Modern Insurance Magazine Issue 71

ISSUE
71
ISSN 2515-3803
2025 Contributors
Media Partners

WELCOME
Hello readers,
First things first, I’m delighted to introduce myself as
the new Editor of Modern Insurance Magazine. It’s a real
privilege to join this vibrant and ever-evolving industry,
and I’m excited to explore the challenges, innovations,
and conversations shaping the world of insurance today.
In this issue, we take a deep dive into claims management, examining how the
sector can elevate client services, deliver greater value, and challenge public
perceptions of insurance. With trust and reputation at the heart of our features,
we look at how the industry can strengthen consumer confidence and drive
long-term success.
Hayley Dalton, Editor
We kick off on page 8 with Exploring the Future of Regulation, Consumer Duty,
and Diversity in the Insurance Industry – an insightful interview between Branko
Bjelobaba and Charlotte Wightwick, Assistant Director and Head of Conduct
Regulation at the ABI. Charlotte brings rich experience from her time at The
Pensions Regulator and the Department for Work and Pensions, offering a
powerful perspective on current policy challenges.
Then, on page 10, don’t miss Rebuilding Trust: How the Insurance Sector Can
Win Back Customers. Jo Causon, CEO of The Institute of Customer Service,
shares exclusive insights from the latest UKCSI and outlines how insurers can
better meet customer expectations and build lasting loyalty.
We’ve also packed this issue with thought-provoking features, including: Just
a Thought with Eddie Longworth: Claims Management is Dead… Long Live
Customer Claims Management (p. 41) and APIL Calls for Action as Ministers
Step Back from Civil Liability Act Claims (p.39)
Rachael Pearson, Events & Sales Manager
Emily Birks, Project Manager
Racheal Pearson
Events & Sales Manager
Modern Insurance Magazine
rachael.pearson@charltongrant.co.uk
Emily Birks
Project Manager
Modern Insurance Magazine
emily.birks@charltongrant.co.uk
As always, our esteemed Editorial Board contributes their expert perspectives
from page 13, followed by valuable insights from our respected industry
associations (p. 33) and our trusted panel of insurance fraud specialists (p. 53).
A special thank you to the brilliant Megan Kuczynski – it’s a joy to collaborate
with her once again as we bring you another compelling instalment of Insur.
Tech.Talk. Find our panel of leading insurtech experts in the second half of the
magazine, starting on page 71.
So without further ado…
Happy reading!
Hayley
Hayley Dalton
Editor,
Modern Insurance Magazine.
hayley@charltongrant.co.uk
ISSUE 71
ISSN 2515-3803
Editor
Hayley Dalton
Project Manager & Events Sales
Emily Birks
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

The
ABI
Contents
8
53
10
72
64
4 | MODERN INSURANCE

8
10
13
33
41
43
44
47
49
51
63
53
Interview
Charlotte Wightwick, Assistant Director,
Head of Conduct Regulation at the ABI
Exploring the Future of Regulation,
Consumer Duty, and Diversity in the
Insurance Industry
Jo Causon, CEO of The Institute of
Customer Service- Getting customer
interactions right first time
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.
Features
Just a Thought with Eddie Longworth:
Claims Management is Dead…….Long Live
Customer Claims Management
Spearheading the Future of Automotive
Intelligence
Ensuring Fairness and Transparency Amid
Increasing Risk Complexity and Rising
Expectations
Building Strong Relationships Through
Technology: Open GI’s Commitment to
Empowering Insurance Brokers and MGAs
Consumer Duty – What Is the Claims
Management Fix?
Brokers, it’s time to evolve
I Love Claims: Restoring Trust and
Redefining Customer Experience
Fraud Board
Don’t miss our regular instalment of
TheFraud Board, where our collective of
fraud experts convene to discuss the key
factors affecting the fight against fraud in
today’s modern insurance landscape.
59
61
39
64
10 Minutes with...
10 Minutes with… Katherine Bryant Consultant,
speaker & coach. Founder of The Insurance
Breakfast Club
Personal Injury
Features
Risk Assessment: An ATE Insurer’s Perspective
APIL Calls for Action as Ministers Step Back
from Civil Liability Act Claims
In Celebration
Modern Claims Awards 2025
Insur.Tech.Talk
Interviews
72 Welcome
Megan Kuczynski, Senior Strategic
Advisor, Insurtech Insights
Founder & CEO, ClimateTech Connect
73
74
75
76
Pinpoint Predictive
Scott Ham, CEO, Pinpoint Predictive
Preferred Mutual
Michelle S. Raue, EVP, Chief Claims &
Transformation Officer, Preferred Mutual
InsurTech Consulting
Alan Demers, President, InsurTech Consulting
CLARA Analytics
Heather H. Wilson, CEO, CLARA Analytics
77 Solvray
Bobbie Shrivastav, Co-Founder and CEO,
Solvrays
79
Insur.Tech.Talk
Editorial Board
Experts from the insurtech sector join us once
more to share their unique insights!
INSUR.TECH.TALK BOARD
Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising material.
We accept no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse, and are not
responsible or liable for, any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in connection with, the
use of or reliance on any such advertising or products in such advertising.
MODERN INSURANCE | 5

Editorial Board
13
15
17
19
HOW WE CAN
RESHAPE PUBLIC
PERCEPTION AND BUILD
GREATER TRUST WITH
CONSUMERS?
Sam Nicholson, Head of Insurance
Services, Carpenters Group.
THE FUTURE OF
CLAIMS: BALANCING
TECHNOLOGY WITH
HUMANITY
Will Prest, Product Manager,
ParaCode
WHAT INNOVATIVE
STRATEGIES OR
TECHNOLOGIES ARE
MAKING THE MOST
IMPACT IN ENHANCING
CUSTOMER EXPERIENCE
WITHIN CLAIMS
MANAGEMENT?
Lior Koskas, CEO, Digilog UK
SUPPLY CHAIN AS A
SOURCE OF GREATER
CUSTOMER VALUE
FMG
CLAIMS MANAGEMENT
FOCUSING ON
EFFICIENCY AND CLIENT
SATISFACTION
Jason Brice, Managing Director,
CMG
TWO EASY LESSONS IN
SYSTEM DESIGN
Mia Constable, Head of Business
Development, e2e
21
23
AT VIZION, EVERY
JOURNEY MATTERS:
BUILT ON TRUST,
DRIVEN BY INNOVATION,
FOCUSED ON THE
FUTURE
Chris McKie, Managing Director,
Vizion Network
TECHNOLOGY AS
AN ENABLER: THE
CHANGING SHAPE OF
CLAIMS MANAGEMENT
Greg Laker, Director of QuestGates
REBUILDING TRUST IN
CLAIMS MANAGEMENT: A
NEW ERA OF EMPATHY
AND TRANSPARENCY
Gilly Daniels, Managing Director,
Witness Wise
BUILDING TRUST
THROUGH EVERY CLAIM
Phillip Witterick, Commercial
Director, Auxillis
25 STREAMLINED
RECOVERY, STRONGER
CLAIMS OUTCOMES
Mick Jennings, CEO, Nationwide
Vehicle Assistance (NWVA)
27
STAYING AHEAD OF THE
CURVE: NAVIGATING
THE COMPLEXITIES OF
MODERN MOTOR CLAIMS
Adrian Furness, Managing Director,
Activate Group Insurance Services
THE FUTURE OF
CLAIMS MANAGEMENT:
SEAMLESS, SMART, AND
CUSTOMER-CENTRIC
James Reynolds, Director of
Commercial and Finance, National
Windscreens
6 | MODERN INSURANCE

29
31
The Fraud Board
55
EVOLVING AUTOMOTIVE
RISK INTELLIGENCE
VALUE WITH A DATA-LED
BUSINESS MODEL
Jonathan Hewett, Chief Executive,
Thatcham Research and David
Humphreys, Director, Automotive
Data, LexisNexis Risk Solutions
CLAIMS MANAGEMENT
– DELIVERING GREATER
VALUE TO CUSTOMERS
Jane Pocock, CEO, Copart UK &
Ireland
CHARLES TAYLOR
The Crisis Of Identity Affecting
Claims Teams
Bobby Gracey, Global Head of Counter
Fraud, Charles Taylor
WHITELK
Barbarians At The Commercial Gate?
Matt Gilham, Director, Whitelk
57 FRISS
Changing The Trust Paradigm
Martyn Griffiths, Sales Manager UK&I,
FRISS
58
LV=
Reimagining Fraud Management
In The Insurance Industry: A
Customer-Centric Approach
Ben Fletcher, Head of Financial Crime,
LV= General Insurance
RGI SOLUTIONS
Trust, Tech And Fraud: Ai’s Role In
Securing The Future Of Claims
Jamie Lankey, Technical Services
Director, RGI Solutions
35 MASS
Cut-Price Claims, Full-Price Premiums:
Civil Liability Act Under Fire
Sue Brown, Chair, Motor Accident
Solicitors Society (MASS)
MGAA
Powering Growth, Advocacy, and
Professional Standards in the Growing
MGA Market
Mike Keating, CEO, Managing General
Agents’ Association (MGAA)
37 BIBA
Streamlining Regulatory Reporting for
Insurance BrokersBritish Insurance
Julie Comer, Brokers’
Association (BIBA)
IAEA
Ingredients Make All the Difference
to A Great Recipe
David Punter, President, Institute of
Automotive Engineer Assessors (IAEA)
MODERN INSURANCE | 7

INTERVIEWS
Exploring
the Future of
Regulation, Consumer
Duty, and Diversity in
the Insurance Industry
Bronko Bjelobaba,
FCII is the principal of
Branko Ltd.
Branko Bjelobaba in
Conversation with
Charlotte Wightwick,
Assistant Director, Head
of Conduct Regulation at
The ABI
Charlotte Wightwick,
Assistant Director, Head of
Conduct Regulation at the
ABI
In this engaging interview, Branko Bjelobaba, one of the
insurance industry’s most respected figures, talks to Charlotte
Wightwick, the Assistant Director and Head of Conduct
Regulation at the Association of British Insurers (ABI).
Charlotte, who joined the ABI in 2022, brings a wealth of
experience from her time at The Pensions Regulator, where she
played a pivotal role in policy issues such as Value for Money
and ESG, as well as her extensive career at the Department for
Work and Pensions.
Throughout their conversation, Charlotte offers a unique
perspective on the evolving regulatory landscape and shares
her thoughts on the impact of initiatives like Consumer Duty.
She explores the challenges faced by insurers in balancing
consumer protection, growth, and innovation, while also
delving into the importance of diversity, inclusion, and social
mobility within the sector.
8 | MODERN INSURANCE

