome. While this was fit for the market
a decade ago, in some cases it has nursed a decision to
be made for ease, rather than efficiency, and indeed a
conducive customer journey.
We need to take a step back, identify the stakeholders
clearly, and collectively decide if the systems and
solutions that have controlled the market for the
last decade are really what the market needs today.
Considering the next logical phase is Artificial
Intelligence and further automation, surely nobody
needs an automated decision-making process that was
not right to start with?
Broken down, we need to look at the overall
requirements and focus on the three P’s: People, Process
and Plant. Empower people and stakeholders to enable a
skill based, verified outcome to better deal with a claim.
Understand what new processes would need to be
created to enable this in terms of viable technology, not
something that slightly improves what we already have.
And finally, identify what plant machinery would be used
to drive core improvement in the market, and endorse
its use.
Yes, this may be a factory restart, but lets review what
could be achieved if we innovate, use great core skills
from relevantly qualified stakeholders, and drive much
better cost control. Rounding things down year-on-year
just reduces the performance, protection and viability,
which is costing time, effort and funds to operate overall.
As insurers come under pressure to build in
improvements to claims, mobility
providers will be judged by
their commitment to great
service; if they live up
to that commitment,
their year-end numbers
will duly reflect that
achievement.
MODERN INSURANCE | 43

ASSOCIATIONS ASSEMBLE
Mike Benner
Title: Chief Executive
Association: Association of Personal Injury Lawyers
(APIL)
Making Use of the Serious
Injury Guide
To quote Henry Ford, “working together is success”. In the world
of personal injury, the epitome of collaborative working between
claimants and insurers is the Serious Injury Guide.
This year marks 10 years since the Association of Personal Injury Lawyers (APIL)
and the Forum of Insurance Lawyers (FOIL) created the best practice guide to
dealing with catastrophic injury cases where damages are more than £250,000,
excluding clinical negligence and asbestos-related disease claims.
The Guide advocates for parties to work together to progress claims to the mutual
benefit of all involved, by putting injured people at the heart of the process. It
encourages building relationships and developing trust between the parties. Its
success demonstrates how it is possible to resolve cases efficiently and effectively
through collaboration between both sides.
Keeping the lines of communication open is the cornerstone of the Serious Injury
Guide’s approach. An emphasis is placed on taking stock of any issues, parking
any areas of disagreement, and moving forward in areas of common ground. This
benefits both parties.
It encourages regular updates between the parties to agree a way forward,
agreeing timeframes and discussion at the earliest opportunity to consider
effective rehabilitation. This might include securing early and continuing interim
payments. Early treatment is essential to the recovery of injured people.
Where appropriate, cases are resolved without the need to go to court, which can
be costly and time consuming, leaving injured people waiting
too long for their cases to settle.
The Serious Injury Guide is regularly reviewed to
ensure that it reflects best practice, making it an
essential tool for handling personal injury cases.
Working in an environment of transparency and
mutual trust is best for all parties, particularly
injured people. We hope more practitioners
make use of the Serious Injury Guide, so its
collaborative approach continues to help secure
successful and timely outcomes for victims of
negligence.
44 | MODERN INSURANCE

THE
FRAUD
BOARD
MODERN INSURANCE | 45

www.globalinsurtechawards.com

THE FRAUD BOARD
EFFICIENCY:
AT WHAT COST?
It’s essential to remember that fraud impacts the premiums
paid by every policyholder in the country because it’s a cost
that carriers pass on to their customers. The latest figures
from the Association of British Insurers show that the
industry identified 72,600 dishonest claims in 2022, with a
combined value of £1.1bn; that’s more than £3m every day in
the UK alone. Moreover, beyond this staggering figure, how
many fraudulent claims aren’t being discovered at all?
No discussion about finance, efficiency and performance is complete
if it doesn’t include a detailed look at how fraud can be minimised
in terms of both its financial and operational impact. Insurers are
transitioning their business models towards straight through decision
making when underwriting policies at the front end, but also at the
back end when evaluating and settling claims.
must also consider its efficacy in the round. Fraud detection tools are
increasingly sophisticated, but their application demands considered
implementation. If, for example, a new screening system flags up too
many false positives, it will add to a claims team’s workload without
uncovering more fraud. This increases operational costs, reduces the
time and resource available to investigate actual fraud cases, and
results in a net financial loss to the business.
It’s therefore essential to question how targeted technology will be in
generating results. For example, Charles Taylor uses an AI-powered
system to scan electronic documents and images that are submitted
to support a claim, and identifies those that have been edited from
their original state. Whilst this would be exceptionally difficult and
time-consuming to do in person due to the volume of work involved,
the technology can do it in fractions of a second.
The challenge at the front end is to validate policyholder and risk
data effectively while not turning away genuine customers and
reducing underwriting volumes. But if the approach is too lax and
isn’t sufficiently robust, this opens the door to fraudsters who are
quick to identify such corporate weaknesses.
A similar balance must be struck at the back end, where there’s huge
commercial value to be gained from settling genuine claims quickly
and efficiently. This kind of service buys loyalty in a market where
customers are primed to shop around, and improved retention rates
are a top priority for any CFO.
As carriers implement more fraud detection technology in a bid to
uncover fake claims and expedite payment for genuine ones, they
The result is a yes/no decision on whether a file has been tampered
with, identifying many that would otherwise have slipped through
the net. Fake documents are a strong indicator of fraud, and so the
associated number of false positives is low. The result is an improved
ability to direct human investigators to cases that are likely to be
fraudulent, and a positive return on the cost of the technology.
In 2025, our focus is on making sure we fully leverage the efficiency
offered by technology, balanced with the expertise of experienced
human investigators to ensure we optimise the way we help fight the
increasing prevalence of fraud in the insurance market.
Bobby Gracey,
Global Head of Counter Fraud,
Charles Taylor
V IS FOR ‘VALUE’,
NOT ‘VANITY’
Why do we need to be better at defining success?
The Search for Savings
We’ve all been there. As the end of the year approaches, inboxes fill
with requests from senior leadership teams seeking updates on the
fraud savings recorded in the past year, as well as predicted savings for
the year ahead.
The super-savers among us find their feedback featuring in company
year-end reports, analyst presentations, and the occasional press
release. But while savings are, and always will be, outcome measures
valuable for assessment of investment return, I wonder if this is truly
the best measure of success in fraud. Reporting increased savings
while simultaneously experiencing spiralling losses is an entirely
possible scenario in our line of work. So, is measuring savings in
isolation a measure of vanity, rather than value?
Exploring the Total Cost of Fraud
I sometimes look at peers working in financial services such as banking,
envious of their ability to report on fraud more holistically. In these
arenas, fraud metrics tend to extend beyond fraud prevention savings
enabled by a greater visibility of materialised losses.
Surely, a combination of savings and losses provides a more rounded
view of fraud exposure? The aggregation of losses - together with the
operational expense of running fraud teams, systems and controls -
provides a powerful measure of overall effectiveness. Behold, the total
cost of fraud!
The total cost of fraud, or rather changes in this cost over time, simply
feels like a more insightful metric for effectiveness. If we invest poorly,
fraud loss remains unchanged, with no offset or return against the
expenditure. Invest wisely, and overall cost exponentially falls as the
investment is returned many times over though fraud loss reduction.
But, as attractive as this metric appears, it remains fraught with
challenges in insurance. First of all, we lack transparency in direct
claims fraud loss. While ‘missed opportunity audits’ and ‘leakage
assessments’ may highlight the overlooked fraud case, unlike banking,
we struggle to really know the full extent of financial loss.
Assessing the indirect cost is also complex. With so many moving
parts in indemnity control, it’s difficult to verify the full knock-on costs
of getting fraud intervention wrong, involving (but not limited to)
missed capture opportunities, or credit hire left to accumulate. It’s also
challenging to understand the fraud loss arising from policy fraud, or
undetected, sleeping, corporate fraud.
Bonfire of the Vanities
These challenges should not deter insurers from pursing improved
ways to measure the efficiency and effectiveness of counter fraud.
Savings will remain a priority metric, but changes in the total cost of
fraud must increasingly form part of a more balanced way of judging
success, and ultimately bottom-line value.
It’s time to burn convention to deliver measures that assess what
matters most. Truly, a bonfire of the vanities.
Matt Gilham,
Director, Whitelk
MODERN INSURANCE | 47

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

THE FRAUD BOARD
A MORE ACCURATE
VIEW OF PORTFOLIO
RISK
I love the old insurance adage about the
insurance salesperson, the underwriter
and the actuary sat in a car. Sales has
their foot on the accelerator trying to
go faster, the underwriter has their foot
on the brake trying to control the speed,
and the actuary is looking out the back
window telling them which way to turn.
New technology and data availability has enabled the
actuary and underwriter to access more information, more
contemporaneously than ever before. However, the view of
historic data and trends remains invaluable.
It is now a hygiene factor to use credit data in the
assessment of risk in both personal and commercial lines.
Beyond creditworthiness and the ability to pay, the data is
seen as a proxy for the probability of claim. However, by
it’s very nature, a credit score is only a snapshot of a point
in time; great during a transaction, but not necessarily
remaining true.
The economy has been through some tough shocks, and
growth appears to be slowing once again, with the dreaded
‘R word’ mooted as a distinct possibility. Such times
mean that more people will be having to consider their
financial circumstances as money gets scarcer, and as we
all know, financial pressure is one side of the fraud triangle.
As pressure ramps up, it becomes easier to rationalise
opportunistic types of insurance fraud.
In a previous role, I worked with insurers who used
commercial credit data to predict claims propensity. I know,
because we proved, that the most predictive factor of claims
was a score that indicated significant financial distress,
based on a deteriorating outlook for the business. It was the
downward trend that told the story. If you are only using
an infrequent, static score, you are missing the trend that
predicts a claim or potential fraud.
For this reason, insurers should consider more frequent
reviews of their portfolio, updating credit and fraud scores
across the board at portfolio level instead of just relying
on event-driven checks, such as those at renewal or claim.
This would provide a more up to date view of the risk in
the portfolio, allow tracking of performance over time, and
enable an improvement to the metrics used when making
those event-driven decisions. It also encourages them to
understand the triggers that could predict a claim or fraud,
and build interventions to prevent these events.
Thinking back to the car scenario then, the actuaries will get
a more contemporaneous view of the risk, and maybe start
looking out of the side windows at what’s going on now,
instead of relying on that glance
in the rear-view mirror. A more
accurate view of the portfolio
risk enables the finance team
to adjust their provisions and
capital modelling, subsequently
building their models with a
greater degree of certainty.
ARE WE PRODUCTIVE,
OR ARE WE JUST
BUSY?
The latest trends, technologies and tools
are often the hot topics when we talk
about tackling fraud. Creating that multilayered
set of controls is an aspiration
for many businesses, and we can often be
tempted to look for a ‘silver bullet’ that is
going to change our world. However, do
we really understand the ecosystem we
are operating in, the dependencies that
we have and the consequences that we
can create?
Implementing a new process or tool normally comes with
good governance and control. This starts with the potential,
the cost and the impact, before arriving at the benefit. Once
the business case is agreed, we are then into the delivery
and implementation stages, all of which will be tested and
measured. Work completed. On to the next.
However, how confident are we that the monitoring and
management of our BAU processes and tools carries the
same rigour as that initial implementation field? Do we really
monitor and understand the impacts of new products and
services, including data impact? What about other people
and process changes within the wider business? Have we
considered wider changes in the market within our supply
and distribution channels? What about deterioration in our
models, or the impact of attrition within our teams and the
wider business?
I’m a Formula 1 fan, but the logic applies to any sport. The
team that end up ‘winning’ in the grand scheme of things
isn’t always the team that wins the first F1 race of the season.
It’s the team that continues to find those ‘marginal gains’ in
the long-run that finds the most success. That same logic
applies in our world; the implementation of any capability is
only the start.
The challenge for us all lies in how we strike that balance
between introducing new capabilities to ensure that we have
the right set of foundational resources that we need, against
the need to ensure that we are continually monitoring,
adapting and evolving all of our BAU models at the same
time.
We need to ensure that instead of just creating lots of fraud
referrals, we remain focused on the outcomes that we are
creating. We need to do that in the most productive way
we can - ensuring that we disrupt as few honest customer
journeys as possible, and remain set on doing our bit to help
expedite the genuine customer journey.
Martyn Griffiths,
Sales Manager UK&I, FRISS
Ben Fletcher,
Head of Financial Crime, LV= General
Insurance
MODERN INSURANCE | 49