INTERVIEWS
QNikhil Rathi wants the FCA to simplify the regulatory
burden; in which areas in particular are you hoping to
see positive change?
AWe want to see regulation create an atmosphere in
which consumers are confident in high-quality products
and where firms can flourish. Therefore, the FCA’s focus
on getting the right balance between consumer protection,
growth, and innovation is welcome.
Actions such as the Handbook Review, aiming to simplify the
FCA’s labyrinthine Handbook, and the government’s Action
Plan on regulation are a great start, although we’ve yet to see
the details of what these will lead to in practical terms. The
proof will very much be in the pudding. However, initiatives
such as the review of the Financial Ombudsman, and the FCA’s
commitment to reducing unnecessary data returns, are also
positive signs.
We recognise that it’s going to be a difficult balance to get
right. This is because it’s also critically important that the
practicality and scope for firms to implement any changes
are recognised. Change itself comes with a cost. And change
for change’s sake could be counterproductive under the
secondary growth and competitiveness objective.
Crucially, for our industry, stability is needed to achieve this
objective. We need certainty in our direction of travel, in the
laws that govern our country, and in the regulations set for
our industry. While we hope to see regulation that encourages
investment and growth, we must also ensure that the UK
maintains its status as a global financial centre with high
regulatory standards.
QWork is currently underway by the Motor Insurance
Taskforce to ‘root out factors that increase costs for
the car insurance industry’; in addition, last year the
ABI launched its 10-Point Roadmap. To date, what are your
findings and outcomes?
AThe cost of motor insurance remains a high priority
for us, our members, and, of course, for customers.
We’ve made significant progress on our 10-Point
Roadmap, launched in February last year to tackle the cost of
motor insurance. It’s crucial we continue to work together –
across industry, government, and regulators – to address the
underlying factors.
We’ve partnered with the National Vehicle Crime Intelligence
Service and launched the Insurance Fraud Charter with the
Home Office to reduce incidents and impacts of theft and
fraud. Our members have committed to premium finance
principles to support transparency and affordability for those
who pay monthly. We continue to support the development
of automated vehicle technologies that have the potential to
improve road safety, alongside engaging with the government
on its Road Safety Strategy.
But more must be done. We need government investment in
technical education to train repair specialists to address the
UK’s critical shortage of vehicle repair technicians. We need
infrastructure improvements that reduce the risk of accidents
on our roads and better support for novice drivers so that they
can build their driving experience on our roads more safely.
The UK government’s Motor Insurance Taskforce provides an
opportunity to bring together insurers, vehicle manufacturers,
supply chain networks, and policymakers to develop practical
solutions that can benefit UK motorists. The insurance industry
stands ready to work together to tackle these cost drivers.
QWhere do you feel Consumer Duty is helping
customers? As premiums increase, and with
substantial profits being made by insurers, could this
be perceived as favouring shareholders over consumers and
impacting the ability to rebuild consumer trust and affecting
how insurers are publicly perceived?
AImportantly, insurers operate in a competitive market
where they want as many customers as possible to
find the cover they need at a price they can afford. As
an industry, we’re supportive of proportionate and effective
regulation designed to protect consumers. The Consumer
Duty has made improvements to existing regulation and
builds on the hard work of the sector over many years to
deliver high-quality, good-value products to customers. It has
helped firms to focus on the right questions about where they
could support customers further for even better outcomes.
QDo you feel consumers would benefit from a set of
easily understood metrics that highlight evidence of
fair value at a glance, which illustrates how good the
insurer and their products are (bearing in mind the PROD
rules requiring product/service fair value assessments came
out in October 2021)?
AThe UK insurance market is highly competitive. Our
members work hard to ensure that they are delivering
the best value products to their customers. It’s
important to note that value will have a different meaning
for each customer. We always recommend shopping around
when looking for any insurance policy, but it’s essential that
customers take out insurance that provides the appropriate
level of cover for their needs, rather than just focusing on
price.
QInsurance is a great sector to work in and employs
over 300,000 people, providing great opportunities,
but what is the sector doing to recruit the next
generation of talent? Is there an industry-wide need for a
greater focus on social mobility, for example?
AHaving a diverse workforce brings unique views and
a wider range of solutions, benefitting businesses
and society alike by encouraging innovation for
customers of all backgrounds and experiences. That’s why,
in 2022, we set out to become the most diverse, equitable,
and inclusive sector in the UK economy. As part of this, we’ve
launched a series of initiatives, including our award-winning
DEI Blueprint, to guide ourselves and our member firms to
‘Attract’, ‘Grow’, and ‘Advance’ a workforce that is welcoming
and safe for all.
Social mobility is a key focus area within this. We continue
to encourage our members to collect better quality data
on the socio-economic backgrounds of their employees
to understand representation and target initiatives more
effectively. In 2023, more than half (51%) of firms captured
social mobility data, a notable increase from 33% in 2022.
Our Blueprint also aims to diversify entry points into the
insurance sector as we recruit the next generation of
talent. We encourage members to maximise the use of
their apprenticeship levy, recognising apprenticeships as
a valuable pathway to social mobility. Furthermore, we
believe it is crucial to increase opportunities for mid-career
apprenticeships, ensuring that talented individuals who were
previously unable to access training or qualifications at the
school-leaver stage can still progress later in life.
MODERN INSURANCE | 9

INTERVIEWS
Getting
customer
interactions
right first
time
Jo Causon, CEO of The Institute
of Customer Service, shares
exclusive insights from the latest
UKCSI and explores what insurers
must do to improve satisfaction
and loyalty.
As CEO of The Institute of Customer Service, Jo Causon
has been a leading voice in championing the role of
customer service in driving business performance and
long-term trust. Since joining the Institute in 2009, she
has overseen significant growth and helped establish the
UK Customer Satisfaction Index (UKCSI) as a respected
national benchmark. With a strong background in financial
services, Jo brings a valuable perspective on the evolving
relationship between insurers and their customers,
particularly during times of economic uncertainty and rising
consumer expectations.
In this interview, Jo shares insights from the Institute’s latest
research to examine how customer satisfaction and trust in
the insurance sector are shifting. Are things getting better
or worse? What are the key drivers of frustration, and how
are organisations responding more effectively? Drawing on
a wealth of data and her experience advising businesses
across the UK, Jo explores how the sector can improve
its reputation and deliver a service experience that builds
loyalty in a highly competitive market.
Q
From your latest research, is customer trust in the
insurance industry getting better or worse?
AOur latest UK Customer Satisfaction Index (UKCSI)
results, released in January 2025, show that the
insurance sector has remained largely static in terms
of satisfaction and trust in the past six months, and is
slightly lower year-on-year, indexing at 77.5 out of 100.
Satisfaction with the motor insurance sector dropped
the most since January 2024, falling by 1.5 points, while
average satisfaction with home insurance rose by 1.5
points, putting it at the highest satisfaction level of any
policy type.
This flatlining in customer satisfaction and trust is reflective
of many sectors in the UK, as seen in the overall UKCSI,
and is at least partly caused by economic uncertainty. This
is resulting in underinvestment in people development,
and at times an overreliance on technology, leading some
organisations to prioritise short-term savings over longterm
strategic investment.
We also see a widening gap between those at the top of
their sector and those towards the bottom, suggesting
that organisations with differentiating customer service
are pulling away from the pack. This is no different in the
insurance sector, where the gap between the highest and
lowest rated organisations has increased by six points
since January 2024.
QHow does the insurance sector compare to other
industries when it comes to customer service and
trust levels?
AWhile customer satisfaction in the insurance sector
is 3.3 points below its high point in July 2022, it is
still 1.4 points above the all-sector average and has
been tracking consistently with the all-sector average since
2019. The insurance sector places seventh out of 13 sectors.
Ten per cent of customers reported experiencing a
problem with an insurance company in the latest UKCSI,
which is 4.4 percentage points lower than the UKCSI allsector
average of 14.9 per cent.
When it comes to trust, insurance is also slightly above the
UK all-sector average (7.7 out of 10 for insurance versus 7.5
all-sector).
10 | MODERN INSURANCE

INTERVIEWS
QWhat are the biggest frustrations customers
have with insurers, and how can the industry
tackle them?
AAccording to our latest research, the leading
causes of problems with insurance companies
are quality or reliability of goods and services
(cited in 29.6 per cent of customers’ problems), cost
(22.7 per cent), and suitability of goods and services
(21 per cent).
To tackle these issues, there needs to be a deeper
understanding of the customer base, to ensure a more
rounded view of customer issues and challenges.
Understanding the pain points of the customer journey
is also necessary, as well as making the experience
easier, clearer and more navigable. Products and
services themselves should also be reviewed regularly
to ensure they remain fit for purpose and address
evolving customer needs.
Cost will inevitably remain a challenge, particularly in a
world increasingly impacted by geopolitical instability
and climate change. However, those organisations that
deliver right-first-time solutions will help improve their
productivity. The key is to drive loyalty with a focus on
the lifetime value of their customers. Creating more
personalised experiences through service delivery
is also increasingly important, especially in a highly
commoditised environment.
QHow important is the claims process in shaping
how customers feel about their insurer?
ACustomer satisfaction when contacting insurers
regarding claims stands at 72.7, which is slightly
up year-on-year but nearly five points below the
sector’s overall satisfaction score of 77.5.
Making an insurance claim is a critical moment of truth
for any customer, who is often in a highly emotional
and stressful state. Therefore, removing as much
friction as possible from the user journey is important,
as well as ensuring the competence of the staff and
level of responsiveness. Using an integrated approach
with a blend of human interface and technology is key,
to ensure that the right information is available but
delivered in the most effective and empathetic manner.
data from the CII shows that
consumers still feel insurers could do more
QRecent
to earn their trust, especially when it comes
to rewarding loyalty. Do you think loyalty
remains a key issue for customers?
ALoyalty absolutely remains a key issue for both
consumers and the organisations they interact
with, and rewarding loyalty should be integrated
into the customer service strategies for insurance
companies.
Q
Insurance is often seen as a grudge purchase,
and with rising premiums, some customers
may already have a negative perception
before they even interact with a provider. What do
you think the industry can do to shift this mindset
and improve the public’s overall perception of
insurance?
AIn our latest UKCSI, the leading issues that
customers believe insurance companies should
improve are website navigation, making it easier
to contact the right person to help, and developing
more knowledgeable staff.
For insurance organisations to move the dial on
negative perceptions, they need to examine their
entire end-to-end user journey. Is it fit for purpose?
Is it designed with the customer in mind? Does it
consider an increasingly diverse and polarised user
base? Are new technologies like AI being implemented
thoughtfully?
Getting customer interactions right first time, at every
touchpoint, will go a long way to improving customer
perceptions, which can in turn strengthen trust and
reputation for the insurance sector.
Jo Causon,
CEO of The Institute
of Customer Service
Our latest UKCSI results showed that the biggest
drivers of higher satisfaction among consumers
are around trust, loyalty and the reputation of
organisations. When you couple this with the fact that
31 per cent of customers indicated that they would
pay a premium for excellent service, it is imperative
to invest in ensuring your customers feel listened to,
appreciated and cared about.
MODERN INSURANCE | 11

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EDITORIAL BOARD
How We Can Reshape Public Perception
and Build Greater Trust with Consumers?
Trust can take years to build and mere seconds to lose. There
are many reasons why customers might lose faith in a business,
especially as the claims process can often be protracted,
complex, and emotive.
Customers might be frustrated by:
Lack of Clarity on Policies: Customers are overwhelmed by jargon and
unclear on their rights.
Pricing Issues: As costs rise and quotes differ wildly, people are
unclear about what good value really is and what to expect for their
money.
Data and Privacy Violations: Customers are becoming more cybersavvy,
leading to reticence in sharing information due to having their
trust eroded in the past.
Poor User Experience: How someone is communicated with and cared
for can make or break trust levels. The more bureaucracy, the more
error, and the greater the damage to trust and reputation.
Is there a winning recipe to building and retaining trust?
We think so. We work hard every day to care for our customers. Here
are just a few of the things we focus on:
Be Customer-Centric: Ensuring service levels and the personal touch
are at the core of your business will keep you on the right path. By
showing that we understand and care about our customers’ unique
situations, companies can build stronger, more trusting relationships.
Deliver on Promises: Sometimes this means managing expectations
and having tough conversations. It means ‘walking the talk’ and living
up to the ethical standards required of us.
Focus on Simple Communication: Sometimes just knowing where
you are in a process and being kept updated can go a long way. If
there is no news on a claim, that is the news to share. Communicate,
communicate, communicate!
Leverage Technology: The integration of technology can enhance the
customer experience. We can utilise digital platforms to streamline
processes, making it easier for consumers to access information and
manage their policies. Mobile apps, for example, like our own Claims
Hub, can allow customers to check claim status and communicate
with representatives in real time. Additionally, the use of artificial
intelligence and machine learning can improve the accuracy and
efficiency of claims processing, reducing the likelihood of errors and
disputes.
Community Engagement: A huge part of life at Carpenters is
engaging with the community, which helps shape public perception.
We are genuinely invested in the well-being of the communities
we serve. If undertaken with true intent, this supports trusting
relationships. Any ESG or CSR washing will be spotted by wise
consumers a mile off.
Stay Humble and Keep Learning: This involves regularly seeking
feedback from customers and our colleagues who they interact
with, then using the data to make necessary adjustments and
improvements. By showing that we are willing to listen and adapt, we
demonstrate our dedication to providing the best possible service.
Our audiences are increasingly demanding, and so reshaping
public perception and building greater trust requires a multifaceted
approach. But above all else, it requires a commitment to truly care,
to listen, and to act.
Sam Nicholson,
Head of Insurance Services,
Carpenters Group.
The Future of Claims: Balancing
Technology with Humanity
As customer expectations evolve and technology
advances, the insurance industry faces a critical moment.
Intelligent automation, empathetic service design,
and a renewed focus on trust are reshaping the way
insurers approach claims, turning moments of stress into
opportunities to strengthen customer relationships.
Claims management is undergoing a fundamental transformation, one
driven as much by rising customer expectations as by technological
innovation. Looking ahead, three key trends will shape the future
of claims and customer service: intelligent automation, empathetic
service design, and a renewed focus on trust and transparency.
First, the adoption of intelligent automation will continue to
accelerate. From AI-driven triage to the automated settlement of
straightforward claims, insurers are increasingly able to offer faster,
more accurate outcomes. This not only reduces costs but also delivers
the speed and convenience customers have come to expect in a
digital-first world.
But speed alone isn’t enough. Claims are, by definition, moments of
difficulty, often stressful, emotional, or disruptive. This brings us to the
second trend: designing claims experiences around empathy.
Insurers are beginning to move beyond process efficiency to consider
emotional experience. Empathy in claims means training staff to
handle sensitive conversations with care, designing digital touchpoints
that feel reassuring rather than robotic, and ensuring communication
is timely, clear, and human. It means recognising that, for the
customer, the claim isn’t just a transaction, it’s the moment when the
promise of insurance is tested.
We’re seeing a growing emphasis on journey mapping and
behavioural insight to identify points of friction or frustration, then
actively redesign them. For example, giving customers more choice
in how they interact, via app, phone, or video, can dramatically
improve satisfaction. Offering real-time updates on claim progress
builds reassurance. Small gestures, such as proactive outreach during
a claim or a follow-up call to check on a customer’s wellbeing, can
make a lasting impact on trust and loyalty.
Finally, the most important shift is a redefinition of trust. In a data-rich
environment, customers are more informed, and more sceptical, than
ever before. Building long-term loyalty will rely on more than just
efficient claims processing. It requires transparency: clear decisions,
fair treatment, and giving customers visibility and control throughout
the process.
At the heart of these trends is a desire to reshape perceptions. Claims
are the moment of truth for insurance, where promises are tested
and reputations are won or lost. If insurers can use technology not
just to automate, but to humanise, and not just to optimise, but to
personalise, they will forge stronger emotional connections with their
customers.
Will Prest,
Product Manager, ParaCode
MODERN INSURANCE | 13

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digiloguk.com
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EDITORIAL BOARD
What Innovative Strategies or Technologies
Are Making the Most Impact in Enhancing
Customer Experience Within Claims
Management?
The insurance industry is currently experiencing a digital
transformation, with customer experience (CX) playing a
pivotal role in modern claims management. Insurers are
embracing advanced technologies and forward-thinking
strategies to streamline their processes, minimise
friction, and boost customer satisfaction - impactful
innovations are reshaping the way claims are handled.
In response to growing customer expectations, insurers are deploying
user-friendly digital self-service portals and mobile applications. These
platforms allow policyholders to file claims, submit documentation,
and monitor progress in real time – all from their smartphones.
In particular, tools like digital First Notice of Loss (FNOL) offer
guided, real-time reporting that simplifies the process and enhances
transparency.
Major improvement comes from the implementation of omnichannel
communication platforms. These platforms integrate various methods
of contact, be it phone, email, chat, mobile apps, into a seamless
experience. Customers are able to interact using their preferred
channels and conveniently switch between them without repeating
information.
Automation, Chatbots and virtual assistants are also reshaping the
way customers interact with claims systems. Available 24/7, they
provide instant support, guide users through the claims process, and
escalate complex issues to human agents when necessary, improving
accessibility and reducing customer frustration.
Artificial Intelligence (AI) and Machine Learning (ML) are leading
this revolution by automating repetitive tasks, speeding up decisionmaking,
and detecting fraudulent activity. AI-powered chatbots are
capable of providing immediate customer support, while predictive
analytics analyse historical data to process claims more quickly.
Additionally, machine learning algorithms alongside real time voice
analysis technologies identify suspicious patterns, helping reduce
fraud and improving overall accuracy.
By examining behavioural patterns and customer preferences,
insurers can deliver tailored communications, suggest relevant
services, and proactively resolve potential issues. This data-driven
approach fosters improved customer satisfaction and loyalty.
Similarly, blockchain technology is emerging as a tool to ensure
secure, transparent, and tamper-proof record-keeping, particularly
useful in complex claims involving multiple parties.
The future of claims management lies in embracing digitisation,
automation, and a customer-first mindset. With the integration of
AI, blockchain, and self-service platforms, insurers are equipped to
deliver more efficient, transparent, and personalised services. As
these technologies continue to advance, the claims process will
become even more seamless, setting a new benchmark for excellence
in customer experience within the insurance industry.
Lior Koskas,
CEO, Digilog UK
Supply Chain as a Source of
Greater Customer Value
With profitability and resilience at the heart of business
strategy, succeeding in a mature market is ever-more
challenging. Whilst focussing on core propositions
can be key to market growth, a best in class end-toend
supply chain, which looks beyond the boundaries
of simple logistics, can be the key to commercial and
customer success, and a powerful source of competitive
advantage.
Shared Business Strategy and Aligned Values
Supply chain strategy should support the overall business strategy
as the supply chain transforms business strategy into day-to-day
customer interactions. Identify business needs and set supply chain
micro and macro performance metrics accordingly, whether they
focus on cost, speed of supply, agility or stability. The strongest
performance occurs when the business functions, including supply
chain, are aligned cross-functionally with a clear definition of value
and customer care.
Communication
Supply chain relationships need nurturing to create mutually
beneficial connections which support a sustainable business model.
Supply chain partners are often the guardian of customer touchpoints
within product lifecycles and ultimately have the ability to delight or
disappoint customers. The amount of power and control held by the
outsource provider can be unnerving and herein lies the importance of
working in true partnership.
Flexibility
Supply chains are forward-facing, based on future customer
demand, product availability and external market or political forces,
and therefore need to be agile and flexible enough to cope with
increasing demands and scalability to mitigate risks.
Transparency
Maximum transparency is essential to end-to-end supply chain
effectiveness. IT strategy may need to support investment in
platforms and portals which enable collaboration and data sharing.
Significant investment in market leading technology can help to
reduce mutual administration costs for all parties in the supply chain,
whilst providing customers with the enhanced level of data they now
expect.
Transforming supply chains requires time, investment and senior
management attention yet the rewards are plentiful. Nurturing
strong, sustainable, open and trusting relationships with supply chain
partners, with a shared commitment to customer service excellence,
can be the key to converting customers to brand ambassadors.
MODERN INSURANCE | 15

EDITORIAL BOARD
Claims Management
Focusing on Efficiency
and Client Satisfaction
Like many industries, insurance
doesn’t appear immune to change
and or de-construction as companies
look to reduce cost, improve
efficiency whilst maintaining or
improving the delivery of great value
and customer satisfaction through
their experience.
CMG have previously stated that by allowing
the respective partners in a supply chain which
specialise in a particular field to “carry on” and
do best what they do, allowing the professionals
in each field to operator and play their part, a
great result can be achieved.
CMG provide a bespoke vehicle recovery
solution for insurance companies, and claims
management groups directly, in addition
to supporting repairer groups and both
independent body shops and body shop groups
with their “out of hours and in hours”, specialist
vehicle uplifts.
With the above in mind CMG focus wholly
on their part in this supply chain as neither
the insurer and or the claims management
companies have the expertise to handle the dayto-day
complexities of vehicle Recovery after
accident and rely on the services of a third party
like CMG.
Ensuring that the supply chain partners are
focused on all parts of the service delivery for
which they are procured and that a transparent
and healthy working partnership exists with
regular communication then a successful
partnership will flourish and work in every
one’s favour, resulting in a greater customer
experience.
Vehicle recovery after accident hasn’t always
been an easy relationship to handle but, CMG
have developed a strong working relationship
within this sector, CMG have developed a clear
understand of the frustrations between the
interactions across the sector.
Using this developed understanding of
requirements, wants and needs, CMG have
supported and built bespoke packages for
insurers, claims management groups and
repair network groups, by expertly managing
the whole process from Out of Hours FNOL,
vehicle uplift, storage, images facilitation for
VDA assessments, delivery to the repair shop or
salvage partners as required, whilst providing
all the necessary regulatory and legislative
compliance to the processes undertaken.
Each sector within the supply chain needs
to be able to demonstrate, understanding,
knowledge, capability and compliance for
the sector they are delivering but also for the
interactions with the initial supply partner and
the respective next partner in the chain, making
a seamless link, time sensitive and publicly
perceived great experience.
Shifts in vehicle manufacturing and the repair
industry have been significant, across the
development of hybrids, Plug in Hybrids
and EV’s, which has expanded into Light
commercial vehicle sector, combining
addition technology which is loaded across
manufacturers and models it’s a maze to
work through for both industries be it body
repair or the vehicle recovery industry. So, it
becomes even more crucial that the partners
in the supply chain are for each element of the
process are “fit for purpose”.
Jason Brice,
Managing Director, CMG
MODERN INSURANCE | 17