BUSINESS GROWTH IN A
In the current climate,
looking at ways to increase
profit margins and
accelerate growth could be
seen as ambitious. The Bank
of England has recently
halved its economic growth
predictions for 2025 from an
already modest 1.5% to just
0.75%, while UK businesses
are now bracing themselves
for tax hikes announced in
the Autumn Budget, to take
effect from April.
However, regardless of the challenges
both in the UK and internationally, savvy
business managers can still find ways to
increase revenue streams and maximise
profits.
Bigger isn’t better
Speaking at ARC360’s Future Vehicle
Technology themed conference last
year, Robert Snook, CEO of Business
Success Global, urged businesses
to make the most of what they had
instead of thinking that getting bigger
automatically meant higher profits.
He said, “Business growth is something
we get suckered into, and we think to
achieve it we have to get bigger. But
there is growth around what you do
now and you should look at that first. It’s
around vision, intent, and culture. They
are the sources of the revenue stream
and that is where growth and tomorrow’s
profit will come from.”
Robert said that capability, functionality
and capacity were the keys to unlocking
a company’s potential – but insisted
the first step was understanding the
business, identifying the areas where it
can be a world beater, and developing a
clear plan to do more of that.
“It’s not about doing more work,” he said,
“but ensuring you are gaining the most
profit from the work you already do. All
work revenue streams are available, you
just have to decide which one to target.
You need to know who your customer
is and, more importantly, who your
customer is not. If you target a customer
that your business is not set up to serve,
you will always play second fiddle, so
stopping is more important than starting.
Don’t just do more work. Understand
what you need to stop doing so you can
focus more energy on what you can be
the best at.”
Technology
Of course, innovation and technology
have opened up new opportunities for
businesses across all industries, enabling
them to develop new products, target
new customers, and introduce new,
efficient work processes.
AI is having the most significant impact
on all areas of insurance, from risk
assessment, claims handling and fraud
detection. Focusing on just one area
where it is transforming the sector, Tim
Goodman, Managing Director, ICAB,
revealed how AI and predictive analytics
are enabling home and property insurers
to pre-empt surge events and identify
high-risk areas by overlaying weather
data with policyholder information.
Speaking at ILC’s Home & Property
Claims Conference in November, he said:
“We’re moving from reactive response
to predictive intervention. AI allows us
to warn customers, prepare suppliers,
and make data-backed decisions that
reduce overall claims impact. And AI is a
learning tool, so every event helps refine
predictions, improving accuracy and
readiness for the next surge.”
Human touch
However, faced with such obvious
benefits, the temptation is to put too
much faith in technology and pin
all growth hopes on new solutions.
Ultimately though, it is the people
working within a company that will
determine its future trajectory – and this
is especially true in an emotive industry
such an insurance, where understanding
the customer’s needs and offering an
individual response is invaluable.
Gavin Rowell, Director of Loss Adjusting
& TPA Services at Innovation Group, said:
“Claims adjusters are now expected to
be surveyors, investigators, customer
service representatives, and even
guidance counsellors. AI can handle data
processing, but it can’t replicate the
nuanced decision-making and emotional
intelligence required in high-stakes
claims.”
Robert agreed, and urged businesses
to remember the pivotal role managers
have on their teams. He insisted that
investing in people is where the real
return on investment is found.
He concluded: “If you want to grow as an
organisation, grow the people and they
will grow the business for you.”
50 | MODERN INSURANCE

Artificial
Intelligence
Artificial Intelligence (AI) has made significant
strides in recent years, transforming industries,
improving efficiency, and enabling new technological
advancements. From self-driving cars to intelligent
personal assistants, AI has demonstrated remarkable
capabilities. However, one fundamental limitation that
persists is AI’s inability to have its own opinions. This
limitation stems from the very nature of AI, its design,
and its reliance on data and programming rather than
personal experience or subjective reasoning.
Did that first paragraph make sense to you, the reader?
If it did, then we must congratulate ChatGPT, which I asked to write an
article about the limitations of AI. This was the unedited version of the first
paragraph of its response.
So, I guess the good news is that if you are an opinionated legend in my
own lunchtime such as I, then you are safe for a while… until such time as
AI learns how to really think original thoughts.
I’ve often seen marketing hype surrounding AI that gravitates towards a
belief in their own publicity. AI is fed a gazillion pieces of information
from across the web, your own databases, historical experiences
and so on, before being asked to pass judgement on the merits
(or otherwise) of a claim. AI makes the subjective become
supposedly objective in the sense that ‘opinions’ no
longer matter and, instead, outcomes are predetermined
by the old but still valid dictum that if you
put rubbish in, then you ‘get rubbish out’.
Nowadays, we can expect there to be a huge degree of conformity in
decision making that will relieve hard-pressed claims departments of the
drudgery and difficulties presented by the demand from customers who
nearly always expect positive decisions and prompt settlement.
But woe betide the set of circumstances that is very nearly the same as
any other. Or is so close as to be indiscernible except, perhaps, that the
policyholders are very different and need different treatment. Or maybe
the final outcomes need subjective decision making by the claimant (cash
settlement or repair?) but are subtly encouraged by the AI to go down
the preferred route as dictated by the insurer. Or perhaps the customer is
naturally suspicious of AI driven decisions. Or maybe the AI finds it difficult
to put itself in the emotional shoes of the policyholder facing yet another
flood in their property…
Final Thoughts
As AI continues to evolve, it is essential to acknowledge and address its
limitations. The inability to form opinions may be seen as a drawback, but it
also underscores the importance of human-AI collaboration. By leveraging
AI's analytical capabilities while relying on human judgement and values,
we can create a more balanced and ethical approach to technology. The
future of AI lies in its ability to augment human potential, not in mimicking
human traits such as opinion formation.
(By the way – in case you hadn’t realised – the last paragraph was
written by ChatGPT. Do I sense the beginnings of an opinion
being formed here?)
AI Rules OK
This newfound objectivity is not necessarily a bad
thing. Indeed, it is the very inconsistency of
human judgement when presented with
the same, or similar, facts that forms
part of the AI attraction.
Eddie Longworth,
Director, JEL Consulting
Claims and Supply Chain
Development
MODERN INSURANCE | 51

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SUPPLY CHAIN MANAGEMENT
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access to cases instantly.

THE FUTURE OF CLAIMS MANAGEMENT
For many years the claims process has relied on a straightforward path of services;
the supply chain. Much like a single-file procession, each link in the chain depended on
the next to keep the claim process moving from FNOL to invoice. However, advances
in artificial intelligence, automation, and data analytics have reshaped this traditional
model. Instead of a chain, we now operate a three-dimensional hub; a dynamic,
interconnected network that offers unprecedented agility, visibility, and control.
At Laird, our expertise has traditionally been centered
on engineering assessments. However, we are currently
undergoing a digital transformation. Our work now involves
close collaboration with a wide range of stakeholders,
including insurers, claims management companies (CMCs),
bodyshops, hire car companies, salvage agents, and, most
importantly, car owners.
From Linear Chain to Multi-Directional Flow
In the old supply chain model, each participant performed
their function before passing the “baton” to the next,
with communication flowing in a linear, often limited
manner—typically restricted to fulfilment and status
updates. This lack of real-time visibility frequently led
to delays and inefficiencies.
At Laird, we use Swiftcase, an AI-powered platform,
offering real-time data sharing across all nodes, with the
policyholder at the centre. This means, for example, that
the hire team can be alerted to an unroadworthy vehicle,
the bodyshop instructed, and the driver kept informed—all
without waiting for the CMC to process the engineer’s
report. Instead of one link at a time, all stakeholders
connect simultaneously, creating a robust “hub” of activity
with multiple, constantly shifting pathways.
This multi-directional data flow improves our ability to
quickly source and deliver vital information on vehicle
damage, repair and hire times, roadworthiness, and repair
types—ensuring every stakeholder has access to what they
need, when they need it.
Meanwhile, automation streamlines repetitive tasks
such as data input, vehicle valuations, estimating, and
communications. By reducing manual workload, our teams
can focus on higher-value responsibilities and provide the
personal service that sets us apart.
Subheader: Collaboration in a Hyper-Connected Era
The shift from a traditional supply chain to a dynamic,
three-dimensional network fosters deeper collaboration
across the repair industry. Laird serves as a central hub,
seamlessly connecting engineers, bodyshops, hire car
providers, and insurers to create a real-time, data-driven
view of a vehicle’s repair needs—keeping the driver at the
heart of the process while aligning with key consumer duty
principles.
As AI and automation take on more routine tasks, human
expertise continues to evolve. At Laird, we invest in ongoing
development, equipping our engineers and teams with
enhanced digital skills, new software capabilities, and the
ability to work seamlessly within our expanding partner
network.
Challenges and the Road Ahead
While AI enables faster, more precise data analysis,
it cannot (yet) replace the nuanced judgment of an
experienced automotive engineer or claims specialist.
Several Visual Intelligence (VI) estimating systems exist,
but they currently offer only a two-dimensional view of
damage, often missing significant latent issues. While
effective for assessing scratches and dents, they fall short,
and can be dangerous, when evaluating serious collisions.
AI and automation have transformed our traditional supply
chain into a dynamic, interconnected network. This
three-dimensional model enhances efficiency, reduces costs
and key-to-key times, and provides real-time transparency.
The result is an improved experience for all stakeholders,
from hire companies and bodyshops to insurers and CMCs,
and, most importantly, for the driver.
We’re not just adapting to these sweeping changes; we’re
driving them forward. By combining human expertise with
AI-driven insights, we deliver faster, more precise solutions
without sacrificing the personal touch our clients rely on.
The focus is no longer just on moving a product through
a chain, it’s about navigating a living, evolving network of
possibilities.
Looking ahead, 2025 promises to be a landmark year
for AI-driven solutions, particularly with the large-scale
implementation of GPT and Agentic models within
Swiftcase. These advanced language models will enable
near-instant analysis and interpretation of complex
documents, from third-party queries to highly detailed
engineering reports, while intelligent agents will actively
propel the system forward. In practical terms, GPTenhanced
tools will streamline communication across our
extended network, enabling rapid collaboration between
CMCs, bodyshops, hire car teams, and other service
providers supporting vehicle repairs.
Whether it’s automatically generating
comprehensive damage assessments
or creating swift, data-driven pricing
strategies, AI will unlock new
levels of efficiency and accuracy.
Ultimately, this intelligent
automation will keep Laird at the
forefront of the evolving supply
network, delivering real-time
insights and enabling faster, more
informed decisions on behalf of our
clients.
Nik Ellis,
Director, Laird Assessors
MODERN INSURANCE | 53

The UK’s Leading Repair
Management Network
Optimised repair solutions that keep your claims process moving.
550+ PAS10125-approved bodyshops and 780+
manufacturer-approved locations nationwide.
Industry-first Level 3 EV-certified repair
network ensuring safe, high-voltage
vehicle repairs.
Fully digital claims repair ecosystem
with AI-driven deployment and real-time
performance tracking.
Seamless insurer FNOL integration reducing
key-to-key times and optimising repair capacity.
Expert-led repair management with
strict compliance, ESG standards, and
quality assurance.
Specialist solutions for complex repairs,
ensuring high-quality vehicle restoration.
To find out more, call us on 0330 1000 270, email us at
info@national-arg.co.uk or visit www.national-arg.co.uk

REPAIRING THE FUTURE:
DRIVING EXCELLENCE IN REPAIR
MANAGEMENT
Since 2009, National Accident Repair Group
(NARG) has set the benchmark in accident
repair services, delivering nationwide
coverage with a network of over 550
PAS10125-approved bodyshops. Trusted
by major insurers and fleet operators, we
specialise in seamless repair management;
balancing efficiency, technical expertise, and
customer service to keep vehicles on the road
with minimal disruption.
With vehicles now demanding increasingly complex
repair needs, technical expertise in the procurement,
deployment, and management of repair capacity is
more critical than ever. Our network includes 750+
manufacturer approvals, ensuring repairs are completed
to the highest standards while meeting cost and efficiency
targets for all stakeholders. Recognising the rise in
electric vehicles, we have proactively partnered with
350+ repairers to achieve Level 3 EV repair certification;
updates to our in-house triage software further enhances
this by intelligently identifying EVs and deploying them to
qualified repairers, guaranteeing safety and compliance.
Evolving Repair Needs
In an evolving industry, resilience and adaptability define
success. Over the past three years, our carefully selected
network has not only endured industry challenges but
emerged stronger, thanks to strategic investments in
people, equipment, and process refinement. Our network
is built for performance, and we partner with forwardthinking
repairers committed to long-term excellence,
ensuring a network that consistently delivers quality
and efficiency. Repair management includes everything
from repair centre training, proactive repair progression
handling, and capacity assessment through to audit. We
pride ourselves on the stringency of our checks for quality,
safety, and customer satisfaction.
A Smarter 2025 Roadmap: Leading the Next
Era of Repair Management
2024 was a transformative year for NARG, defined by
strategic progress and focused innovation. The ongoing
expansion of our network has reinforced our position as
the leading specialist in accident repair management. Our
commitment to excellence ensures we remain a trusted
partner for insurers and fleet operators, offering industryleading
solutions tailored to the evolving automotive
landscape.
As we enter 2025, NARG is embracing a bold new era,
driven by technology, expert repair management, and realtime
performance insight that continuously informs and
improves our decision triaging. Our redefined approach
integrates specialist-led repair solutions with cutting-edge
software, whilst also ensuring ESG and compliance remain
at the core of our operations. By embedding automation,
AI-driven decision-making, and real-time performance
management, we continue to streamline processes,
enhance efficiency, and reduce key-to-key times for our
partners.
Our digital-first strategy is underpinned by a commitment
to continuous innovation. The expansion of our Level 3
EV-certified repairer network, alongside manufacturerapproved
repair partnerships, enables us to stay ahead
of the curve in complex vehicle repairs. Through our
advanced claims management ecosystem, we provide
seamless integration with insurers, optimising deployment
and ensuring every repair is handled with precision.
In 2025, NARG is not just evolving, we are redefining
what it means to be a leader in repair management. With
a renewed focus on innovation, efficiency, and expert-led
repair solutions, we are strengthening our network to meet
the demands of an ever-changing industry. Our constantly
developing and expanded EV-certified repairer network,
combined with data-driven decision making and client-led
systems and processes, ensures we remain at the forefront
of repair management and that each and every one of our
clients experiences a seamless repair journey as standard.
This is more than just progress; it’s a strategic
transformation. By harnessing the latest advancements
in AI, automation, and ESG-driven compliance, we are
creating a smarter, more resilient repair network. Our goal
is simple: to deliver repair excellence at scale, ensuring
every vehicle is repaired with precision, speed, and care for
our clients and their policyholders.
As we look ahead, NARG is preparing for an exciting new
chapter. Our vision for the future includes a refreshed
strategy, enhanced service offerings, and a brand evolution
that reflects our leadership in the industry.
Victoria Turner,
Chief Executive Officer of NARG
MODERN INSURANCE | 55