EDITORIAL BOARD
Two Easy Lessons in
System Design
Let me tell you a true story.
At a recent meeting of our Claims Technology
Investment Group, I looked around the room at the array
of talent on display and felt very proud that we were
able to gather together such a strong team. But then I
realised.
Someone was missing!
Perhaps they were on holiday (nope). Not feeling well (Nope). At
another meeting and there was a diary clash (Nope). Couldn’t care
less about the Technology meeting (definitely not). Hiding underneath
the table (No – I looked).
So, I could only conclude that they hadn’t been invited. No-one had
thought to include them on the list and, as a result, we were massively
deficient in the skills and knowledge we needed for the project to be
a success.
You see – we hadn’t invited a customer to the meeting.
Or, for that matter, to any of the previous meetings and I couldn’t see
any plans to consult with them in the future. Spending huge amounts
of time and money on new systems and we hadn’t thought to ask the
most significant group of opinions that should be paramount in our
minds. Instead, where we had given them even a modicum of thought,
we had rather arrogantly assumed we already knew what they were
thinking at any given time in the process.
Instead of asking them the key questions about what they wanted
from any proposed changes we simply worked on the assumption
that we know best. Lesson number one.
Lesson Number Two
Hang on a minute though!
Someone else was missing from the meeting. OMG! How can this be?
This is a disaster in the making.
We hadn’t invited any of our clients either.
The corporate insurers, fleets, claims managers and others who
would interface with our new system and have expectations about
what it would do for them. Of course, we are designing a Client Portal
but how, exactly, should this work? What interactions do our clients
want us to have with their policyholders? What are the key issues
they want addressed and what should we be doing to design the
perfect system?
Like many suppliers and insurers, we pride ourselves on being
‘customer-centric’ and we will move heaven and earth for our clients
and customers. But this degree of operational resilience is not
really the point. in fact, if we have successfully managed the ‘failure
demand’ in our new processes and technologies then we should
actually be doing less – not more.
Being more efficient requires up-front thought and not back-end fire
fighting.
We have remedied these omissions now and the insights being
provided to us are extremely valuable. Some of them are unexpected
and we would never have thought that they are important.
Butt it’s not what we think that really matters!
Mia Constable,
Head of Business Development, e2e
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Straightforward insurance
technology from straight
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Commercial Personal Niche
ParaCode is a cloud-based policy administration and
claims management software platform designed for
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EDITORIAL BOARD
At Vizion, Every Journey Matters:
Built on Trust, Driven by Innovation,
Focused on the Future
Putting customers through an industry version of an
ideal journey has never worked. Rules based use of data
to express individual service on industrial scale through
customer choice, is the only way to involve the customer
successfully.
Every time someone engages with Vizion, we go on a journey
together. Our systems and processes are designed to make that
journey exceptional. We’ve led with AI digital since 2016, empowering
customers with targeted choice, scalable and future-proofed
solutions, and enhanced customer experiences.
Customer trust issues are only overcome with transparency, making
trust automatic. By simplifying complex workflows, our adaptive AI
thrives and leads—keeping customers informed in real time. Today, we
can deliver personalised service digitally, avoiding average outcomes.
Customers must feel they’re receiving service tailored to them, not
pushed through a sausage machine for you.
Waste and failure in claims must be eliminated. By focusing on
efficiency through analytics, Vizion delivers today’s solutions while
anticipating tomorrow’s needs. Delivery, cost, and risk management
are critical.
We are committed to protecting people, processes, and technology.
Prioritising compliance and security builds confidence. Ensuring
confidentiality, integrity, and availability of information is key to trust.
ISO 27001 certification underlines our security commitment. Modern
customers expect compliance and correct behaviour—key to trust
and retention.
Sustainability is a core focus. Collaborative action, innovation, and
a passion for doing the right thing make a profound difference.
Customers care deeply about the environment. Managing carbon and
waste reduction is morally, socially, and commercially vital.
Vizion has worked with insurers, manufacturers, and suppliers to
develop ARIES: the Approved Repairer Industry Environmental
Standard. It’s open to all for shared progress. Many factors affect
a claim: cost, fuel, materials, legislation, supply, data, technology.
Success depends on managing these.
Balancing them, earning trust, and proactively mitigating risk is the
winning formula. At Kinetic’25 this September, we’ll explore the future
of claims and technology, offering insight into evolving risk and cost,
aligned with the customer journey.
Chris McKie,
Managing Director, Vizion Network
Technology as an enabler:
The changing shape of claims
management
The landscape of claims management is evolving rapidly,
with a growing demand for exceptional customer
service. For third-party administrators (TPAs), the
pressure is on to deliver high levels of satisfaction while
remaining cost-effective and competitive.
The key is harnessing technology to deliver process and cost
efficiencies—striking the right balance without losing the personal
touch that builds trust and loyalty. Investment in people and tech is
fundamental to ensuring claims management companies provide the
right service at the right price.
Insurers and TPAs must collaborate to unlock the full potential of
system integration and data sharing. Done well, this can significantly
boost efficiency while preserving the personal engagement that
drives customer satisfaction. Public trust remains relatively low, but
clearer explanations at the point of sale—what’s covered and what
must be disclosed—can help address this.
Transparency and communication are vital. Customers want to feel
informed, supported, and reassured throughout the claims journey.
Clear updates and proactive expectation management matter. A
shorter, simpler policy summary from the outset would be widely
welcomed.
Technology is a powerful enabler. API integrations, omnichannel
communication, AI, and robotic process automation (RPA) can all
enhance claims delivery. These tools support faster decisions and
resolutions, giving policyholders greater control and improving
outcomes. AI, particularly machine learning, enables fully automated
claims processing using rules and algorithms—some claims can even
be settled within minutes.
From first contact to settlement, transparency is crucial. Customers
must understand the process, feel informed, and be treated fairly.
This includes sharing good news promptly and delivering difficult
decisions with clarity and empathy. Managing expectations during
surges, when delays occur, is one such example. Looking ahead,
AI and automation will continue to accelerate processing and
communication, freeing resources for complex or high-value claims
where human judgement remains essential.
While the benefits of AI are clear, its adoption poses challenges. The
FCA is monitoring the ethical and transparent use of AI in claims.
Robust cybersecurity and compliance are also vital when handling
sensitive data.
Good old-fashioned customer service still matters. At QuestGates,
our customer-centric approach has earned us the Gold Award from
Investors in Customers—an accolade we’ve proudly held for over
12 years. This reflects our commitment to empathetic service and
operational excellence.
In conclusion, AI and robotics will transform the claims process—
especially for low-value, high-volume claims. But success depends
on embracing innovation, investing in people, communicating clearly,
and keeping the customer firmly at the centre.
Greg Laker,
Director of QuestGates
MODERN INSURANCE | 21

Driving towards
safe, secure,
and sustainable
motoring
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EDITORIAL BOARD
Rebuilding Trust in Claims Management:
A New Era of Empathy and Transparency
At Witness Wise, we support insurers and CMCs with
the expertise and compassion of our team of legal
specialists. Witness Wise has established itself as a
standout organisation largely due to its exceptional
approach to customer service and delivering results.
At the core of our success lies a deep commitment to
empathy, understanding and addressing the emotional
needs of customers, alongside their practical concerns.
The phrase “claims management” has long been associated with
a complex and often negative reputation in the UK, largely due to
ambulance-chasing tactics, aggressive marketing, and a perception
of opportunistic financial exploitation. Historically, many consumers
viewed claims management companies as predatory intermediaries,
solely interested in generating fees rather than providing genuine
support to individuals seeking rightful compensation.
This stigmatised perception stems from years of marketing campaigns
and cold-calling firms promising quick payouts, sometimes leaving
consumers with a feeling of very little regard for their actual
circumstances. This has created a deeply ingrained sense of mistrust
in public opinion.
The UK claims management sector now faces a critical challenge
that goes beyond processing claims. We must now rebuild trust in an
industry engulfed by scepticism and frustration.
Consumers approach insurance claims in some of their most
vulnerable moments, following accidents, being let down by
professionals, experiencing property damage, or suffering personal
losses, with many feeling that insurers are focused on minimising
payouts rather than providing genuine support.
To reshape this perception, companies must fundamentally
reimagine their approach to customer interaction. This begins with
comprehensive training programmes that offer consumers empathy,
active listening, and genuine human connection. Claims handlers
must not be viewed as transaction processors or fee-generators. It is
imperative that handlers fully understand a customer’s situation, its
impact, and why they find themselves needing to make a claim.
Transparency emerges as a critical strategy for rebuilding trust.
Companies must commit to clear, jargon-free communication that
enables accessibility and a clear understanding of the claims process
and potential timescales from the outset. This includes providing
real-time updates, offering multiple communication channels, and
ensuring customer understanding throughout the entirety of their
claims journey.
Advanced CRM systems can provide claims handlers with
comprehensive customer insights, enabling the delivery of
personalised and empathetic support, while artificial intelligence
and data analytics can help identify potential pain points, allowing
proactive intervention and support.
Each claim is an opportunity to demonstrate genuine care and build
meaningful connections with consumers. Training should focus on
developing skills that go beyond technical expertise and should
include improving communication skills, emotional intelligence, and
customer-centric problem-solving.
Ultimately, rebuilding trust requires a fundamental cultural shift.
Claims management must transform from a perceived industry
of opportunism to a service of genuine support, moving from a
reputation of exploitation to one of empowerment and true customer
care.
Gilly Daniels,
Managing Director, Witness Wise
Building Trust Through
Every Claim
New customer growth is hard fought and expensive,
so strong retention is crucial for insurers to maintain
profitability, reduce costs, and thrive in a competitive
market. This is not just about premium; it relies upon
building brand loyalty, even affection, so that customers
become advocates for the company.
However, when motor insurance is often only seen as a distressed
purchase, it is vital that insurers reshape public perception to build
greater trust with customers. We know, through our own successes,
that the claims service providers insurers work with have an important
role to play, and can significantly enhance customer satisfaction,
loyalty and trust.
At Auxillis, we talk a lot about Quality Conversations – it’s a key part
of our proposition and our culture of customer service excellence.
For us, this means using shared data and smart integration that
enables us to deliver targeted advice when and where it’s needed, so
we are positioned not just as service providers but trusted advisors
representing our partners’ brands.
We have been working with our insurer and broker partners to
revisit every step of the claims process, from first notification to
post settlement, and have gained valuable insights into how to
improve trust and customer satisfaction. Quality Conversation means
optimising personalised customer contact in all interactions, including
digital communication.
Better use of data, pre-population, and use of smart technology
to determine proactive guidance as opposed to standard, generic
communications conveys both relevance and empathy. Ultimately
customers want to be known and understood by the companies they
choose to buy from.
This approach has only become possible by transforming our
relationship with Insurers and brokers from a service provider
into a true partner - shifting from a transactional relationship to a
collaborative, strategic one. At Auxillis, this is a key area of focus,
where our relationship management emphasizes shared goals, open
communication, and mutual benefit.
Acting jointly with our partners, we have questioned every
touchpoint and asked: is it personalised, is it frictionless, does it add
value? In revisiting our approach, and by leveraging technology,
Auxillis can provide customised, convenient, and value-added quality
conversations, that help our Insurer and broker partners win trust and
earn consumer confidence.
Phillip Witterick,
Commercial Director, Auxillis
MODERN INSURANCE | 23

Providing Same-Day,
Sustainable Vehicle
Repairs Across the UK
Rapid Repair Network are the UK’s leading same-day mobile
repair specialist. Delivering innovative solutions to insurers,
fleet operators, and accident management companies for
minor vehicle damage repairs.
Rapid Repair Network operates a national state-of-the-art fleet,
all powered by self-charging batteries equipped to power all the
latest repair tooling technology required to perform repairs.
Enabling us to provide high-quality repairs using 100% renewable
energy, underscoring our commitment to sustainability and
environmental responsibility.
What our customers say
REVIEWS
96%
Would use us again
94%
Rated our repair quality as 5 Star
95%
Overall experience rated as 5 Star
ACCREDITATIONS
Our mission is to transform traditional, time-consuming
bodyshop repairs into efficient, same-day repairs,
minimising vehicle downtime and associated costs.
+44 (0) 1675 223 114
www.rapidrepairnetwork.com
simon.downing@rrn.co.uk
All rights reserved by Rapid Repair Network. Company No 10749977.

EDITORIAL BOARD
Streamlined Recovery,
Stronger Claims Outcomes
When examining the vehicle recovery process within the
overall claims journey, it becomes clear that partnering
with the right assistance company allows insurers to
balance cost efficiency with the delivery of exceptional
client management services. By prioritising customer
needs at every stage, insurers can enhance the customer
experience while optimising operational performance.
At NWVA, we recognise that our recovery drivers are often
the only face-to-face interaction a client may have throughout
the entire claims process. As such, we place a strong emphasis
on ensuring that this critical first impression is a positive one.
Our goal is to streamline the recovery service, ensuring that
customers not only receive outstanding support at the point
of recovery but also benefit from a smoother, more efficient
journey throughout the remainder of the claims process.
One key way we achieve this is by minimising unnecessary
movements of recovered vehicles. For example, we work to
prevent total loss vehicles from being mistakenly delivered
to accident repair centres, and likewise, we avoid repairable
vehicles being sent to salvage companies. Our advanced
management system triages each vehicle based on detailed
information and images, allowing us to deliver accurate
assessments and support quick, effective decision-making.
In addition, NWVA plays a vital role in helping insurers avoid
the loss of vehicles held in police compounds. Vehicles can
often be scrapped once they exceed the statutory 28-day
holding period. However, by using our latest notification tools,
we provide insurers with real-time updates on the location
and status of their vehicles. Each update is supported by
comprehensive photographic evidence, ensuring that insurers
can make informed decisions in a timely manner.
Furthermore, we offer the capability to provide Vehicle
Damage Assessments (VDA) through several estimating
systems. These systems are directly networked into insurers’
or claims management teams’ platforms, allowing for
seamless integration and efficient workflow management.
This service enables insurers to quickly obtain repair
estimates and status updates without delays, contributing to
a faster and more effective claims resolution process.
Overall, NWVA is committed to enhancing the vehicle
recovery process, reducing operational inefficiencies, and
improving customer satisfaction. By combining state-ofthe-art
technology with a client-focused approach, we help
insurers deliver a superior claims journey from the very first
point of contact.
Mick Jennings,
CEO, Nationwide Vehicle Assistance (NWVA)
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EDITORIAL BOARD
Staying Ahead of the Curve: Navigating
the Complexities of Modern Motor Claims
One of the biggest challenges in motor claims right now
is keeping pace with the evolving vehicle parc. From EVs
to ADAS and onboard software, we’re dealing with very
different vehicles to the ones we had just a few years
ago, and the impact on claims management is huge.
One area that’s becoming more complex is the arrival of new
manufacturers and models, particularly in the EV space. These
vehicles often come with unfamiliar technologies and limited parts
availability, which can make even minor repairs more challenging.
For insurers and repairers alike, that adds pressure, especially when it
comes to understanding risk, controlling costs, and maintaining repair
quality.
In some cases, the gap in available technical data means repairers
are left guessing. That’s a risk we can’t afford to take. We need
more openness from manufacturers when it comes to sharing repair
methods, particularly for ADAS and software-driven systems. The
more collaboration we can foster across the supply chain, the better
the outcomes will be for everyone, especially the customer.
At the same time, we need to be smarter about total loss decisions.
There’s a real opportunity to avoid write-offs in some borderline
cases if we can improve access to the right parts, data, and repair
approaches. That comes down to investing in both capability and
connectivity, from technician training to better data sharing between
insurers and repairers.
It’s also worth noting that, after a period where insurers were
fighting hard for capacity, we’re now seeing a more balanced market.
That gives insurers a window of opportunity to review their repair
networks — not just in terms of capacity, but capability. Are the right
partners in place to handle emerging technologies? Is there a clear
plan for sustainability? The choices made now will play a big role in
how well insurers are able to respond to the next wave of change.
We’ve already seen the benefits of future-focused investment at
Activate Group. Our Activate Accident Repair centres have been
purpose-built with EVs and ADAS in mind, and we’ve invested heavily
in training and diagnostics to make sure we can repair the vehicles
of today and tomorrow. Sharing data and insight with our insurer
partners also helps improve decision-making and avoid unnecessary
delays or write-offs.
There’s no denying that claims are getting more complex. But with
the right collaboration, we can stay one step ahead and deliver a
faster, smarter, and more customer-focused experience.
Adrian Furness,
Managing Director, Activate Group Insurance Services
The Future of Claims Management:
Seamless, Smart, and Customer-Centric
At National Windscreens, part of the Cary Group, we are
uniquely positioned to draw on insights from across 11
European markets. This international perspective enables
us to bring proven, digital-first innovations swiftly and at
scale into the UK market.
As we look ahead, we see the future of claims management being
shaped by intelligent automation, proactive communication and
seamless self-service, all inspired by leading practices from the
ecommerce and banking sectors.
Artificial intelligence will play a pivotal role, predicting customer needs,
automating the triage process and streamlining journeys to ensure
faster, more efficient resolutions. In response to the additional time
required for recalibrating vehicles equipped with Advanced Driver
Assistance Systems (ADAS), we are evolving our branch network. Our
sites are being transformed into dealership-style centres, complete
with expanded service bays, premium waiting areas and enhanced
connectivity, all designed to provide a more efficient and comfortable
customer experience.
Meeting Evolving Customer Expectations
Today’s customers expect claims processes that are not only
efficient but also empathetic and tailored to their needs. At National
Windscreens, we’re combining digital intelligence with human
reassurance to deliver faster, smarter and more personalised claims
experiences. The introduction of the FCA’s Consumer Duty regulations
has further strengthened our commitment to ensuring consistently
positive outcomes for policyholders.
Our focus on transformation is already delivering results. National
Windscreens is proud to be leading the way in customer satisfaction, as
evidenced by our high Net Promoter Scores and strong performance on
Trustpilot. A key enabler of this success has been our digital evolution.
We’ve introduced a wide range of omnichannel communication
options, including web call-backs, AI-powered chatbots, SMS, email,
telephone and WhatsApp, empowering customers to choose how they
engage with us.
By integrating natural language processing (NLP) technology, we’ve
made the customer journey more intuitive, significantly reduced
the reliance on telephone support and seen notable increases in
digital adoption and conversion rates. At the same time, we remain
committed to supporting all demographics, ensuring that customers
who prefer to speak directly with a member of our team can continue
to do so.
Driving Continuous Improvement in Customer Experience
Enhancing the customer experience is not a one-off initiative, it is
embedded in our culture through a sustained focus on continuous
improvement. Our collaborative partnerships with insurers are
fundamental to this strategy. By sharing customer journey data and
actionable insights, we are identifying and implementing operational
efficiencies that lead to better experiences for policyholders.
Our approach is underpinned by real-time feedback, operational
analytics and AI-driven modelling, all of which enable us to predict and
continuously refine the claims journey in line with evolving customer
expectations. We have established a closed-loop feedback system that
ensures every learning opportunity is captured and integrated into our
processes.
Internally, we invest significantly in training and recognising our team
members. We understand that a motivated, knowledgeable and
empowered workforce is critical to delivering exceptional service.
In those rare cases where expectations are not met, our dedicated
complaints team takes full ownership, ensuring each matter is resolved
personally and professionally from start to finish.
As claims management continues to evolve, National Windscreens
remains focused on setting the standard, combining innovation, insight
and a deep understanding of what truly matters to customers.
James Reynolds,
Director of Commercial and Finance, National Windscreens
MODERN INSURANCE | 27

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EDITORIAL BOARD
Evolving Automotive Risk intelligence
value with a data-ledbusiness model
Thatcham Research’s strategic partnership with
LexisNexis® Risk Solutions marks a major shift in
automotive risk data delivery, enabling insurers to
access enhanced vehicle insights for smarter, faster
decision-making.
The insurance industry is highly dynamic and demands a sharp focus
on emerging trends. In response to the rapidly evolving automotive
landscape, Thatcham Research, the UK’s leading provider of
automotive risk intelligence, has evolved its business model to deliver
greater value through enhanced vehicle risk data.
Introduced in early 2024, the new model sees the management
and distribution of Thatcham Vehicle Risk Data (Thatcham VRD)
transferred to LexisNexis® Risk Solutions. This data, analytics and
technology firm brings extensive experience and reach to the table.
The collaboration marks a move away from the traditional flat-file
data approach towards a model that delivers risk data enhanced
with insight and actionable intelligence. The result is improved
underwriting and pricing decisions across the industry.
In an increasingly complex vehicle ecosystem, accurate data-led
decision-making is essential. Variations in vehicle data across different
systems can lead to mismatched records, incorrect quotes and profit
loss for insurers. LexisNexis Risk Solutions addresses this by applying
advanced data matching and normalisation to align Thatcham VRD
with vehicle registrations and create a more precise and consolidated
view of the vehicle.
The company draws on several robust data sources. These include
agreements with the Driver and Vehicle Licensing Agency for Bulk
Data, the Driver and Vehicle Standards Agency for MOT and vehicle
history records, and access to the Government Vehicle Enquiry
Service. It also holds a licence for the Motor Vehicle Registration
Information System from the Society of Motor Manufacturers and
Traders, and uses detailed manufacturer build sheet data as part of
its LexisNexis® Vehicle Build solution. This supports deeper insight
into Advanced Driver Assistance Systems and other vehicle-specific
features.
Thanks to these extensive integrations, insurers can have greater
confidence that the vehicle on record accurately reflects the
risk being assessed. By mid-2025, Thatcham VRD will be further
enhanced with ABI code-matching capabilities through LexisNexis®
Informed Quotes. This service provides access to a wide range
of datasets covering both the insured individual and the vehicle,
allowing insurers to enrich and process millions of quotes each day
with vehicle-specific intelligence.
Thatcham Research’s decision to evolve its business model ensures
long-term sustainability while preserving its not-for-profit status. It
also enables continued reinvestment into independent research and
safety testing, which is vital as vehicles become more advanced. This
ongoing work will strengthen understanding of new automotive risks
and support the delivery of meaningful insights for the insurance
sector.
This strategic alliance between Thatcham Research and LexisNexis
Risk Solutions provides insurers with improved access to precise and
consistent vehicle data. It supports seamless system integration and
helps insurers remain competitive in a fast-changing market where
adaptability is key. With the right data at their fingertips, insurers can
respond confidently to the future of mobility and risk.
Jonathan Hewett,
Chief Executive, Thatcham Research and David Humphreys, Director,
Automotive Data, LexisNexis Risk Solutions
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EDITORIAL BOARD
Claims Management –
Delivering Greater Value
to Customers
As a trusted end-to-end service
provider in the total loss space, we’re
proud to deliver an outstanding
customer experience and maximum
value throughout the entire claims
management and settlement process.
That includes more than 30 integrated
services that drive cost and time
savings for insurers.
We handle over 500,000 vehicles each year in the UK
through our patented online ‘live’ auction platform,
with a global buyer base across 120 countries driving
maximum returns.
We also offer the UK’s largest inventory of qualityassured
green parts through our Green Parts Specialists
brand, which is helping to reduce total losses by
enabling more vehicle repairs.
Helping us achieve high levels of customer satisfaction
is our Excellence Centre in Bedford, which houses our
Claims Settlement, Customer Support Centre, and
Operational Audit teams, alongside specialist IMI and
AQP-qualified vehicle engineers.
The centralisation of these areas of expertise enables us
to maintain high levels of accuracy and quality for our
insurance customers and deliver a seamless experience
for their policyholders.
Service excellence starts from the point of vehicle
collection, as our drivers are often the first and only
point of contact a policyholder has with Copart at a
difficult time.
We’re very proud that, in addition to their specialist
vehicle movement capabilities, our drivers have
the necessary skills to provide reassurance and
communicate concisely and empathetically with often
vulnerable customers.
As vehicles travel through the claims process, our
integrated systems give us a unique ability to manage
all aspects, working directly with our customers to
deliver value, speed, ease, and transparency.
Our unique and innovative data-sharing technology
enables total system integration between our operating
system and our customers’ claims systems. We interact
digitally with insurers from the point a vehicle is
deemed a total loss through every stage of the process
until final settlement.
The real-time data transfer provides our insurance
customers with an efficient and seamless end-to-end
claims experience, greatly speeding up the journey and
delivering significant benefits for their policyholders.
They have access to extensive data sources that
provide real-time insights, as well as bespoke analytical
and reporting self-service tools to support informed
decision-making, from underwriting through to auction
predictions.
We’re always planning new and innovative technology
through continuous collaboration with our customers,
and we’ve launched many solutions to address friction
points in the total loss claims journey and expand our
range of world-class end-to-end outsourced services.
We continue to work closely with our customers to
develop bespoke, automated service solutions tailored
to their individual needs. Our ability to do this means
the speed of implementation of new technology we
can offer is incredibly unique, and that’s something we
are very proud of.
Copart. Always moving forward.
Jane Pocock,
CEO, Copart UK & Ireland
MODERN INSURANCE | 31

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)
David Punter
President, Institute of Automotive
Engineer Assessors (IAEA)
MODERN INSURANCE | 33