Driving ADAS Growth
Through Innovative Calibration
Technology and Remote Services
Phil Peace, Managing Director of Repairify International, outlines the company’s
achievements and highlights from 2024, discussing how its plans and developments
will assist repairers to grow their businesses through adopting ADAS solutions inhouse.
As the automotive industry rapidly evolves
with advanced driver-assistance systems
(ADAS) and cutting-edge diagnostics,
Repairify International continues to
lead the way with innovative calibration
technology and Remote Services,
having recently been awarded a patent
by the EU Patent Office for its Remote
Services technology. The past year has
been a period of unprecedented growth,
solidifying Repairify’s position as a global
leader in modern diagnostics, calibration,
and ADAS solutions.
Expansion and Growth in Europe
The international division of Repairify
Inc. is based out of the UK, with over
4,000 European workshops now using
Repairify Remote Services alongside some
140,000 remote events being successfully
completed by Repairify’s international
team. Benefitting from the global resources
of the Repairify business, we have been
able to establish efficient operations to
create a market-leading environment for
Remote Services across our patented
technology, with over 140 OE tools in our
European Datacentre and over 800 OE
tools globally.
Supporting this achievement, Repairify
has expanded further into Europe with
the opening of its office in Italy in January
2024, making it more convenient and
cost-effective for European customers to
access its advanced vehicle diagnostic and
calibration technology.
Spearheaded by Business Development
Director, Santiago Malbran, this expansion
reinforces Repairify’s commitment to
maximising growth opportunities and
identifying new revenue streams that will
benefit customers across Europe.
Repairify is forging ahead with its planned
expansion to establish a structure across
Europe that will drive continued growth.
This ensures our European customers
have a simple and efficient route to our
products and services. With a combination
of technology, local language and
multilingual staff in our European offices,
we can support customers more effectively
in resolving the challenges they face.
Investing in Future Talent: The Digital
Technician Apprenticeship Programme
To help address the sector’s acute skills
shortage, Repairify is launching the
industry’s first bespoke Digital Technician
Apprenticeship Programme in conjunction
with world-class training provider, QA.
This scheme will create exceptional
employment opportunities for young
technicians looking to embark on a modern
apprenticeship journey, providing them
with:
• Industry-leading training and hands-on
experience with cutting-edge tools
•Specialised expertise in diagnostics,
calibration, and vehicle software
programming
• Cloud-based management skills to
enhance efficiency and operational
excellence
As part of the programme, apprentices
will gain core IT skills, develop expertise in
fault resolution, and learn to troubleshoot
advanced vehicle systems, ensuring they
are prepared for the future of automotive
repair.
Commitment to Quality and Sustainability
Repairify UK Limited has been awarded
the ISO 9001 quality management
standard, demonstrating its continued
investment in scaling operations while
maintaining high-quality services. This
accreditation ensures the company
constantly monitors, manages, and
enhances the skills and quality of its
people, products, and services to meet
customer expectations and regulatory
requirements.
Additionally, following audits at its
Luton and Peterlee sites, Repairify
has successfully retained the ISO
14001 accreditation for environmental
management. This certification highlights
the company’s commitment to effective
carbon emission management; responsible
waste management practices; compliance
with environmental regulations; sustainable
energy usage and fire safety standards.
Continuous Professional Development
and Training
As part of its strategic focus on lifelong
learning and continuous improvement,
Repairify has made significant
investments in IMI ADAS and EV training
programmes for its employees and
technicians. This ensures that Repairify
remains at the forefront of ADAS
calibration services, giving repair shops
confidence in their capabilities while
unlocking new revenue opportunities.
All technical staff have achieved IMI ADAS
AOM230 certification, equipping them
with the skills to accurately interpret
vehicle-specific ADAS features and
determine the appropriate calibration
methods. Furthermore, Astech’s Master
Technicians have qualified in the IMI Level
3 Hybrid and Electric Vehicle (EV) training
programme.
Repairify’s strategic commitment to
continuous professional development
ensures our staff remain at the cutting
edge of technology. By keeping their
certifications up to date, our technicians
can confidently address EV-related
challenges and provide expert guidance.
This not only strengthens our customer
support but also opens up new revenue
opportunities for repair businesses working
with EVs and hybrid vehicles.
Looking Ahead
Whilst we’re still a little way from fully
autonomous vehicles being widespread
on our roads, the technology to facilitate
this is increasing, creating challenges for
our customers on a daily basis. It’s hard
for even the OE’s franchised dealers to
keep up with this pace of change, meaning
its really challenging for the aftermarket.
Therefore, we are focused on providing
support for customers in various guises
to ensure that we can return the vehicle
to the road quickly after repair. Safety is
paramount, forming a significant part of
our company vision.
We also have a clear plan for expansion,
and will build on the award of last year’s
patent to drive commercial benefits, all
while ensuring that our customers get
the benefit of our constantly evolving
technology.
With an industry-leading apprenticeship
programme and a strong commitment
to quality and sustainability, Repairify
International is poised to shape the future
of ADAS diagnostics and calibration
services across Europe. By combining
cutting-edge technology with skilled
expertise, the company is setting new
standards in Remote Services and vehicle
diagnostics, ensuring that workshops and
technicians can keep pace with the rapidly
evolving automotive landscape.
Phil Peace,
Managing Director,
Repairify International
MODERN INSURANCE | 57

Where does electric fit into
insurers’ supply chains?
Europcar is on a mission to be
the insurance sector’s most
sustainable vehicle replacement
provider. Sustainable mobility
is at the heart of all our
operational and customerfacing
objectives; not just
because it makes commercial
sense, but because it is the right
thing to do for the future of the
planet. People need to get from
A to B; it’s our job to make that
as sustainable as possible, and
the initiatives undertaken in
the last year have significantly
shifted the dial for Europcar, our
customers, and the insurers we
support.
Our strong partnership with OEMs ensures that
our BEV and PHEV fleet has grown significantly.
Now a wide choice of electric vehicles across
a range of models and use cases enable
us to meet insurers’ customer expectations,
from the Kia Niro EV, Skoda Enyaq and Jeep
Avenger to the Tesla Model 3, Mercedes-Benz
EQ models and Polestar 4. We have also
added several electric van models to the fleet,
supporting insurers’ underwriting businesses
and individuals running commercial vehicles.
Combined with our investment in training,
development and infrastructure, we are
confident that no other national rental provider
serving the insurance sector has made the
same scale of commitment to sustainability.
Indeed, our figures speak for themselves. Over
70% of our Deliver & Collection stations are
electrified, which is significantly greater than
any other national rental provider. And 14%
of our fleet is PHEV/BEV, with a significant
proportion suitable to deliver an EV like-for-like
experience for policyholders.
We have also reduced the environmental impact
of our own operations. The use of electric cars
and bikes for our delivery and collection service
in 2024 alone equated to 78,516Kg in CO2
savings. Increased recycling has reduced waste
going to landfill, water recycling is used for car
washes, and a switch to LED lighting and energy
efficient rated appliances has reduced kWH’s
consumed across our network.
A growing EV parc that needs to be
served
Europcar is ready for the electric revolution.
However, is the insurance sector also prepared?
Sales of new fully electric and plug in hybrid
cars reached nearly 550,000 in 2024. Fully
electric cars represented 19.6% market share
of all new cars registered. The used electric car
market saw a big boost too, with 188,382 fully
electric cars changing hands in 2024 – 57.4%
more than the year before. And new analysis
suggests that sales of battery electric vehicles
(BEVs) will increase to 440,000 in 2025. Whilst
the numbers are below targets, they still represent
a growing market that insurers need to be able
to service. However, several barriers seem to
present issues.
EV driver expectations
The biggest issue probably relates to the use of
EVs as replacement vehicles by the bodyshop
sector. We know that electric car owners want
and expect a like-for-like replacement if their
vehicle is off the road. Research conducted at
the start of 2025 found that 89% of electric
vehicle owners expect their insurer to provide a
like-for-like replacement. However, of those who
had required a replacement vehicle following an
accident, only 65% had received one.
To date, insurers unable to offer electric
replacements have found consumers are usually
content with an ICE replacement vehicle while
their EV is repaired, as long as the repair is quick,
and their premium remains low. However, as EV
ownership grows, customers will be less willing
to compromise when it comes to getting a ‘likefor-like’
EV. They made a conscious decision
over their vehicle choice, and won’t welcome
being put into an ICE vehicle.
For salary sacrifice or fleet customers, there’s
also a ‘benefit in kind’ (BIK) consideration and
personal tax liability for driving an ICE vehicle,
which will make the conversation more complex.
Being able to offer ‘like-for-like’ will become
critical for policyholders’ financial circumstances.
An EV equipped supply chain
However, it seems this issue is particularly
complex in the area of ‘at fault’ claims. For ‘non
fault’ claims, the policyholder generally receives
a like-for-like EV which the credit hire company
will be able to source in most cases. For ‘at
fault’ claims, however, it seems to be a different
story. In practice, what tends to happen is the
policyholder is provided with whatever vehicle
the bodyshop has available as the insurer tries
to control claims costs. This puts the onus on the
bodyshop to manage the customer’s expectation
and potential dissatisfaction.
For the insurance sector to effectively support
the EV car parc – and manage customer
expectations – it needs to get to a place where,
irrespective of fault, an EV driver receives an EV.
After all, if a policyholder’s vehicle has automatic
transmission, they wouldn’t be offered a manual.
However, a recent study of insurance industry
professionals commissioned by Europcar
revealed that less than half (42%) only offer
a limited selection of EV options for claimants
driving those types of vehicles. More than a third
(37%) noted the biggest challenge to providing
this option was limited availability of EVs from the
replacement vehicle supply chain.
The focus, therefore, needs to shift to ensuring
the supply chain has access to electric vehicles
– cars and vans – as they need them. For many
bodyshop operations, owning a fleet of electric
vehicles alongside ICE models is clearly a big
commitment. However, insurers could put in
place agreements with replacement vehicle
58 | MODERN INSURANCE

providers like Europcar, with a good selection of
electric vehicles to be accessed by body shops
on a case-by-case basis.
GTA is a driver
The other barrier to EV for insurers at the moment
relates to the lack of a specific EV category
within the ABI GTA. At Europcar, we have talked
about this a great deal over the last 12 months,
and appreciate that the CHO is working hard to
resolve the issue.
Having a specific EV category within the
ABI GTA would help to remove some of the
uncertainty around credit hire costs recovery, as
well as claims friction and unnecessary litigation.
It is understandable, however, that adding EV
rates onto the GTA is a current challenge due
to the disparity of EV use across the country.
With greater penetration in the South than the
North, this inevitably creates a supply gap
too. There is currently a greater proportion of
garages and dealerships that can support EV
drivers in the South than the North. This regional
difference means credit hire organisations are
charging insurers different rates, with rural areas
being higher due to limited supply and delivery
distance. The fact that there is no benchmark
within the GTA for EVs means that some CHOs
can charge higher rates with little negotiation.
Supply in a maturing market
Several positive steps are being taken to help
ease the EV demand pressures, including work
on the GTA 2.0 which will look to remove
frictional costs from the process and smooth
relationships between subscribers. However, a
spotlight needs to be put on continuity of service
and how the insurance industry will combat EV
availability issues.
in the recoverability of a claim. However,
regardless of timings, tailored solutions are
needed for the insurance sector to provide
replacement vehicle solutions that are fit for
purpose– particularly as more businesses and
individuals buy into an electric future and won’t
want to be forced back into petrol or diesel
when their vehicle is off the road. Moreover,
an insurer who understands the needs of its EV
customers could create a significant competitive
advantage. For those who don’t, it could become
a critical customer service issue – and certainly
not one that insurers will want to have to fix.
The sector would do well to look outside the
usual sources of vehicles – partnering with a
rental company with a strong national network
and a comprehensive fleet of EVs could help
ease future supply pressures and targets.
Plus, excellent customer care and evolving
service must remain front of mind, with greater
investment made by the aftermarket sector
into the training of dedicated technicians and
handlers for the growing parc of EVs.
Europcar is the supplier of choice for the
insurance sector, providing sustainable
mobility solutions that enhance the
customer experience and support customer
acquisition and retention goals.
To read more about Europcar’s Insurance
solutions visit
www.europcar.co.uk/en-gb/p/business/
insurance
EV inclusion within the GTA would likely
encourage more ‘like-for-like’ replacement
vehicles because there will be a heightened
confidence amongst credit hire organisations
James Roberts,
Head of Insurance Sales,
Europcar Mobility Group UK
MODERN INSURANCE | 59