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ASSOCIATIONS ASSEMBLE
Sue Brown
Title: Chair
Association: Motor Accident Solicitors Society
(MASS)
Cut-Price Claims,
Full-Price Premiums: Civil
Liability Act Under Fire
The Treasury recently published a report, based
on insurer data provided to the Financial Conduct
Authority, outlining the reduction in motor insurance
premiums resulting from the Civil Liability Act. In
the final reporting year of the data, 2022-2023, it
estimated that there was a “counterfactual” 4.18%
reduction in premiums or £15 per premium as a
direct consequence of the Act.
This clearly falls way short of the supposed savings
from the reforms of £35 per premium per year,
extrapolated from predicted savings to insurers
of £1.2bn per year and widely quoted by Ministers
during the passage of the Act. Having pledged to
reduce premiums, there can be no doubt that instead
premiums have increased significantly.
The point though is that the published data is seriously
flawed. There is no comparable data from before the
Act. At least one and possibly two years’ worth of the
data is from before payments were made under the
Act. The terms of the assessment, as dictated by the
Act, may have been poorly conceived, but these figures
tell us little. Finally, complex modelling is required to
produce a statistical counterfactual scenario, but there
is precisely zero explanation about how these notional
figures were arrived at.
Despite all this, the Treasury makes the decidedly
questionable conclusion that policyholders have
benefitted from lower premiums resulting from the
reforms. To have the full picture, we need a proper costbenefit
analysis, and if the data allows, some proper
statistical counterfactual analysis, that takes account
of all the factors, including the ongoing IT costs for
professional users and the impact upon consumers.
With the Government having now committed to a full
post-implementation review of the Act later this year,
it will not be long before all of these issues are reconsidered
in some depth. Hopefully this will be more
illuminating about the true costs and benefits of the
reforms than some half-baked notional data sets.
Mike Keating
Title: CEO
Association: Managing General Agents’
Association (MGAA)
Powering Growth, Advocacy,
and Professional Standards in
the Growing MGA Market
The Managing General Agents’ Association (MGAA)
unveils a bold new brand and strategic direction for
2025, reinforcing its role as the leading voice, standards
body, and knowledge hub for the UK and Ireland’s
thriving MGA community.
The Managing General Agents’ Association (MGAA) is charting a
bold course into the future. As we head into 2025, our refreshed
brand identity represents more than just a visual change, it’s
a clear statement of our ongoing commitment to being the
authoritative voice for advocacy, professional standards, and
knowledge-sharing for MGAs, insurers, and suppliers across the
UK and Ireland.
A Thriving, Expanding Market
The MGA sector continues to grow rapidly, proving its value
and resilience in a shifting insurance landscape. The MGAA now
represents over 430 members, including MGAs who underwrite
over £15.1 billion in gross written premium, alongside 68
market practitioners and 125 suppliers. This growth reflects the
increasing recognition of MGAs’ innovation, agility, and specialist
expertise.
Advocacy and Regulatory Influence
At the heart of our work is meaningful advocacy. We ensure
MGA voices are heard at the highest levels of regulatory and
policy discussions. This year, we secured vital clarity on FCA
commission disclosure rules, a key example of how we protect
and promote our members’ interests.
Looking ahead, we’ll continue to deepen regulatory engagement
to support proportionate oversight and help shape a regulatory
environment that fosters both confidence and innovation.
Raising Standards Through Learning
As the sector grows, so too does the need for professional
development. Through our MGA Assess platform, 1,580
users have already completed training this year. To further
support members, we’re introducing a dedicated Learning &
Development Manager to lead initiatives tailored to evolving
compliance and education needs. Our goal is to ensure all MGAs
have the tools to meet industry expectations and best practice.
A Connected Community
MGAs thrive through collaboration. That’s why we actively foster
connections across the wider insurance marketplace. Our Broker
Engagement Programme continues to strengthen this vital
distribution channel.
We’re also future-proofing the sector through our Next Gen
Committee, supporting young professionals with opportunities
for development, mentorship, and leadership.
Empowering Members with Insight
Looking to the future, data and insight are
key to strategic growth. Our refreshed
website will soon feature a powerful
platform, giving members access to
industry-wide intelligence, market
trends, and shared expertise,
supporting informed, data-led
decision-making across the MGA
community.
MODERN INSURANCE | 35

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ASSOCIATIONS ASSEMBLE
Julie Comer
Title: Head of Compliance
Association: British Insurance Brokers’
Association
Streamlining Regulatory
Reporting for Insurance
Brokers
BIBA is calling for streamlined reporting requirements
as part of a collective effort to reduce the regulatory
burden on insurance brokers and support a more
efficient, proportionate framework.
In the ever-evolving landscape of the insurance industry, the
need for a stable and proportionate regulatory environment has
never been more pressing. One of BIBA’s Manifesto calls is for
the streamlining of reporting requirements for insurance brokers.
With the FCA recently launching its ambitious five-year strategy,
the commitment to becoming a more predictable, purposeful,
and proportionate regulator is commendable. This strategy
notably addresses reporting processes, and positive initial steps
have already been taken. The retirement of certain outdated
reports and the introduction of the new single sign-in portal,
My FCA, signify progress towards a more efficient regulatory
framework.
Alongside the strategy, the FCA published Feedback Statement
FS25/2, outlining immediate actions and plans to reassess its
regulatory requirements in light of the Consumer Duty. Among
the key areas for review are product value reporting and
requirements related to general insurance pricing practices.
BIBA has actively engaged with its members, and what we hear
consistently is concern about the disproportionate regulatory
reporting burden. Brokers often find themselves inundated with
data requests arriving in rapid succession, leaving minimal time
for adequate preparation and submission.
Brokers recognise the importance of the FCA’s data-led
initiatives and the benefits these insights can bring to decisionmaking.
They also want to understand how the data collected
will be used – otherwise, some might ask, “What’s the point?”
Over the past year, BIBA has fostered constructive dialogue
with the FCA and collected valuable insights from our
members. We presented actionable recommendations aimed at
alleviating the burden on brokers and enhancing productivity,
while contributing to the FCA’s Secondary Growth and
Competitiveness objective.
The journey towards a more efficient regulatory environment
for insurance brokers is a collaborative one, requiring ongoing
dialogue and commitment from both the FCA
and industry stakeholders. Together, we
can ensure that regulations serve
their intended purpose without
becoming an administrative
burden, ultimately benefiting
both brokers and their clients.
Dr David Matthew Punter Connell
Title: Director Presidentof Policy and Public Affairs
Association: Chartered Institute of Insurance Automotive Institute Engineer (CII)
Assessors (IAEA)
Ingredients Make All the
Difference to A Great
Recipe
Having come from a background in automotive
repair, technology, regulation and compliance, it
is all too easy to see where the market is heading
and how quickly it has moved, with a focus
on automation, often without revisiting good
practice.
The problem most companies have to deal with is that
people miss real interaction, and the emphasis placed on
the “need” at the time of loss means the initial trust can
be lost immediately.
I am a strong advocate for technology and believe that
joining the dots to make a difference really matters.
However, if you approach it from the needs of the
business first, then you are starting on the wrong path.
There are a number of AI solutions on the market that
make bold claims about what they can achieve, but I
often ask myself, how would I want to be dealt with?
That is where a true customer trust perspective comes
into play, as nobody wants to be left on hold or chatting
to a bot if the fundamental process is flawed
As part of a member service operation such as the IAEA,
we represent the public as a whole, and our focus is on
the safety and security of the services the public use.
With a strong membership spanning fleets, insurers,
independents and many specialists, we offer a
comprehensive set of services backed by a code of
conduct to protect the public and generate trust and
confidence in the processes we are connected with
across the repair sector.
Whilst I might be biased about our organisation, we
ensure we remain a professional, compliant and ethical
service that delivers comfort and trust for our members,
partners and the public overall.
MODERN INSURANCE | 37

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FEATURES
APIL Calls for Action as Ministers Step
Back from Civil Liability Act Claims
It is noteworthy that ministers have distanced themselves from claims in the
recent Treasury report that the Civil Liability Act 2018, which included the
whiplash reforms, has reduced car insurance premium costs for customers.
MPs were told in the House of Commons recently, during
a debate on increasing the compensation tariffs in the
new whiplash system, that the Treasury report “does not
represent the Government’s view”.
The reality is that APIL’s analysis of Office for National
Statistics and Association of British Insurers data shows
there has been a 71 per cent increase in premiums and an
11 per cent decrease in the cost of injury claims settled by
insurers since the reforms, including a tariff-based system for
compensation, were introduced in 2021.
Cutting compensation so drastically for painful, avoidable
whiplash injuries to a fraction of their actual value makes
a mockery of compulsory insurance, which is supposed to
compensate people properly for avoidable injuries.
Motorists are shelling out more than ever, believing they
will be looked after should anything go wrong and they
come to harm. But now whiplash compensation can be as
little as a few hundred pounds in some cases, for injuries
which can derail people’s lives for months at a time and
sometimes even longer. Consumers should be furious.
The compensation does not fulfil its primary purpose of
putting injured people back to where they were before the
negligence.
The Government has confirmed that it will undertake a postimplementation
review of the reforms later this year. APIL will
engage with this process, but it is clear already that the Civil
Liability Act 2018 is a glaring example of bad policymaking.
APIL is a not-for-profit campaign group that fights for the
rights of injured people. Our flagship campaign is Rebuilding
Shattered Lives, which tells the true stories of people who
have suffered devastating, life-changing injuries due to
negligence, and fights for victims of negligence to be front
and centre of policymaking.
There are many misconceptions about personal injury
compensation and the law. All too often the focus is on the
financial cost to wrongdoers, who are supposed to put things
right, and not on the human cost in needless suffering and
the impact on individuals and their families.
The subject of the campaign’s latest short film, Rusty Brown,
suffered life-changing injuries when a speeding hit-and-run
driver crashed into him. Fit and active, Rusty had to have his
leg amputated. Full and proper compensation through the
law on personal injury was vital in getting Rusty a specialist
prosthetic leg that was not available on the NHS, getting
him back to work, and back to living his life. The film was
launched in September 2024 and has been viewed nearly
700,000 times in the first six months. Stories like Rusty’s
demonstrate that anyone can be a victim of negligence, and
help to generate the empathy, consideration, and respect
injured people need and deserve. Search for Rebuilding
Shattered Lives on social media to watch the film, called
Rusty’s Story.
APIL is also campaigning for a new law on statutory
bereavement damages, which are compensation payments
of just over £15,000 in England and Wales, and £17,000 in
Northern Ireland. They are paid to a very restricted set of
family members if a loved one dies due to negligence.
The current law, passed more than 40 years ago, desperately
needs reforming so that it reflects how modern families really
live today. Many loved ones are denied damages, including
fathers if their child dies due to negligence and they were not
married to the mother when their baby was born. Scotland
has a much fairer system where claims are determined
on a case-by-case basis, and a wider field of relatives are
considered.
Victims of asbestos-related lung cancer, which is generally
contracted at work and is almost always terminal, are
denied full compensation if they cannot trace all firms that
exposed them to the deadly substance. Finding employers’
insurance records is challenging, as they may have been
lost or destroyed in the years between the exposure and
becoming ill. If they can only trace one of their four previous
employers, for example, then they receive only a fraction
of the compensation to which they are entitled and need.
APIL wants a new law so that victims are treated the same
as victims of mesothelioma, which is a very similar cancer
also caused by exposure to asbestos, usually at work.
Mesothelioma victims are entitled to full damages if they can
trace just one of the firms responsible for the exposure.
Along with raising public awareness of where the law falls
short, APIL is lobbying MPs and ministers on these issues.
Full and fair compensation for injured victims of negligence
should be the cornerstone of a civilised society. This is at the
heart of all of APIL’s work.
Mike Benner,
Chief Executive, Association
of Personal Injury Lawyers (APIL)
MODERN INSURANCE | 39