A Bright Future with
TBRN
TBRN are a unique, property claims management specialist working
alongside Insurers, Managing General Agents, Loss Adjusters,
Solicitors, Third Party Administrators, and Self-Insured entities.
There are two distinct areas of the business. The first works
with (and on behalf of) general insurers and loss adjusters,
dealing with claims for general insurance perils. The second
area of the business handles claims for Third Party Property
Damage following public liability and motor incidents, the
latter geared towards Third Party Administrators, insurers and
self-insured entities.
We also have contractor and surveying networks engaged
with both areas of the business for validation and fulfilment
purposes. Our diverse contractor network, extending beyond
all trades contractors, provides an underwritten 24-month
warranty on all work undertaken.
What We Do
We place Customer Care at the heart of everything we do, with
our Claims Concierge team working closely with customers,
contractors and clients alike. This ensures dedicated ownership
of the claim, with the Concierge working closely with our
Internal Surveying Team who own the technical aspect of every
claim.
We proactively utilise our Intelligent Contractor Allocation
System (acting as a balanced score card), enabling us to
fairly and accurately allocate work based on performance
and capacity whilst allowing us to monitor and measure
performance at the same time.
Our Value Engineering Process incentivises contractors to work
with us to engineer additional value into the claim, such as
working to reduce Alternative Accommodation expenses, or
proposing alternative materials or methods which reduce costs
and achieve our joint goals of managing indemnity spend.
We enjoyed tremendous success in our Third-Party Property
Damage work in 2024, saving over £1 million for our s
elf-insured and Insurer clients. Overall, TBRN dealt with claims
in excess of just over £16 million in value in 2024.
Our People
Our employees are the heart of our business, and we
are dedicated to their growth, wellbeing, and long-term
development. From the moment they join us, our individually
tailored induction programme ensures that they feel supported
and in receipt of the necessary information and knowledge.
We believe that learning never stops, which is why we invest
in ongoing training and professional development whilst
supporting professional qualifications to help our teams reach
their full potential.
Over 77% of our internal surveying/technical claims team hold
Cert CII and/or a relevant building surveying qualification.
Over 75% of our Claims Concierge team have undertaken
the CII Foundation in Insurance Test (or equivalent training/
certification), and we have every faith in those who have signed
up for qualifications so far in 2025.
In 2024, we reinvigorated our Continuous Improvement
Team that continues to play a key role in driving innovation,
enhancing efficiency, and implementing best practice.
Our Social, Charity & Wellbeing Team (Team EPIC) fosters
a positive, inclusive workplace culture, organising activities
that promote mental and physical health, supporting charity
fundraising, and engaging with local communities. The business
also donates charity leave days for staff to work on projects
local to their own areas.
We are also deeply committed to sustainability. Our Green
Team leads initiatives to reduce our environmental impact,
championing eco-friendly practices that align with our values
and corporate responsibility goals. In 2024, we partnered with
Treefo, a Feefo initiative, to plant trees linked to customer
satisfaction surveys. We planted more than 500 trees in 2024
and plan to build on this number in 2025.
Digital Journey
As self-serving technology options appear in our daily lives,
we are embracing the opportunity to focus upon the correct
outcomes, embracing new products and improving processes
to ultimately build the right capabilities and add business value.
In recent years, TBRN has invested heavily in digital
progression, so whilst our people and their skillsets remain key
to what we do, technology must facilitate and enhance their
skills for the benefit of all stakeholders. We believe that for any
claim, having the right people with the right skills is paramount.
Particularly when using the right technology.
We are currently enhancing the various tools that we operate
in terms of their functionality, including additional automation
strategies where that is beneficial. The aim is for us to blend
digital and human capabilities whilst ensuring that our core
objectives and those of our clients and their customers are
maintained.
Customer Service
In January 2025 (and for the second consecutive year), we
were awarded the Feefo Gold Trusted Service Award, an
independent seal of excellence, which recognises businesses
that consistently deliver a world-class customer experience.
The award is unique because it reflects a dedication to
providing outstanding customer service by analysing feedback
from real customers. The award reflects how hard our people
work to listen to our clients and their customers in order to
keep them happy.
As we move into 2025, we will continue to listen to them and
deliver what they want.

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Moving
Forward at
Climate change also continues to make our weather unpredictable. Last
year, we saw storms increase in frequency and intensity, with heavier
rainfall and treacherous conditions on the roads caused by snow and
ice, something which is only set to continue.
Therefore, we’ve invested in companywide carbon literacy training to
ensure that our teammates understand the human impact of climate
change, and have achieved the highest accolade of Platinum from the
Carbon Literacy Project.
To date, we have supported over 200 apprentices to learn new
skills, gain industry recognised qualifications, and receive potential
progression opportunities within our business. Not only is this supporting
the ongoing personal development of our teammates, but it is enabling
us to create succession planning for both Copart and the wider
automotive sector.
Here at Copart, we know that maintaining our
position as global leader in online vehicle
remarketing and recycling means continuing
to lead, grow, and deliver.
In the UK, we handle 500,000+ vehicles each year through our patented
online ‘live’ auctions, maximising returns for our customers through
exposure to our global buyer base.
We deliver service excellence and value throughout the total loss
process, and offer the UK’s largest inventory of quality assured green
parts through our Green Parts Specialists brand.
Demand for our services continues to grow, and as the UK car parc and
climate keeps changing, so do we. With 32 locations across the UK and
Ireland, we have the most extensive landbank in the industry - with no
plans to slow down!
This, combined with patented and cutting-edge technology and a 500+
transport fleet, means we can be where our customers need us to be,
more reliably and more quickly than anyone else.
As part of an extensive and ongoing ‘Land & Expand’ strategy, we’ve
been investing heavily in acquiring land and expanding our existing
sites. This strategy is set to continue - enabling growth, providing
capacity for increasing EV volumes, and escalating the reach of our
industry-leading emergency response services.
We’re filling skills gaps and futureproofing our industry with our Driver
Academy programme and engineering apprenticeships, whilst nurturing
future leaders through our Coaching, Team Leader, Supervisor, and
Departmental Manager apprenticeships. We’re keen to be seen as an
‘Employer of Choice’, so we’ll continue to broaden our range of job
opportunities and seek different types of talent as the market evolves.
We remain proud and vigilant to keep equality, diversity and inclusion
central to our workforce, and our Copart Cares strategy lies at the heart
of everything we do. As such, we maintain teams that will deliver the
very best service to our customers.
Moreover, as a major partner to the insurance industry and a significant
number of automotive sector businesses, we remain strongly focused
on sustainability and creating our own ‘eco-system’ of services moving
forward. We’ve taken huge strides with the Green Parts Specialists
area of our business, enabling us to offer the UK’s largest inventory of
affordable quality assured green parts.
This is supported by our Cash for Cars business, which provides a
feed of mainly undamaged vehicles into the green parts network, and
our U-Pull-It sites where ‘end of life’ vehicles are processed to provide
people with the opportunity to pick affordable vehicle parts.
We’ll continue to invest in expanding and improving these
recycling services for our customers. Always looking to the future.
Always anticipating our customers’ needs. Always moving forward.
We also have three new Operation Centres under development at the
moment, which we anticipate being fully operational by 2026. By adding
strategically positioned new locations, we can always be there for our
customers and their policyholders to collect, handle and store vehicles
quickly and efficiently, whatever the situation.
2025 is set to be another year of exciting landbank announcements for
Copart as we set the wheels in motion to complete expansions at our
Operation Centres in Belfast, Castledermot, Chester, Peterlee, Sandtoft,
and Wisbech. And, with sustainability always a priority, the strategic
expansion of our operational network will help to reduce road miles for
our customers, buyers, and transport fleet.
Our continued growth will enable us to house our growing number of
additional services and provide dedicated space for the safe handling
of electric and hybrid vehicles, which have more complex tech, more
potential hazards, and heavier weights than ICE vehicles.
We’re also in the process of upgrading our transport fleet to handle
increased weights, and we’re continuously upskilling our people to
ensure the safe handling, assessment, maintenance and resale of these
specialist vehicles.
Jane Pocock,
CEO, Copart UK & Ireland
But reinvestment into our business, ensuring that we continue
to deliver more for our customers, is also about our people. The
continued success and growth of our business in line with customer
demand means that we're always actively recruiting the right people
in the right places. We have many initiatives in place to proactively
futureproof our talent pipeline, such as our Driver Academy and Copart
Apprenticeships, where we offer a wide (and growing) range of both
operational and corporate pathways - including engineering, finance,
marketing, and more.
MODERN INSURANCE | 63

ONE TEAM,
ONE AIM
BE THE
BEST
CONTACT US
0141 280 9521
info@aimbms.com

AIM BMS: LEADING
THE WAY IN INSURANCE
REPAIR AND RESTORATION
SERVICES
At AIM Building & Maintenance Services (AIM BMS), we take pride in being a trusted partner for insurance
claims across Scotland. With decades of industry experience and a commitment to excellence, AIM BMS is
setting new standards in insurance repair and restoration services, delivering professionalism, quality, and
customer care.
Why Choose AIM BMS?
AIM BMS offers a comprehensive approach to
insurance-related property repairs, making us the
preferred choice for insurers and homeowners. Here’s
what sets us apart:
1. Nationwide Coverage Across Scotland
Our wide-reaching coverage ensures we can assist
with claims anywhere in Scotland, making us the ideal
partner for nationwide claims.
2. Industry-Leading Expertise
With years of experience working alongside major
insurers, our leadership team brings invaluable insights
to effectively manage claims and deliver top-tier results.
3. Specialist Expertise for Complex Claims
AIM BMS is equipped to handle even the most complex
claims, from subsidence to major property damage. Our
network of structural engineers, quantity surveyors and
other professionals ensures every project meets the
highest standards.
4. Customer-Focused Service
Our dedicated claims advisors, trained in customer care,
provide clear communication and exceptional support
throughout the entire claims process, ensuring peace of
mind for every client.
Leadership Driving Excellence: Our Core Expertise
AIM BMS’s success is driven by our leadership team,
whose industry knowledge and experience ensures the
highest levels of professionalism and efficiency in every
project.
AIM BMS specialises in a range of insurance-related
property claims, including:
1. Subsidence Claims
We manage subsidence claims with the support of
structural engineers, providing detailed assessments
and long-term solutions for property stability.
2. Flood and Fire Restoration
From initial assessments to full reinstatement, we
expertly handle flood and fire damage restoration,
ensuring the property is returned to its original
condition.
3. Complete Property Reinstatement
Whether minor repairs or major damage, we offer
end-to-end restoration, providing insurers and
homeowners with full confidence in the process.
A Customer-Centric Approach
We understand the stress property damage causes
homeowners. That’s why our claims advisors focus
on guiding clients with empathy and transparency,
ensuring they are fully supported throughout the
process.
BDMA Certification – A Mark of Excellence
Our BDMA certification reflects our commitment to
industry-leading standards in disaster recovery and
restoration, ensuring insurers and property owners can
trust us for high-quality results.
What Makes AIM BMS Stand Out?
Key differentiators include:
Scotland-Wide Coverage: No claim is too remote for
our team.
Expert Leadership: Our leadership brings unmatched
industry expertise and professionalism.
Specialist Support: Our network of professionals
ensures we can handle complex claims with confidence.
Customer Care Excellence: We prioritise client
satisfaction through our transparent and compassionate
service.
Our Vision for the Future
AIM BMS is dedicated to becoming Scotland’s leading
provider of insurance repair services. By combining
technical expertise with exceptional customer care, we
aim to set a new benchmark for quality and reliability in
the insurance claims sector.
Whether you need minor repairs or full restoration, AIM
BMS delivers reliable solutions that provide peace of
mind.
MODERN INSURANCE | 65

NEW YORK | UNITED STATES
JUNE 4-5, 2025
USA’S LEADING INSURTECH CONFERENCE
POWERING THE INSURANCE COMMUNITY
WITH INSPIRATION, INNOVATION & INSIGHTS
SCAN THE QR CODE TO LEARN MORE
INSURTECHINSIGHTS.COM/AMERICA
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minutes with...
Ernesto Suarez
CEO, Gigasure
What’s your most memorable career achievement?
Q
Creating innovative insurance products that truly benefit
consumers has been one of the most rewarding aspects
Aof my career. Insurance should always be designed with
the end user in mind. Historically, the industry has been slow
to adapt to changing consumer needs, but advancements in
technology and better data insights are driving meaningful
change.
A pivotal moment for me was launching Halo in 2009 – bringing
an insurance product to market that challenged the status quo
was something I’m incredibly proud of. We took the same bold
approach last summer with the launch of Gigasure. Our goal is to
transform insurance from something you buy and forget about
to something that creates a more engaging experience. We’re
redefining insurance at Gigasure, and want to offer customers
something that travels with them. Just as companies like Nutmeg
and Revolut have revolutionised banking, we want to do the
same for insurance.
What has been the most valuable piece of advice
you’ve received?
Q
Early on in my career, I was told the best investment
you can make is in your team. If you want to develop
Ainnovative market-leading products, building a smart,
talented, diverse and creative team is the best way to do it!
So, we spent a lot of time finding the right people when we
launched Gigasure, and it’s the best investment we could’ve
made. From tech to marketing, getting the right team in place
was critical. We weren’t just looking for skills; we sought out
passion, drive, and a shared vision for doing things better. It’s this
collective ambition that will take us where we want to go!
What has been the key positive and/or negative impact
of change in your area of the market?
Q
Technology is, without a doubt, the biggest and most
transformative force in the insurance industry. Historically,
Ainsurers have been slow to embrace technological
advancements—perhaps because insurance has always been
a necessity, reducing the urgency for innovation. But today,
technology allows us to streamline the entire experience, making
insurance easier to navigate and far more personalised through
the power of data.
With more choices than ever, customers expect more from
their insurers. Therefore, we have to constantly look for ways
to make our policies appealing. With Gigasure, we’re doing this
through our ‘surprise and delight’ benefits. We invested time
and resource into developing our app, which offers customers
game-changing benefits they won’t find elsewhere. For example,
through GigaShield (and in a first for UK insurance), we offer
real-time parametric flight and luggage delay benefits, meaning
customers who have registered their details get instant payouts
in the event of a delay.
Customisable policies mean that customers can tailor a policy
that works for them, not the other way around. They only pay
for what they need, when they need it, which also gives greater
value for money. Our backpacker insurance comes with search
and rescue cover in case of emergency, along with the option
to return to base while travelling. At Gigasure, we’re not just
providing insurance — we’re creating policies that truly benefit
our customers.
If you were not in your current position, what would you
like to be doing, and why?
Q
I can’t imagine doing anything other than insurance. I’m
passionate about creating insurance products that put the
Acustomer at the forefront, and I’ve been fortunate to do
just that in various ways throughout my career. This is an area of
insurance that’s only just getting started, and I’m excited about
the possibilities for the future.
At Gigasure, we’ve embraced the power of parametrics to offer
customers more. We can use AI to measure risk differently, for
example, such as storm and extreme weather tracking. In the
future, we’ll also be using biometrics to complete ID checks
and reduce fraudulent claims while streamlining the experience
for customers. With so much innovation at our fingertips, the
insurance sector is moving forwards quickly, and I’m excited to
be part of it.
What three items would you put on display in a
museum of your life, and why?
Q
My running shoes! I’m currently training for the Sydney
Marathon, which will be the seventh major marathon I’ve
A completed. Travel photobooks would also have to be a
part of it - I’m passionate about exploring the world and have
been fortunate enough to visit some incredible places. Lastly, of
course, my LEGO Car collection would have a special place in the
museum!
What three guests would you invite to a dinner party?
Q
My family. It’ll come as no surprise that travelling is a big
passion of mine, and being able to enjoy new experiences
A with my children gives me the greatest joy. We’ll be
sat together planning our next adventure at the dinner party!
As my children get older, they want to do more adventurous,
adrenalin-seeking holidays, which I’m really enjoying! I also love
experiencing new cultures. There’s a whole world to explore out
there and I’m here for it – with the right insurance, of course!
Ernesto Suarez ,
CEO, Gigasure
MODERN INSURANCE | 67

INSUR.
TECH.
TALK

INSURTECH
WELCOME
Greetings, and welcome
to Insur.Tech.Talk!
Greetings, dear readers,
Welcome to a very special issue of Insur.Tech.Talk, all about Climate Risk and
Resilience.
The world continues to be rocked by extreme climate events. No one could
have imagined the wind patterns of Hurricane Helene could have hit the
mountain community of Asheville, North Carolina so hard, rendering many
homeless. The apocalyptic wildfires of Los Angeles leave more questions
than answers on how this could have happened, and what can be done in the
future to save lives and structures. We are at a critical juncture globally, and
it will take tremendous innovation and cross sector partnerships to tackle
climate risks head on. It was an honor to put this issue together and interview
the brightest minds leading the charge.
Francis Bouchard, Managing Director of Climate, Marsh McLennan challenges
the insurance industry with his frequent phrase, “it is time to lead”. When
asked to elaborate, Francis shares that there are countless opportunities for
our sector to apply its massive capabilities; no sector is better positioned to
fill it than the insurance sector.
Nakita Devlin of insurtech start-up, Ric, walks us through her novel and
affordable parametric insurance product that employers can incorporate as
an employee benefit when confronted with a catastrophic weather event,
enabling them to get on their feet faster.
We hear from the Founder and CEO of Tomorrow.io, Shimon Elkabetz,
on its proprietary satellite data, including its expansion into microwave
sounders enabling insurance companies to improve risk modeling, provide
early warnings, and optimize claims handling. Insurers can proactively alert
policy holders, adjust coverage strategies, and better manage catastrophic
events. This is cutting edge technology and it is no wonder Tomorrow.io was
recently named among Time Magazine’s 100 most innovative companies.
Steve Bennett, Chief Scientist of The Demex Group underscores the need for
cross-sector partnerships, in particular the integration of science, finance, and
technology. He expands on the fact that more collaboration between weather
and climate scientists, financial institutions, universities, and technology
companies is needed to improve our understanding and skills in modeling.
You will see these leaders and more at a groundbreaking new conference we
have created for the insurance industry: ClimateTech Connect, April 15th-16th,
Washington DC. Here, we will focus on climate resilience for the insurance
industry, and as a valued reader of Insur.Tech.Talk, we invite you to attend with
a special 20% discount using the code: CTC20.
Hope to see you in April!
Megan
Megan Kuczynski,
Senior Strategic Advisor, Insurtech Insights
Founder & CEO, ClimateTech Connect
MODERN INSURANCE | 69

INSURTECH
Tomorrow.io
QShimon, how is the weather forecasting industry
primed for the type of disruption and innovation that
Tomorrow.io brings?
AThe weather forecasting industry has been stagnant
for decades, relying on outdated infrastructure and
inconsistent data. It needed disruption! By launching our
own constellation of weather satellites and integrating that data
into AI-powered models, we’ve built a system that does not just
predict the weather but guides decision-making in real time. The
innovation we bring fills a gap by making weather intelligence
actionable, scalable, and accessible for industries ranging from
aviation to logistics, energy, and beyond.
QThe frequency and severity of extreme weather
events in recent years underscores the importance of
climate resilience across all businesses, organizations,
and governments. Can you expand on why it is even more
important for insurance carriers to leverage Tomorrow.io’s
groundbreaking satellite technology? And how will Tomorrow.
io’s work with insurance companies enhance the entire value
chain of resiliency?
AExtreme weather is now an everyday business threat. For
insurance carriers, this is a paradigm shift. Insurers face
mounting claims due to severe weather-related events like
floods, hail, and hurricanes. Traditional weather models lack the
granularity and real-time precision needed to mitigate these risks
effectively.
Tomorrow.io’s proprietary satellite data, including our recent
expansion into microwave sounders, is a game-changer. It
enables insurance companies to improve risk modeling, provide
early warnings, and optimize claims handling. With 2.5km global
resolution and updates every 5 minutes, insurers can proactively
alert policyholders, adjust coverage strategies, and better
manage catastrophic events. We’re helping insurers move from
reactive to proactive, ensuring they can protect their portfolios
and help build climate-resilient communities.
QIn 2023, Tomorrow.io launched the first commercially
built weather radar satellites, and expanded its reach
in 2024 to include tremendously successful microwave
sounder technology. As Tomorrow.io continues to collect its
own data, which advances do you think will leverage AI in
future?
AWith the convergence of AI and proprietary satellite
data, the possibilities for advancement are immense.
The future isn’t just about predicting weather—it’s about
continuously adapting and optimizing decisions based on realtime
feedback loops. As we collect terabytes of data from our
satellite constellation, AI will play a crucial role in refining forecast
accuracy, uncovering new patterns, and automating decisionmaking
processes for industries.
One key area of advancement is adaptive forecasting, where
AI models dynamically update based on evolving weather
conditions, allowing for instant course corrections. We’re also
working on predictive maintenance for infrastructure, where
machine learning models can anticipate damage from extreme
weather and provide mitigation strategies in advance. AI will
also enable hyper-local forecasting at street level, further
personalizing insights for specific industries, from farming to
energy grids.
QBack in January, Tomorrow.io announced a
groundbreaking advancement in global precipitation
forecasting: the NextGen platform, powered by
proprietary satellite data, which now delivers global coverage
with 2.5 km resolution updated every 5 minutes. How will this
change things for P&C insurers in mitigating risk, particularly
since secondary perils like hail are growing in frequency and
severity?
AThe key to reducing loss ratios in the insurance industry lies
in prevention rather than reaction. Our NextGen platform
provides insurers with the ability to deliver real-time, hyperlocal
insights directly to policyholders, allowing them to take
preventive action before damage occurs. With hail, for example—a
major driver of rising claims—our 5-minute global updates with
2.5 km resolution can give both individual and commercial
policyholders enough time to safeguard their assets.
For an individual policyholder, this could mean moving their car
under cover or securing outdoor property, significantly reducing
the likelihood of damage. For a commercial policyholder, this
could involve halting production on a vulnerable construction site,
protecting heavy machinery, or alerting on-the-ground teams to
implement emergency protocols.
By reducing the frequency and severity of weather-related claims,
insurers can see substantial improvements in their loss ratios.
The reduction in payouts, combined with improved customer
satisfaction from proactive support, transforms insurance from
being a reactive claims process to a partnership built on proactive
risk mitigation. Ultimately, this not only benefits insurers financially
but also strengthens long-term policyholder retention and loyalty.
QWhat is your vision for Tomorrow.io for the next 3 to 5
years?
AOur mission is to build the world’s most powerful,
actionable weather intelligence system and make it
indispensable for every industry on the planet. Over
the next 3 to 5 years, we aim to continue scaling our satellite
constellation to provide near-instant global weather coverage,
expanding our AI-driven capabilities to new markets and
deepening our impact in sectors like insurance, energy, aviation,
and defense.
We’re also committed to tackling long-term climate resilience by
helping organizations adapt proactively rather than reactively.
Whether it’s optimizing supply chains during extreme weather
or safeguarding critical infrastructure, we want Tomorrow.io to
be synonymous with smart
decision-making in the
face of uncertainty. As we
grow, partnerships with
organizations focused on
sustainability and global
development will be a key
focus, ensuring that our
innovations leave a lasting
positive impact on both
businesses and society at
large.
Shimon Elkabetz
CEO and Co-Founder, Tomorrow.io
70 | MODERN INSURANCE

INSURTECH
Marsh McClennan
QFrancis, so great to catch up with you recently! We
are honored to have you on the ClimateTech Connect
Advisory Council, and look forward to seeing you on
stage at the inaugural event this April 15-16th in Washington
DC.
You have had an illustrative career as Group Head of Public
Affairs & Sustainability for Zurich Insurance Group, and now as
Managing Director, Climate, for Marsh McLennan. Why is this
such a critical time for cross-sector partnerships between the
public and private sectors as it relates to climate resilience?
AIt’s important because neither sector can address the
urgency or scale alone. Look at what insurers did when
electricity was deployed at scale: we established a
new institution that focused on risk standardization, not risk
transfer. We seem reluctant to do that with climate risks for a
variety of political reasons, which is why partnering with trusted
community voices and government finance experts could unlock
new approaches to retaining sustainable insurance markets.
QI’ve heard you say “it is time to lead” many times now!
What immediate actions should insurers be taking
together with other sectors as it relates to climate
resilience and adaptation?
AThe meaning behind this is twofold; firstly, that there are
countless opportunities for our sector to apply its massive
capabilities; and secondly, that a leadership vacuum exists
and no sector is better positioned to fill it than we are!
QSo much innovation is being born out of academia
and research institutions. Can you share more with our
readers about your role as Climate Leader in Residence
for the Nicholas Institute for Energy, Environment and
Sustainability at Duke University?
AThe year at Duke was eye-opening on so many levels,
but let me highlight two. First of all, I was impressed, if
not shocked, at the amount of sincere interest there was
in the role insurers play in the climate issue. At one point, I think
I had a portfolio of around 10 collaborative projects, and while
that list got culled down to the urgent and feasible, it illustrated
just how much open field there was to pursue new ideas and
approaches.
The first is actually old tech, meaning the use of nature-based
solutions to manage flood and other risks to downstream
communities. This is the ultimate system-level approach, and we’re
seeing more and more communities pursuing grants for mangrove,
wetland and reforestation projects that create direct and welldocumented
resilience benefits. However, insurers struggle to
reflect those benefits in their pricing. We need to find ways to
capture and monetize that resilience dividend, thereby creating
the economic forces to drive more investments in nature-based
solutions.
The second is very much new tech, namely the use of drones
to conduct both wildfire monitoring and suppression activities.
The XPrize is pursuing precisely such an approach, and I was
fortunate enough to join their summit last fall where over 20
teams presented their initial submissions. Fascinating! One
large company knee-deep in wildfire issues is actually piloting
the technology this summer, in the hopes of accelerating the
deployment of this approach across its operations.
The final form of innovation we need to pursue is a rather dramatic
expansion of our how we define and address the ‘protection
gap’. Today, we use a simplistic macro-level calculation of overall
economic losses minus those that were insured. However, there
is so much more injustice hiding in the shadows of that gap
than high-level GDP-like figures can capture, such as the socioeconomic
distribution of those losses, the long-term erosion of
community services, and the series of local planning decisions that
systematically increase the economic loss input.
But simply getting the math more precise won’t change a single
life. Instead, the industry needs to develop and deploy new
distribution and risk management models that fill gaps, target the
chronically un-or-underinsured, and align a community’s interests
around a common resilience strategy.
Community-based catastrophe insurance is one approach to
achieving all three. Its precision in targeting particular segments
of at-risk communities - coupled with the administrative simplicity
of a parametric structure - makes it a powerful tool to not only
deploy new risk management strategies, but also to shed light on
what’s lurking at the bottom of that gap.
Second, there’s so much more value to be co-created with
academia if just we coordinated our work better. We don’t invest
much in R&D as an industry; to then spread a small amount
of money across a large number of institutions ensures that
we’ll never achieve a fully aligned scalable approach to climate
resilience.
QWhat are some of the most promising new and
emerging technologies you are seeing enter the market
for climate resilience and adaptation?
AI certainly don’t know them all, which is why I’m looking
forward to the April conference. But I would highlight
three very different approaches, all of which need to be
pursued fully.
Francis Bouchard
Managing Director, Climate,
Marsh McClennan
MODERN INSURANCE | 71