CLAIMS MANAGEMENT
IS DEAD…
After decades of drift and
disconnection, the true purpose
of claims management has been
lost, but by putting the customer
back at the heart of the process,
we can restore fairness, integrity,
and meaning to the work that really
matters.
After 27 years in claims management,
spent identifying new opportunities,
celebrating progress, and lamenting the
painfully slow pace of some developments,
I am sad to report that the concept of
Claims Management as we once knew it is
dead.
It has not died suddenly, but from neglect.
A lack of due care and attention. A failure
to properly nurture innovation. And, most
significantly, a deep misunderstanding
of why claims professionals exist in the
first place. We allowed our position
within the insurance ecosystem to be
overtaken by technology, distorted by
short-sighted cost-saving targets, and
worst of all, undermined by the neglect of
our policyholders. We have abdicated our
right to be heard and understood.
Now we rely on regulators to do our job
for us. We welcome outcomes-based
principles like Consumer Duty being
applied to the industry, and the latest
move is to extend these to the claims
process itself.
Really?
Regulation is not the answer
Regulatory frameworks designed to
address product and pricing conflicts are
now being applied to what should be the
very cradle of customer service, claims. I
have no issue with scrutiny, but it is a sad
indictment that regulators feel they need
to intervene.
The truth is that claims management has
become a machine, one that churns out
profits or cuts costs for a wide range of
actors. Lawyers, hire companies, credit
businesses, repairers, outsourcing firms,
network managers, the list goes on.
Of course, many of these services are
necessary. But we have all seen the
extremes: a credit hire firm demanding
over £50,000 for a non-fault incident, only
for the courts to award £1,500. Insurers
deliberately under-valuing assets. Contact
centres turning off the phones to force
customers online, not because it is better
for them, but because it is cheaper for us.
These are symptoms of a broken
system. One that has drifted far from
its true purpose, to settle claims fairly,
appropriately, and swiftly. To listen to
and believe our customers, because over
99 percent of them are not fraudsters.
To represent their needs within the
insurance world, and to demand the same
investment as the favoured areas of the
business, sales, distribution, and pricing.
Is that really too much to ask?
Introducing ‘Customer Claims
Management’
The solution is simple. Add one word.
By introducing the word Customer into
Claims Management, we shift the focus.
It is no longer about managing the claim,
but about managing the customer and
their claim.
Now, the customer sits at the centre of
the wheel. Every stakeholder and system
involved must exist to serve them. If
they do not, they have no place in this
ecosystem.
Because a claim does not exist in isolation.
It is a bundle of tasks, often designed
to limit payout. But customers are real.
Human. Even corporate clients are made
up of people doing their best. Customer
Claims Management recognises this truth
and puts it front and centre.
And above all, it reminds us that the claim
belongs to the customer, not the insurer,
repairer, or any other party.
Without customers, there is no insurance
industry, and no claims function. Customer
Claims Management is not a step
backwards. It returns us to our purpose, to
deliver fairness, equity, and integrity.
That is the real job.
Eddie Longworth,
Director, JEL Consulting
Claims and Supply Chain
Development
MODERN INSURANCE | 41

“We've developed
innovative solutions
that neither we nor our
customers ever imagined
possible.”
Nik Ellis
What Exactly is Automotive Intelligence?
The term might sound a bit unconventional, but it
perfectly captures what we do. Rather than delivering
static PDF reports, we provide real-time data via API
directly into our clients’ CRM systems, streamlining
processes and reducing fee earner workload.
For example, when a vehicle is deemed repairable, we
instantly alert relevant supply chain stakeholders, such
as approved repairers or hire car teams, with critical
information. The hire car team, for instance, needs to
know the estimated duration of the hire. Our system
provides accurate timeframes and updates on potential
delays, like parts supply.
This proactive approach boosts efficiency, keeps
everyone informed, including the consumer, and
transforms claims from a static, linear chain into a
dynamic, interconnected system.
How Does Artificial Intelligence Help the Business?
2024 marked a turning point: businesses are no
longer just adapting to AI, they’re powered by it. Laird
embraced this evolution wholeheartedly.
As a small and agile company, we’ve always used
technology to our advantage. Automation has been core
to us for over a decade. More recently, AI has become
central, supporting our team from FNOL to payment.
We’ve created solutions we never imagined, streamlining
operations and eliminating unnecessary tasks, with more
innovations coming. It’s exciting to be at the forefront of
such a seismic shift. Our mission remains clear: enhance
efficiency, accuracy, and customer satisfaction while
cutting costs and friction across the supply chain.
How Does AI Help in Practical Terms?
AI’s speed and accuracy are transforming the vehicle
claims process. Where once an assessor had to travel
and report manually, our AI-powered system now
enables remote assessments. Drivers upload damage
images via a user-friendly interface, and our AI—
supported by expert engineers, produces instant,
accurate reports.
This not only accelerates claims but also ensures
consistency. By analysing historical data, our AI can
also predict repair costs and timeframes, reducing
the need for supplementary reports. These predictive
insights empower the entire supply chain with actionable
intelligence.
What are You Currently Building?
We’re expanding AI and automation to further enhance
claims and reporting. In the coming months, we’ll roll out
advanced Agentic AI and machine learning to improve
decision-making and predictive analytics, especially
around supplementary damage.
The goal isn’t just faster processes, it’s a fully connected
ecosystem where data flows in real time and every
stakeholder is empowered to deliver exceptional service.
What Does the Future Hold for Laird?
We aim to keep pushing boundaries, redefining, not just
enhancing, the claims process.
In 2025, we’re building a fully
automated, AI-driven ecosystem
that delivers superior service
at every stage. For Laird, the
future is about more than
just technology, it’s about a
smarter, more connected
world of automotive
claims, and I’m proud
we’re leading the way.
Nik Ellis,
Director, Laird Assessors

Ensuring Fairness and
Transparency Amid
Increasing Risk Complexity
and Rising Expectations
Insurers and brokers heading to Manchester for the BIBA annual conference,
do so amid a landscape of increasingly complex emerging risks and rising client
expectations. In a fast-paced and increasingly volatile world, consumer demand for
greater fairness and clarity in their interactions with financial services providers is
growing. According to a recent report by Ernst & Young, 70% of claimants expressed a
desire for fairness and simplified wording in their claims processes.
This puts renewed pressure on every
part of the insurance value chain to
deliver higher service levels, with
demand for improvements showing no
signs of slowing. In today's digital age,
consumers expect the same level of
service from their insurance providers
as they do from other service-oriented
businesses.
Artificial intelligence and technology
are transforming how consumers
interact with their insurance providers
– streamlining claims, clarifying
policy details, and improving the
overall experience. By simplifying
processes, enhancing understanding
and improving the customer
experience, AI is helping to create a
more transparent, efficient, customerfocused
insurance industry.
As technology continues to evolve,
consumers are also able to access
ever greater levels of data and
information which is increasing the
sophistication of their interactions
with the industry while simultaneously
raising their expectations. The work
to meet these expectations comes at
a time when insurers are facing new
and emerging risks.
The threats posed by a changing
climate have been on the industry’s
radar for some time.
In response, insurers have looked
to innovate and create solutions that
deliver greater certainty in a rapidly
evolving claims environment.
The rise of digital assets introduces
new risk categories for insurers. To
cater for this, they are developing
specialised coverage to protect
against these risks, including crime/
fidelity coverage for digital assets
stored in cold, warm or hot storage.
Digital assets also require innovative
risk management solutions. As such
assets become more prevalent,
insurers are creating tailored products
to meet unique consumer needs.
These include solutions to safeguard
digital investments, such as coverage
for digital asset vaults, which protect
against internal and external theft and
the destruction of private keys.
In this increasingly volatile world,
corporates are seeking guidance
from brokers and insurers to help
navigate these risks; while for
commercial clients there is a greater
desire to build more strategic broker
relationships.
In a claims environment which is
growing in complexity, omnichannel
communication is becoming incredibly
important.
It allows consumers to interact with
their insurance providers through
multiple channels, such as phone
calls, emails, chat, text messages and
social media. This flexibility means
consumers can choose the method
that best suits their preferences and
lifestyle, making the claims process
more convenient and accessible.
An omnichannel approach means
consumers experience a seamless
and consistent interaction across
all communication channels. So, no
matter how they choose to contact
their insurer, the information and
service they receive is coherent and
unified.
This can significantly speed up the
claims process. A well-implemented
omnichannel strategy ensures that
consumers feel heard and valued.
Personalised communication, where
insurers can tailor their interactions
based on the consumer's history and
preferences, leads to a more positive
and engaging customer experience. This
personalised approach helps build trust
and loyalty.
As the financial services industry
evolves, calls for fairness and clearer,
simplified wording in claims processes
are growing. By embracing these
principles and aligning with the FCA
Consumer Duty, firms can build stronger,
more trusting relationships with their
customers, ultimately driving better
outcomes for all.
Paul Lofkin,
President, UK & Ireland,
Crawford & Company
MODERN INSURANCE | 45

We make
SMARTER
SWIFTER
SIMPLER
insurance software
Find us on stand F40 at BIBA
opengi.co.uk

Building
Strong
Relationships Through
Technology:
Open GI’s Commitment to
Empowering Insurance Brokers
and MGAs
FEATURES
The brilliantly attended British Insurance
Brokers’ Association Conference in
Manchester underlines the importance of
building the right relationships to serve
your customers and of creating strong
partnerships that deliver real value.
At Open GI, we’re acutely aware that our role in this is to
provide modern, open and configurable technology that
increases the efficiency of the insurance chain. We see our
purpose as helping broker and MGA customers to write
more and better business. It is all about providing the
foundation for service excellence.
Now, technology can be a sticky point for insurance
distributors. After all, there are so many options, and the
landscape changes so rapidly. We’re here to support our
partners in navigating this complex space, designing and
providing the solutions to help them succeed in a fastmoving
world.
So, what should those solutions look like?
Firstly, tech products must do what they promise. They
should work, offer access to the right products, and
be secure. We believe our partners deserve access to
a superior cloud-based solution that is protected from
issues such as server crashes and cyber-attacks.
Technology is there to help, and to do that effectively,
we strongly believe it must be open. That means making
it easy for customers to access and analyse their data or
add connections to partners, such as premium finance
providers.
Technology should also be flexible and configurable, and it
should be able to drive scale. We don’t want to pigeonhole
our clients into using ‘approved’ service partners we have
already paired with; the field should be wide open. Nor do
we want to restrict the additional technologies they might
want to add; platforms should be fully open to enable
access to the full range of value-added services.
It is becoming increasingly clear that a modular approach,
which allows clients to build the technology they want and
create a platform that meets their specific needs, is what
the market requires. This approach enables customers
to build the technology they want to use and create the
solution that is right for them. All brokers and MGAs
are different, with their own operations, relationships,
and diverse customer needs. Breaking down the tech
approach into modules means they can operate on a
leaner system, using only the technology they need, and
adding new features as required.
It’s also essential for technology to be future-proofed.
We’ve all seen examples of tech becoming outdated
almost as soon as it goes live. That’s the story of the
modern age, and not limited to insurance, but it’s
something that is always front of mind for us when we
design our systems and consider what customers might
need from our platforms in one, five or ten years.
A good example of this is artificial intelligence, particularly
generative AI. Five years ago, that was a pipedream,
but we’re already adding it to our PAS systems and
developing connections for AI APIs. We have to be agile
and dedicated to responding to new capabilities. We’re
working with providers such as OpenDialog to give our
customers access to generative AI chatbots, which can
solve simple customer queries and free up hard-working
staff to address more complex problems. It’s about
supporting firms to use AI to augment, and not replace,
their valued people.
There are also newer tech capabilities that can help
brokers and MGAs to better understand their data. The
primary tool for this is machine learning, which can
help clients do exciting things, such as identifying fraud
or predicting the likelihood of a claim ahead of time,
supporting distributors to pass a cleaner book to insurers.
Tech providers must be at the forefront of
embracing change and support their
clients in adapting to new methods and
ways of working. With all this in place,
we can look forward to continuing
to be a true friend to the broker
and MGA community. If you’re at
BIBA this week, we look forward to
meeting you at stand F40.
Simon Badley,
CEO, Open GI
MODERN INSURANCE | 47