INSURTECH
Ric
QNakita, congratulations on being named a RISE
Resilience winner! Parametric insurance has been
in the spotlight recently, particularly in climate
resilience circles. Can you share how your background as a
broker and in corporate innovation has helped you to see a
problem that Ric could solve?
AIn my broker days, I worked with organizations
regularly exposed to catastrophic loss. But unlike
the general public, they had access to insurance
products that offered fiscal flexibility following an incident.
This highlighted an unmet need in the market that could be
solved using technology and parametric insurance structures,
ultimately helping to drive Ric’s creation.
When I met my Co-Founder while working at a startup, both
of us were house hunting, and our conversations kept shifting
to the lack of good catastrophe coverage available. This got
us talking about alternative insurance options and how they
could be made publicly accessible.
With our shared expertise, passion for the catastrophe space
and collective insurtech experience, we felt uniquely suited to
create novel solutions that could address the pain points of
property owners like us. From there, the first Ric product idea
was born.
QThe past six months have been difficult in the United
States, especially since the catastrophic hurricane
season and the wildfires in Los Angeles. Ric’s rainfall
flood solution offers a payout of $10,000 immediately upon
the defined policy trigger. Policyholders can use the funds
for lodging, missed wages, and other essentials. When will
the product be on the market? Will Ric focus on other perils
as well?
AOur rainfall flood product is slated to go live later this
year. But we’re not only focusing on flood; it’s not
enough to offer a single peril solution. Catastrophes
like extreme heat and extreme rainfall are intrinsically linked,
so fortifying a community or workforce against climate
change-driven risks requires addressing both needs. After
our flood product launches, we’ll focus on launching our
heat product next, continuing to work with employers to
offer parametric climate-related catastrophe insurance as an
employee benefit.
The changing climate is one of the biggest threats to
our communities and economies today, but very few
organizations have implemented proactive, cost-effective
strategies to protect employees from its impacts. By
incorporating catastrophe insurance into an employee
benefits plan, employers can demonstrate their commitment
to their employees and help them get back on their feet - and
back into the office - sooner.
We also plan to offer the product directly to consumers
through community-based and utility-based programs.
QCan you share your thoughts on how parametric
insurance fits into the broader climate solutions
ecosystem, and the importance of communitybased
resilience, especially as it relates to underserved
communities?
AMost of the insurance solutions available today focus
on replacing lost assets in the long-term, instead of
considering short-term needs. Our affordable micro
parametric insurance products are designed to directly infuse
liquidity into communities after a disaster, fostering a more
comprehensive recovery framework. This flexible capital
is especially important for underserved communities, who
often can’t wait weeks or months after a disaster to receive
insurance payouts.
Consumers are aware of the risks that extreme weather can
pose to their physical assets, but they just don’t have access
to affordable insurance options to address them. That’s where
micro parametric insurance products can help. The smaller
premiums mean they’re more affordable, and the specific
trigger point for each product eliminates ambiguity about
whether funds will disburse.
QWhat is your vision for Ric over the next 3-5 years?
AOur vision for Ric is to continue working with
communities and employers across the country to
provide essential, accessible and affordable climaterelated
insurance products that enable their constituents to
quickly recover after a disaster.
QHow did you come up with the name ‘Ric’?
AWe chose this name because it captures the essence
of what we aim to be—a reliable friend you can turn
to in times of need. The name comes from the last
three letters of ‘Parametric’, reflecting our commitment to
simplicity and clarity in our solutions. More importantly, after
a disaster, people seek comfort in human connections rather
than impersonal entities. By adopting a name that sounds
personal and familiar, we strive to embody that sense of trust
and support sought by our policyholders during tough times.
QExtreme climate events are rising in frequency
and severity, so all businesses need to be climate
resilient. Your solution helps get people back
on their feet more quickly, and back to the workforce
faster. You mentioned a novel concept of companies
including Ric as an employee benefit. Can you share more
about this? Will you also be selling directly to consumers?
AOffering insurance as an employee benefit isn’t
new; we already see that today with health and life
insurance. But offering catastrophe insurance as an
employee benefit isn’t something you typically see.
Nakita Devlin
Founder & CEO, Ric
MODERN INSURANCE | 73

INSURTECH
Demex
QSteve, with your extensive career in climate science
and business strategy, how is Demex, as a tech-enabled
MGA, addressing the insurance gap for high-frequency
climate events like heat waves, droughts, and storms—risks often
overlooked by traditional catastrophic coverage?
AClimate continues to have an increasing effect on the
sustainability of the insurance landscape. Demex is addressing
the largest insured loss problem in the insurance industry:
the accumulation of insurance claims from secondary weather perils.
As Aon recently reported, ‘severe convective storm insured losses
totalled $61 billion last year, making it the costliest peril for insurers’.
In the United States, insured losses from severe convective storms
have escalated by approximately 8% per year since 2008.
The past 18 months have seen a dramatic increase in insurance
company downgrades, with four becoming insolvent and the
majority citing climate related issues. Meanwhile, reinsurers continue
to avoid offering reinsurance in the secondary perils space due to
unprofitability.
Demex has re-opened the market for aggregate reinsurance by
addressing the risk management and affordability needs of insurers,
and the profitability needs of reinsurers.
QWe’re in an age where all businesses need to be climate
resilient. How does Demex’s Retained Climate Risk
Reinsurance (RCR Re) product provide financial stability
for its customers in the face of high-frequency extreme weather
events?
AIn 2023, Demex created Retained Climate Risk Reinsurance
(RCR Re), a parametric stop-loss reinsurance product that
attaches below traditional catastrophe programs to cover
their retained aggregate attritional natural peril risk.
The solution enables insurers to remain in business, allowing
reinsurers to create a profitable new way to write more premium
within their risk appetite.
The experiential model utilizes multiple decades of global, hourly
weather data, collected for hundreds of weather variables and
measured at granular resolution. It also provides the physical
basis for modelling aggregate attritional natural peril risk (unlike
catastrophe models that model infrequent catastrophes) using
first-party data from insurance carriers, not available to traditional
models.
Climate change is increasing economic strain on communities,
businesses, and insurers.
Stakeholders must collaborate across disciplines to develop more
effective, scalable solutions that address climate-driven financial
resilience.
The insurance industry must evolve to better manage risks associated
with high-frequency, high-cost weather events like severe convective
storms, where traditional reinsurance mechanisms aren’t sufficient to
address the market’s need.
QClimate resiliency is something that no single industry can
solve on its own. Looking through both your scientific and
business lens, how do you see cross-sector partnerships
evolving to advance climate risk mitigation, resilience and
adaptation?
AClimate resiliency requires a coordinated effort across
industries because no single sector has all the necessary tools,
data, or financial mechanisms. I see cross-sector partnerships
evolving in three ways:
1. Integration of Science, Finance, and Technology. More collaboration
is needed between weather and climate scientists, financial
institutions, universities and technology companies to improve our
understanding and skill in modelling. My work at Demex, for example,
is about leveraging advanced modeling that links severe convective
storms and financial resilience solutions for insurance companies—
something that wouldn’t be possible without partnerships across
sectors.
2. Bridging the Gap Between Public and Private Sectors. Publicprivate
partnerships are expanding beyond traditional infrastructure
projects to include financial instruments. Resilience is no longer just
about physical adaptation—it’s also about economic sustainability.
3. Shifting from Risk Awareness to Proactive Risk Management.
Large corporations are integrating climate risk into financial planning,
working with scientists, meteorologists, insurers, and policymakers
to quantify and mitigate long-term exposure. Climate resilience can’t
just be an afterthought; it has to be baked into corporate strategy,
investment decisions, and policy frameworks from the start.
The challenge lies in ensuring these solutions are accessible to all
stakeholders, so that climate resilience becomes a competitive
advantage rather than just a cost of doing business.
Importantly, Demex is not trying to predict the weather, but is
focused on predicting insured losses.
QSteve, congratulations on your election to the AMS
Governing Council! Can you share your vision for the recent
New Orleans Forum on Climate-Linked Economies and key
takeaways for the insurance and financial sectors?
AThe forum explored various factors around the economic
implications of changes in the weather driven by climate
change, and the financial mechanisms required to address
them.
We had a diverse group of 100 professionals come together for the
event, including meteorologists, economists, insurance experts and
policymakers. I had three key takeaways:
Steven Bennet
Chief Science Officer, Demex
74 | MODERN INSURANCE

Green Shield
Risk Solutions
INSURTECH
Q
Pat, it was so great to catch up with you recently! You
have an extraordinary background in the
insurance industry; as former CEO of Tokio Marine
Highland, you grew the business from $170 million to $450
million GWP, while significantly improving the company’s
underwriting profitability.
At a broader level, having been in the industry for a while, you
observed the lack of transparency when a policy or renewal
was denied. Can you expand upon the transparency issue for
our readers and how Green Shield Risk Solutions solves for
this, empowering the property owner with deeper analytics to
improve their risk profile?
The recent wildfires in California have once
again highlighted the deep frustration many homeowners
Afeel when they are suddenly dropped by their insurer,
denied a renewal, or hit with massive premium hikes — often
with no explanation.
At Tokio Marine Highland, I was a strong advocate for digital
transformation, pushing for automation where it made
sense most. But I also saw the downside — when taken too
far, the insurance process becomes a black box. Lost in all the
automation is providing some degree of transparency to the
consumer. Homeowners are left in the dark, brokers struggle to
provide answers, and policies are either declined or priced skyhigh
without clear reasoning.
At Green Shield, our mission is to make the world more insurable,
and it’s really twofold. First, we want to make more properties
insurable by offering data-driven insights that lead to better
underwriting decisions. Second, we want to bring transparency
to risk assessment by clearly identifying what is impacting
eligibility and pricing — and, most importantly, what homeowners
can do to improve their risk profile.
We’re working toward a future where policyholders
receive actionable steps to lower their risk and qualify for better
rates — because insurance shouldn’t just be about exclusion,
but empowerment. That’s where I feel like the industry needs to
go.
How do you see underwriting evolving with deeper
analytics and tools?
Q
A
Today, wildfire underwriting is overwhelmingly based
on probabilistic models — around 90% or more of the
industry relies on them. These models assign risk at
a regional level, assessing the likelihood of an area experiencing a
wildfire, but they often ignore the individual property itself.
This results in broad-stroke underwriting, where entire
communities are deemed uninsurable without considering
parcel-specific risk factors like defensible space, fuel loads, or
structural mitigation efforts.
At Green Shield, we take a different approach — bringing risk
mitigation into the underwriting process itself.
Risk mitigation recommendations - instead of just rejecting
coverage, we help property owners understand how to reduce risk
and improve insurability.
Underwriting must move beyond ‘yes’ or ‘no’ decisions based
on static models, offering a dynamic process instead where
mitigation becomes part of the equation. The future of insurance
is one where policyholders are active participants in risk
management, not just recipients of underwriting decisions.
Q
A
I know the current Green Shield product set is focused
on wildfire risk, which is critical and timely given
the devastation we are all bearing witness to in Los
Angeles. Will Green Shield be expanding to other perils?
Wildfire is front and center right now, and for good reason.
We’ve spent the last several years developing tools that
address an acute need in the market, but our long-term
vision goes beyond just this peril. If you look at the largest drivers
of insured losses over the past five years, for example, severe
convective storms (hail and tornadoes) have dominated. These
events are increasing in both frequency and severity, making them
a natural next step for us.
But similarly, look at flood and hurricane. You witness the
devastation seen in Ashville earlier this year, and it reinforces the
need for better flood risk modeling. You can also consider drought
and earthquake through the same lens. While earthquake isn’t
weather-driven, it presents another area where deeper analytics
can improve risk assessment.
Our goal is to bring to these other perils the same transparency
and mitigation-driven approach that we’ve pioneered in wildfire —
ensuring insurers, brokers, and homeowners can make informed
decisions that reduce risk and improve insurability.
Pat, what’s the vision for the company over the next 3-5
years?
Q
In five years, I want Property Guardian to be the goto
platform for analyzing all major weather-related
Aperils. We want to be the company that brought true
risk transparency to both the insurance industry and the end
consumer — bridging the gap between analytics, mitigation, and
insurability.
From an MGA perspective, our vision is to pair best-in-class
analytics with innovative insurance solutions, ensuring that more
homeowners have
access to fair and
sustainable coverage
options. We’re not just
building better models
— we’re redefining
how risk is understood,
communicated, and acted
upon.
Our analytics dive deeper into:
Parcel-level characteristics - not just where a home is, but factors
like defensible space and how the landscape is maintained.
Structure-specific vulnerabilities - factors like how the property
is built, building materials, and roof, siding and window type.
We really focus on the ability to keep embers outside of the
structure.
Pat Blandford
CEO, Green Shield Risk Solutions
MODERN INSURANCE | 75

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...
Rich Tomlinson,
Managing Director, Percayso
Inform
Ron Rock,
Managing Director – Financial
Services, JobsOhio
Manjit Rana,
EVP Insurance, UK, EMEA &
APAC, Clearspeed
Gavin Peters,
Chief Growth Officer,
Genasys
Rick de Jager,
Head of Business
Development, MavenBlue
Andy Cohen,
President, Snapsheet
Denise Garth,
Chief Strategy Officer,
Majesco
Andy Watts,
Business Development
Director (EMEA), INSTANDA
MODERN INSURANCE | 77

INSURTECH
Digitising with
Confidence
Rich Tomlinson
Managing Director, Percayso Inform
Modern insurance providers understand the
need to digitise if they are going to interact
effectively with customers across their
preferred channels.
Done well, this delivers a great customer experience
whilst reducing servicing costs – a compelling
proposition at a time of rising claims severity
and frequency, which has resulted in significantly
increased costs and squeezed profit margins.
Done badly – and without the right combination of
technology, data, processes and people – providers
are exposing themselves to bad business, whether
through fraud or through customers presenting a
slightly different picture to their real risk profile. Just
like water, bad business flows through the path of
least resistance, and in this instance, that’s through
comparison sites and quote platforms, eventually
reaching providers who don’t have the right
defences and checks in place.
Given the cost-of-living crisis and the increasing
strain on household budgets (as evidenced by the
57% surge in calls from people worried about debt,
experienced by the UK’s National Debtline in January
2025), providers must be alive to the fact that they
could well see an increase in fraudulent activity by
customers desperately finding ways to get a cheaper
price.
To prevent that bad business flooding in, providers
need to truly know their customer.
While certain levels of data enrichment have become
standard practice, it is now an arms race where
providers who embrace more sophisticated data
enrichment and intelligence strategies are better
placed to shore up their defences, in comparison to
those with only the basics in place.
into previous claims and fraud history, policy and
quote information. And using the latest technology,
alongside a leading orchestration platform to
utilise all of those aspects in combination, is what
will deliver real competitive advantage and better
business.
When it comes to assessing a risk, the results that
any intelligence strategy can deliver are only as good
as how the data is captured, analysed and deployed.
Utilising quote intelligence that uses AI, machine
learning, fuzzy matching techniques and
sophisticated orchestration across many datasets
(including quotes) will enable providers to spot
any manipulation in real-time, assess its severity,
and apply an optimised strategy. This will facilitate
sharper pricing decisions, better customer
acquisition, and improve loss ratios.
Put simply, those providers who understand more
about the customers they’re dealing with will have a
significant competitive advantage when it comes to
winning better business.
And given the cost of customer acquisition, retaining
existing customers is just as important as winning the
good business. Being able to access data insight that
dynamically predicts consumer behaviour to identify
those most likely to cancel mid-term is an invaluable
asset to any book of business, as more customers
seek to spread the cost of their insurance as the costof-living
crisis bites even deeper.
However, rather than rushing to embrace emerging
technologies and data analysis techniques to
streamline processes and improve profit margins,
providers must ensure they digitise with confidence.
Any chink will let bad business through.
The cornerstone of a provider’s flood defence
lies in having access to the most comprehensive
data on the risks they write – whether vehicles,
properties or businesses – as well as deep insight
78 | MODERN INSURANCE

INSURTECH
Shaking the Right Trees: How
JobsOhio is Driving Financial
Services Innovation and Growth
The financial services industry is flush with opportunities to adopt technology and pursue
efficiencies. Perhaps no other industry in the 21st century economy is better positioned to take
advantage of artificial intelligence, cybersecurity tools, and risk assessment innovation than
banking and insurance.
The industry behooves companies to assess their
strategies for 2025 and beyond to determine how best
to drive their businesses forward, whether to build within,
partner, or buy. This opportunity will drive significant
investment in people, products, or both, that will become
necessary for companies to support innovation. What will
drive top-line growth? What will streamline the business
to drive bottom-line growth? Could it be a combination
of both?
This opportunity and challenge is clear in Ohio, one of
the nation’s top financial services sectors and home to
a thriving innovation ecosystem that is driving change
across the industry. As an economic development
organization, JobsOhio must also refine our strategy to
ensure we support company growth in the most optimal
way. As JobsOhio’s designated leader in this sector, how
can I reach those growing prospects using the proper
channels? In other words, am I shaking the right trees?
When I build the strategy for the financial services
sector, I still build it around selling a product. That
product happens to be a state. Ohio has the fourthlargest
financial services economy in the United States,
so it is my job to make that more widely known, not
just domestically but also internationally. We have
several large and medium-sized banks and insurance
companies. How can I attract new businesses to our
strong ecosystem? I cannot necessarily “sell” Ohio to all
insurtechs or fintechs because not everyone is ready to
expand beyond their current market.
What is the takeaway? In order to be in lockstep with the
companies looking to grow, JobsOhio must be equipped
with the tools necessary to shake the right trees.
We’re looking at data analytics platforms, and we are
strategizing in AI, just like the financial services industry
is doing. On top of that, we are moving forward with our
core efforts by working with strong partners to highlight
what Ohio can offer so companies’ growth pursuits are
successful. I will be eager to see what 2025 brings for the
insurance industry.
JobsOhio’s business model differs from the companies
that are pursuing top-line or bottom-line growth. Our
version of “sales” is to engage with a company that is
considering creating jobs or investing capital. Our goal
is to show companies how they can grow and thrive in
Ohio’s diverse, healthy, and forward-looking economy.
We do not require payment from these companies; in
fact, the reverse is true. JobsOhio encourages growth in
our state through thoughtful financial assistance and the
expertise of industry leaders.
Ron Rock
Managing Director - Financial Services,
JobsOhio
MODERN INSURANCE | 79

INSURTECH
Driving Profitability
Doesn’t Cost Millions
It’s no surprise that the focus of McKinsey’s 2025 Global Insurance Report is on finding
profitable growth for P&C insurers. In a time of rising premiums, economic volatility and waning
consumer trust (and therefore, loyalty), it’s crucial that insurers hone their transformation efforts
to drive performance – all while maintaining an eye to what the future state of the insurance
landscape will bring.
To further quote McKinsey’s report, “Although where
insurers operate is important, the majority of their
financial performance is driven by how they operate…
While effective portfolio strategy should not be
disregarded, execution matters even more…”
Here, the focus on the ‘how’ is what stands out, and
what insurers should be prioritising when thinking about
driving profitable growth.
Thinking about this through a transformation and
innovation lens, insurers are well positioned to drive
bottom line improvements by redefining what it means
to truly modernise their operations. This means less of
a large-scale, blanket digital transformation, and more
of a focus on identifying efficiency plays - strategic
opportunities to move away from manual processes while
not just simply digitising yesterday’s pathways.
Also critical to modernisation is how data can be
leveraged to identify risk at every stage of the insurance
lifecycle. This doesn’t mean simply collecting data, but
being able to use it to inform decisions quickly and at
scale, which is particularly impactful in underwriting.
Strategic use of data for risk identification brings a level
of sophistication that lets insurers underwrite lower-risk
policies, differentiate from competitors, and build longerterm
goodwill with customers.
Imagine, for example, being able to identify a potential
source of risk at the point of pricing - based not on
historical or incomplete data, but on the moment in
time and straight from the individual. You’d then be able
to filter out bad actors as early as possible, ultimately
leading to fraud cost-savings further down the line, not
to mention positively impacting acquisition and customer
experience efforts.
Relying on claims handlers to find fraud indicators in
every single claim is a strain on resources, and a task
which can significantly slow down the claims process; not
to mention the fact that putting everyone through the
same process to determine claim authenticity treats all of
your customers like they’re bad actors. What if you could
move claims through your process quicker by separating
the low-risk and high-risk claims at FNOL, and not further
down the claim lifecycle? Imagine the positive impact on
both consumer loyalty and your bottom line.
It’s worth noting that we’re doing exactly this with
Clearspeed - helping insurers get the right transactions
into the right hands faster, by providing an in-themoment
direct measure of risk from our automated
questionnaires.
Introducing efficiency drives profitability on multiple
fronts. Not only can it lead to fraud cost savings, but it
also unlocks human value so your team can focus on
critical priorities. These operational improvements also
positively impact customer acquisition costs, crucial in a
market like ours where consumer loyalty is scarce.
Manjit Rana
EVP UK, EMEA & APAC,
Clearspeed
MODERN INSURANCE | 81

INSURTECH
Where the Smart Money Goes
in a Volatile Market
Predicting growth levels in the UK insurance
industry has become an increasingly thankless
task in recent years. It seems every time we
look to be settling into some period of stability,
another unexpected external factor knocks
all the previous models out of the window.
So, where should we look for growth when
everything keeps looking so different?
As an ambitious and fast-growing insurtech, we’re constantly
analysing the insurance industry and exploring new areas for
success. In my role as Chief Growth Officer, I have to assess
where I think insurance businesses can potentially thrive, and
how our technology can enable increased revenues.
New Markets, New Risks, New Players
The insurance industry is in a period of evolution. It may not be
the fastest to move, but with emerging risks, societal changes
and technological innovation, we’re seeing new product
lines, innovative distribution models, and fresh approaches to
underwriting. In a volatile market, the ‘first-mover advantage’
for emerging cyber, tech and climate risks, coupled with the
competitive edge provided by new approaches to underserved
segments are potentially greater now than ever before. High risk
for high reward.
But if you’re not a gambler – and let’s face it, few in the insurance
industry are! – the smart money will go not on spotting trends,
but investment in agility, both technological and operational. The
businesses best positioned for growth will continue to be those
that can adapt and execute at pace.
Today’s customers expect seamless, digital-first experiences. Yet
many insurers are still weighed down by clunky, disconnected
tech that leaves them drowning in manual processes—distracting
them from high-value customer interactions.
This is where we see the biggest opportunity, and an opinion I am
sure is shared by many looking at innovation right now: with so
much still to do to modernise a large proportion of businesses,
we never need to look far to identify potential growth. Enabling
our existing market to better serve its customers means a win for
all of us.
AI: Yes, But With A Purpose
If you ask most people where they see growth opportunities in
2025, Artificial Intelligence (AI) is likely to be the answer. And
don’t get me wrong—we’re excited about it, too. In fact, we’ve
already deployed AI across multiple areas of our business with
great effect.
But there’s a risk that, in the rush to feel like we’re ‘keeping up,’
we lose sight of our wider priorities. Worse still, we might start
searching for problems just to apply AI solutions to them.
AI is a tool, not the strategy. The strategy is, and always will be,
to provide insurers with faster, easier-to-use, and more efficient
technology so they can focus on what really matters—serving
their customers and growing their businesses.
The opportunity in insurance isn’t just what’s next – it’s in what’s
now. Our job is to make sure that insurers, whether they’re
disruptors or industry giants, have the technology they need to
succeed.
And that’s exactly what we’re focused on in 2025.
The Biggest Opportunity? The Market That Already Exists
The clearest opportunity for growth for most insurance
businesses in 2025 isn’t expansion into new territories —it’s
about serving existing markets better. The insurance industry
has been talking about ‘digital transformation’ for years, yet a
significant proportion of businesses are still running on outdated,
inefficient systems.
There will always be ambitious expansion opportunities for
any business, but we mustn’t layer innovation onto the shaky
foundations of operational inefficiency or lose sight of the true
bottlenecks within a business in pursuit of implementing the
latest ‘hot trend’.
Gavin Peters
Chief Growth Officer, Genasys
MODERN INSURANCE | 83

Balance Sheet
Management
Redefining Forward Looking Analysis
Enables simplified ORSA Reporting
Monitor the solvency position over time under different permutations
of the balance sheet.
Value the impact of management actions in real time
Provide teams a unified view. Enabling teams to value the impact of
their decision on the company as a whole.
www.mavenblue.com

INSURTECH
The ORSA Opportunity Vs.
The Reporting Requirement
The Own Risk and Solvency Assessment
(ORSA) process is a well-known process
for many insurers. The goal is to perform
a forward-looking analysis, stressing the
balance sheet with various scenarios.
It’s a frustrating process because the people involved in the
process often work in silos. Let’s say the asset management
department will have someone responsible for the ORSA of
the assets. This person will be maintaining a spreadsheet,
which is populated with asset information and subsequently
stressed. It’s a manual process with vast potential for human
error, often dependent on key individuals. Each department
reports their results to a central individual who is responsible
for aggregating the results.
However, there have been recent developments in the market,
particularly the market for Bulk Purchasing of Annuities
(BPA), which has grown significantly. As a consequence,
tooling has been built to enable these BPA companies to
quickly and accurately perform the forward-looking analysis,
such that they can understand the impact of new portfolios
on their balance sheet. This helps them improve the terms
of the deals they price, ultimately helping them to win these
deals.
Management teams should constantly challenge each other
to think about what aspects of their business could change;
then, they should try to value the impact of these events.
Once valued, look for ways to rebalance the balance sheet so
these events don’t create adverse situations. It’s now possible
to create a solvency monitor, for example, which is essentially
a process of constantly comparing existing solvency positions
to possible future positions, helping management to define
robust decisions.
A unified ORSA process has other benefits, too. Departments
within insurers often work in silos, unaware of the positioning
of the other departments. But whether you are in the
reinsurance department or the head underwriter, you both
affect each other’s processes and the decisions you take. By
giving teams access to the forward-looking analysis of the
total balance sheet, they can better assess the overall impact
of their individual decisions.
In conclusion, a more dynamic and responsive forwardlooking
analysis enables insurers to move towards a new
ORSA process - one which is oriented towards scenariobased
thinking, where the solvency position is constantly
being re-assessed and optimized, ultimately leading to a
process which aligns departments with each other for the
good of the company.
The same technology has now become available to insurers.
In essence, the process of building a forward-looking analysis
has been greatly simplified; partially because of process
design, partially due to technological breakthroughs, and
partially because the process has fewer manual tasks. So,
in very simple terms, ORSA compliance has been greatly
improved. However, this new approach has enabled a new
perspective on the ORSA process.
The Opportunity of Forward-Looking Analysis
The goal of the ORSA process was never meant to frustrate
insurers. It was meant to introduce a way of thinking in the
management teams which continuously looks for evolving
risks, assessing developments in the financial markets, the
behavior of insurance risk, and more. Having a more dynamic
and responsive forward-looking analysis process enables
what we like to call ‘Scenario Based Thinking’.
Rick de Jager
Head of Business Development,
MavenBlue
MODERN INSURANCE | 85

INSURTECH
Beyond the Build: The Best
Insurance Technology is
Already Waiting
Investing in technology is a reactive
process for most insurers. The business
identifies pain points or efficiency
opportunities, brainstorming technology
enhancements which contributes to
a never-ending cycle. Each update is
approached as an individual project that
insurers plan, build, implement, and then
move on from.
This dynamic is turned upside down by modern SaaS claims
management platforms. Rather than brainstorming a new
enhancement, the platform updates twice a month with pre-built
configurations, enhancements and automation, ready for activation.
This fundamentally shifts how insurers strategize and deploy
technology from a reactive, project-driven approach, to a proactive,
product-driven mindset. Imagine shifting from building custom
solutions to sequencing which capabilities to deploy, and when.
The Modern Claims Management Platform Drives IT Roadmap
In the past, claims leaders had to map IT projects, justify the business
case, endure lengthy legal and procurement processes, and wait for
resources and development cycles. Improvements often took years
to implement, leaving insurers with outdated technology and gaps in
service delivery. By nature, this process creates friction between the
business area and IT, across other departments as they compete for
resources to improve functionality.
A Future-Proof Approach to Modern Insurance Technology
The shift requires an adjustment towards technology oversight that is
proactive; shifting from the old mindset of questioning what they can
build, to a proactive approach where we wonder what capabilities can
be activated. This reframing of innovation requires insurers to think
differently about IT and implementation, considering that:
IT is not the costly and lengthy process it used to be — now, it’s an
enabler of innovation that supports business goals.
Claim leaders can make technology decisions based on their impact,
not their cost or feasibility. This is because the capabilities already
exist, embedded within the platform.
Continuous improvement is now expected, as insurers can easily
test, refine, and reiterate processes to optimize their technology and
achieve the best outcomes.
Insurers who embrace platform-driven innovation can regain
control of their technology roadmaps, accelerating their digital
transformations and leveraging IT capabilities to better meet
changing customer demands. The future of modern insurance is not
based on IT-led development cycles and deployment sprints — it’s
about leveraging the power of the modern claims platform to drive
better claims outcomes by activating embedded functions, one
feature at a time.
The modern claims platform has changed this traditional dynamic
to one where the business already has ready-to-deploy functionality
within its platform. Instead of waiting for the next release cycle
or budgeting updates throughout the year, insurers can activate
embedded capabilities with minimal risk and disruption to the
business. With hundreds of automations, digital processes and AIdriven
workflows, modern technology enables insurers to deploy new
functionality whenever they like, rather than being constrained by IT
resources.
Andrew Cohen
President, Snapsheet
MODERN INSURANCE | 87

What’s in Your Strategy
and Investment?
INSURTECH
2025 is upon us - and the pace of change,
business operation challenges, and market
pressures are not letting up!
Just like the Capital One advert with Jennifer Garner
asking “What’s in your wallet?”, it’s time to ask yourself,
“What’s in your strategy and investment?” It’s time to
shake things up and play for the future, not the past!
We are in the midst of business model and technologydriven
change. Decades old operational models and
technology foundations no longer meet the challenges,
demands, and opportunities of a fast-changing world.
Just consider these every day operational struggles:
time-consuming and manual workflows, inconsistent
customer experiences, increased litigation risks, talent
attraction and onboarding, lack of operational insights,
and increased operational costs. Together they are
straining financial results and impacting product
pricing, underwriting, customer satisfaction, and market
competitiveness.
This challenging industry landscape is unsustainable,
particularly as it continues to drive increased cost of
insurance for customers. We are now in a race to create
a new future where insurance is more relevant than ever.
Redefining how insurance operates is no longer optional;
it’s essential for future success.
Redefining insurance starts with reshaping a new
business model and technology foundation to drive
innovation, achieving real optimization and tangible
business results. However, this requires the right
investment in key areas. According to our upcoming
2025 Strategic Priorities research, those focused on the
following key areas show greater growth compared to
those who are not focused on these areas, including
new products (1.6x), new business models (1.52x),
innovation (1.43x), legacy technology replacement
(1.36x), reallocated resources (1.28x) and expanded
channels (1.21x). These first movers are strengthening
business fundamentals and foundations, while meeting
the challenges of a changing market.
A next-gen, intelligent technology foundation, built on
a robust cloud-native architecture, allows insurers to
hone their focus and compete in today’s marketplace.
With it, insurers can create an adaptable foundation for
operational optimization and innovation that includes
advanced data and analytics — preparing insurers for
relentless market shifts and the fast-paced changing
world of risk.
Just consider the power and operational impact of
embedding GenAI across the entire business value chain.
Look at an average day-to-day transaction. A particular
process that uses 4-5 screens and maybe 30-40 clicks
may currently take 10-15 minutes. GenAI can reduce
this process to 30-60 seconds! GenAI can bring 10-20
times productivity improvement in performing tasks or
transactions.
These capabilities extend across the business, lowering
cost ratios and unit costs, boosting profitability and
competitive pricing, improving quality and consistency,
and bending the learning curve of new and existing
employees! We are on the cusp of a new level of
productivity and operational efficiency, allowing insurers
to transform and optimize their business at the same
time - an elusive goal for most transformation programs!
Those who are leading as first movers are strengthening
business fundamentals and foundations while meeting
the challenges of a changing market. They are
reallocating resources to change how business is done,
developing new business models, replacing legacy
core systems, expanding distribution channels, and
developing new products.
Leaders keep a sharp focus on both operations and
strategy. They are forward-thinking. They recognize
that change is unending, so they identify areas that
intersect the business operational model and technology
foundation to drive optimization, growth, profitability,
and long-term business innovation.
Leaders are also preparing to meet growing risks and
the shifting buyer landscape with rapid advances in data,
technologies, products. If there was ever a time to let
necessity drive change in the business and technology
foundation, it’s now. The future will be captured by those
investing in it.
Denise Garth
Chief Strategy Officer, Majesco
MODERN INSURANCE | 89

INSURTECH
The Case for Co-Existence in
Insurance Innovation
The insurance industry has been driven by technological advancement since I can remember,
and subsequently, it has always been exposed to the opportunities and difficulties that this
presents.
However, today’s pace of change makes tech-driven opportunities
more crucial than ever for insurers. However, existing systems
often hinder transformation. Many insurers now realise past
system replacements have created ‘modern legacy’ systems with
their own limitations, making change even more challenging.
Understandably, this has led to a cautious approach toward
modernisation.
Digital evolution is no longer optional—it’s essential for survival.
Yet, navigating toward a fully digital future feels like an unsolvable
puzzle for an industry steeped in complexity. So, how can insurers
embrace a digital-first future without the costs, time and risks of
replacing existing systems? The answer lies in the form of coexistence,
where the new collaborates with the old.
The Push Toward Digital Transformation
Insurers worldwide are making commendable strides in
embedding digital capabilities into their operations. But as
shared in INSTANDA’s 2024 global report, the drive for digital
transformation goes far beyond simplifying quote-and-bind
processes. Today, insurers must focus on creating seamless
digital experiences across the entire value chain— from midterm
adjustments and customer engagement to renewals and
streamlined claims management.
Consumer expectations are a significant driver of this shift.
Modern customers demand experiences that are fast, transparent
and tailored to their individual needs. According to INSTANDA’s
commissioned independent research, in addition to lower costs,
customers favour personalised insurance offerings, trustworthy
service, and the ability to make their own policy adjustments.
There’s an opportunity here, an urgent one, to meet customers
where they are with products and experiences they really want.
Navigating Complexity
One of the most significant challenges in achieving this is the
existence of deeply engrained systems. These systems, while
sophisticated in their time, can hinder demand for innovation
and connectivity. They were never designed to handle today’s
customer-driven digital demands or the intricate requirements of a
multi-channel, data-rich insurance ecosystem.
administration system (PAS) that functions as the ‘System
of Engagement’ within their operation, insurers can create a
connected value chain without a complete system overhaul.
INSTANDA stands out in this scenario as it offers fully automated
digital capabilities transforming the front-end, and opportunities
to collaborate with the world outside of the insurer. Existing
systems remain intact, acting as reliable bookkeepers (‘System of
Record’), while streamlined, interoperable digital solutions handle
customer-facing processes.
2. Separating Old from New
An alternative path involves establishing a ‘vertical co-existence’
approach, separating existing operations (‘the Old Company’)
from an insurer’s digital endeavours (‘the New Company’). This
method ensures that traditional operations continue unhindered,
while new, agile systems bring flexibility and speed to product
development.
This agility accelerates time-to-market and significantly enhances
ROI, marking a departure from the traditional, back-end-heavy
technology upgrades of the past.
Why Co-Existence is Critical
Co-existence enables insurers to innovate at pace, without
disruption. More importantly, it allows them to meet the demands
of a competitive, customer-driven world while keeping costs
sustainable.
At INSTANDA, we’re proud to be leading the way in accelerating
modernisation for insurers. It’s not always about ‘choosing’
between old and new—often, it’s about creating synergy between
both.
To learn more about how INSTANDA enables co-existence and
empowers insurance innovation, contact us today by visiting
INSTANDA.com
Understandably, though, there’s little appetite for expensive
and time-consuming ‘rip-and-replace’ approaches. Instead,
the pathway forward, at least for the time being, involves coexistence—blending
existing systems with innovative digital
solutions in a sustainable, efficient way.
A Pragmatic Path Forward
Two effective strategies enable insurers to modernise at pace
without destabilising their operations or incurring soaring costs:
1. A Layered Approach
One strategy is to integrate modern technology solutions into
existing frameworks by layering new systems atop existing
infrastructure. By introducing a modern, no-code policy
Andy Watts
Business Development Director (EMEA),
INSTANDA
90 | MODERN INSURANCE

WINNER
Make 2025 Your
Breakthrough Year
Lead the charge with the award-winning
global platform designed to help you
stay ahead of the competition and
transform how you do business.
• Accelerate Speed to Market. Launch
products faster than anyone else.
• Expand Effortlessly. Scale across channels
and geographies with confidence.
• Empower Your Team. Make changes to
products and ratings with ease.
• Drive Growth. Harness the power of a
scalable ecosystem-driven solution.
• Maximise Efficiency. Lower your Total Cost
of Ownership (TCO) while boosting revenue.
INSTANDA’s fully configured,
cloud-native no-code platform is proven,
and our people are exceptional.
Ready to talk scalable growth?
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