What Is The Claims Management Fix?
The Financial Conduct Authority’s
Consumer Duty sets high industry
standards for consistently delivering
great customer outcomes. The duty
principles apply to both personal lines and
commercial customers – SME businesses,
landlords, self-employed professionals
and others, all fall within the regulation's
wording.
In particular, the duty requires that firms regularly assess and test
customer outcomes, and this point is crucial. Continually evaluating and
rejuvenating the service infrastructure is fundamental to good business
practice, and having specific processes and training in place to deliver
service excellence is a good starting point. However, meeting the
requirements of new regulations won’t wash if the customer outcomes
aren’t great. So, as an industry, what must we do to fix this?
Understanding And Support
When disaster strikes, it’s more than just buildings that break — it’s
lives, routines, and livelihoods. The insurance contract promises great
things, and the extensive support the industry provides to customers
is unequivocal. However, it’s how the service is delivered that regularly
comes under scrutiny, and customer expectations go way beyond the
policy wording.
As loss adjusters, we’re not just assessing damage. We’re helping
people rebuild their businesses, their homes, and their sense of normal.
Crucially, it’s about really understanding what’s important to each
particular customer or client at that moment – possibly one of the most
difficult times in their lives. That’s the challenge.
Behavioural Scientists
From the outset of every claim, it’s essential to consider the fundamental
questions—how does the customer feel, and what actions can we take
to alleviate their stress? We use professional behavioural scientists to
better understand customer behaviour and their intrinsic ‘fear’ of making
an insurance claim.
Through their dynamic guidance in restructuring our communications,
we made letters, emails and every element of our portal interface
more user-friendly and inviting so that customers feel encouraged and
empowered to respond. Within twelve months, we increased customer
satisfaction by 30% and reduced complaints by 75%. Small changes
make a big difference
Personal Approach
In the field, loss adjusters are often the calm after the storm, the helping
hand when everything is uncertain and the face that customers see and
depend on for answers and solutions. While the customer won’t always
remember exactly what actions you took, they will remember how you
made them feel.
A genuinely personal approach is crucial to achieving excellent
outcomes, and the customer needs to have absolute confidence in the
entire claims management team and their supply chain. It’s often said
that we should imagine what we would want the service to look and
feel like if the customers were our own family members and consider
whether it lives up to expectations.
Vulnerable
Customers
Never is the personal
approach more critical
than when a claim
involves a vulnerable
customer. Again,
excellent empathy and
sensitivity skills training
are essential to help
identify customers at
the earliest stage who
might find navigating
the claims process
challenging.
INCREASED
CUSTOMER
SATISFACTION
BY 30%
AND REDUCED
COMPLAINTS
BY 75%.
One customer’s home required extensive internal repairs, and the wife
was caring for her husband, who was living with dementia. Alternative
accommodation wasn’t an option, as the husband needed to be familiar
with the layout of his surroundings.
In this type of situation, Dementia Friends training has empowered
our teams to approach the solution differently. Collaborating with the
contractors, a reinstatement programme was developed that allowed
the couple to continue living in certain rooms. Work areas were cleared
at the end of each day to ensure safe access to the rest of the house.
Our specialist customer care team spoke to the wife daily to check
that the arrangements were acceptable, and the repair period was
condensed to minimise the impact on their lives.
For other vulnerable customers, we’ve created wall charts with photos
of every contractor working on the property and ‘mood boards’ so they
can visualise who is visiting and what’s happening next in their homes.
It’s all about considering the logistics and how we can take preventable
stress out of the process.
Sensitive And Flexible
Any incident that’s led to an insurance claim can be traumatic and
upsetting, and every claim is different. Listening to customers is the
only way to understand what is unique about their situation and how
we can prioritise our response to make everything that bit easier for
them. We need to seize every opportunity to make a positive difference,
introducing flexibility and outsidethe-box
thinking to provide solutions
that actually make them smile.
Behind every claim is a person, a
family, a team — and while we have
all the skills to get them or their
business back on their feet, empathy
must always be at the very heart of
everything we do. We must commit
to listening to what really matters,
managing every expectation and
keeping every promise—all this will
secure consumer trust and improve
the industry’s reputation. It really is
that simple.
Nicola Dryden,
Chief Client Officer, Sedgwick
MODERN INSURANCE | 49

Managing claims is
about to get easier
The dedicated broker claims management system from FMG
Seamless and
transparent claims
management
Faster claim
resolution
Enhanced MI
reporting suite

EV LVE
Brokers, it’s time to evolve
Effective claims management is critical to the insurance industry and a
crucial step in influencing customer retention.
And those customers increasingly expect simplified, seamless, self-serve
solutions using familiar platforms and the choice of 24/7 interaction to
ensure their loyalty.
EVOLVE is the brand new and intuitive broker claims management system
from FMG, designed to turn broker claims management into a fast, simple
and satisfying experience for broker and customer.
The platform delivers an intelligently streamlined claims solution that
combines automations to improve accuracy and efficiency, with
intelligent workload and caseload management and easily configurable
and bespoke workflows.
The result is a faster, more responsive and more transparent service at a
time when brokers and their customers need it most.
Designed in line with feedback based on years of working alongside many
different insurance broker customers, FMG EVOLVE is part of a digital
solution to make claims management as simple and streamlined as
possible.
Every touchpoint in our claims management journey is supported by a
seamless blend of technology and human touch that speeds up the claim
process and adds vital support, negotiation and expertise:
• FMG ENOL - report motor claims anytime, anywhere, from any device.
• FMG Connect - our self-serve app for policyholders to track progress
and manage aspects of their claim if they wish.
• Image capture - speeding up the repair estimating process with the
policyholder’s own vehicle damage photos.
• FMG EVOLVE - the brand new intuitive broker claims management
system designed with insurance brokers in mind.
FMG EVOLVE combines self-serve solutions, robotics and analytics
to make the claims management process easier and faster than ever,
with brokers and policyholders choosing between a digital
experience or to speak to a real person.
This is the seamless, intuitive and connected solution brokers need to
unleash the digital potential of the claims process.
Brokers, it’s time to EVOLVE.
0344 243 8888 marketing1@fmg.co.uk

Linking multiple
false claims
Scan to email
Technical Services Director
Jamie Lankey to find out more
Using Lynx document validation, we
recently discovered a fraudulent insurance
claim, linked to 13 other claims that our
client was handling.
The deeper our investigation went,
the more we found. Every claim was false
and all of them were using shallowfakes to
manipulate documents like medical
records in convincing ways.
We discovered d that t the same culprit had
targeted multiple insurers with high-value
claims using shallowfake documents.
The person behind these fraudulent
activities was traced to an international
location, and we believe the total value of
the fraud could reach into the hundreds
of thousands of pounds.
The estimated value of the fraud was
around £80,000, but the situation escalated.
We don’t hear ‘no’ or ‘we can’t do
this’ from RGI.”
Special investigations handler

THE
FRAUD
BOARD
MODERN INSURANCE | 53

DIFFERENT

THE FRAUD BOARD
THE CRISIS
OF IDENTITY
AFFECTING
CLAIMS TEAMS
Individual identity is a white-hot social topic
and not one that I am going to get into here.
But identity also has huge implications in a
corporate environment. In particular, I’d like to
explore some of the issues attached to identity
within the context of fraud and insurance claims
management.
Insurance claims teams face increasing pressure to boost
efficiency and customer service, yet they operate in a market
where fraud is endemic. As a result, they must define how fraud
will be tackled within their operational strategies.
At one extreme, a zero-tolerance approach would grind
operations to a halt. Validating every claim to eliminate fraud
isn’t practicable if the industry is to remain functional. At the
other, ignoring fraud entirely may be operationally easier, but it
shifts the cost to policyholders via increased premiums.
Each insurer must therefore determine its tolerance for fraud
risk. This depends on factors like pricing strategy, policy
wordings, and lines of business. Only with this clarity can they
define a claims handling strategy and supporting framework.
Even once this is set, challenges remain. Automation and
straight-through processing improve efficiency but aren’t easy
to calibrate against each carrier’s specific fraud tolerance.
Poorly tuned automation can even attract fraud. For instance,
standardised checks on low-value claims may create an
incentive for fraudsters to submit repeated claims just below
scrutiny thresholds.
Fraud is also growing more sophisticated. AI allows even nontechnical
fraudsters to generate fake documents, images, and
videos. While detection tools like our Detect system analyse
metadata and flag AI-generated content, fraudsters have access
to the same tech—and are quick to exploit it.
Another consideration is transparency. How much are insurers
willing to reveal about their fraud risk tolerance and the resulting
cost to policyholders? The industry talks about openness, but
are we ready for consumers to compare how much of their
premium covers fraud?
In time, this could become a key differentiator influencing
consumer choice. But for now, the market isn’t quite ready to
fully embrace that level of transparency—despite how often it’s
discussed.
BARBARIANS
AT THE
COMMERCIAL
GATE?
Time to shut the front door
The Commercial Fraud Conundrum
I recently attended a brilliant industry roundtable where
commercial fraud challenges and opportunities were raised.
I was particularly struck by defendant lawyers’ shared
experiences of fraud at the underwriting stage—fraud only
uncovered during claims investigations. Shell companies,
fabricated directors, hidden beneficial owners, and concealed
moral hazards were all cited. As was the Ombudsman’s clear
stance: firms must identify risk at underwriting, not during
claims.
There was no single root cause. Intermediated business
acquisition, poor information flow between broker and carrier,
and limited data-sharing appetite all contributed. Fundamentally,
this was a failure in Know Your Customer—or rather, Know Your
Business—principles.
But these are avoidable risks:
• If it’s documented, it can be digitalised.
• If digitalised, it can be read, indexed and extracted.
•If extracted, it can trigger automated validation and
investigation—using open-source data, paywalled databases,
and ID verification tools.
• If automation is possible, results can inform rules, scorecards
and predictive models for real-time risk assessment and block/
refer strategies.
Crucially, digital data can also be legally shared. Risk entity data
can populate graph databases, enabling underwriters to spot
hidden links and assess broker performance more effectively.
Know Your Business is not new—it’s standard in wider financial
services. We must acknowledge the opportunities we’re missing
and the vulnerabilities we’re ignoring.
Lessons from Personal Lines
At the millennium, personal motor insurance faced a similar
challenge: verifying customer identity, financial stress, and
claims history was difficult and expensive at quote stage. We
defaulted to claims-stage checks and were reminded by the
Ombudsman of the need to assess risk earlier.
Eventually, digital channels, aggregators, and vendor data
solutions enabled affordable, real-time front-door checks. We
evolved.
Evolving the KYB Front Door
We can’t shut the front door—
but we can evolve it. Whether
fraudsters outpace the sector’s
evolution or stronger counterfraud
measures drive change, the
need to act is clear.
Bobby Gracey,
Global Head of Counter Fraud,
Charles Taylor
Matt Gilham,
Director, Whitelk
MODERN INSURANCE | 55

THE FRAUD BOARD
CHANGING THE TRUST
PARADIGM
For an industry based on utmost good faith, an awful lot
of insurers processes start with distrust as a default. This is
not a one-way street, as in return, insurers are perceived by
their customers as always asking for premium increases or
seeking ways to avoid paying a claim.
When you have worked in the insurance sector, you tend to
understand the drivers of premium volatility and that on the whole,
most claims do get paid. Ironically, given the common perception
that insurers will seek to avoid claims, research from Fairer Finance
shows that those who have made a claim in the last three years trust
their insurers more than those who haven’t.
Which magazine’s research shows that there are still significant
gaps in the understanding of the insurance products consumers are
buying, and it is clear that significant efforts need to be made to
simplify products and ensure that the consumer understands what
is covered, and what is not is clear. This is a huge undertaking. In the
meantime, insurers can focus on improving the claims process.
The simple answer would be to increase straight through processing
and approve more claims. This inevitably leads to more targeting
by fraudsters looking to take advantage and worsening loss ratios.
Generally, there is then a reaction to increase controls and slow the
process down, bringing improvements in performance. Insurers are
always at some point between these extremes. At one end of the
pendulum, you have happy customers, good net promoter scores
but worse performance. At the other, you have frustrated customers,
lower NPS but better financial results.
Perhaps there is a better way, knowing who to trust and automating
this across your processes. This means building a counter fraud
platform to orchestrate the multiple capabilities required to enable
you to detect fraud in real time. The first step is removing the silos
of data between underwriting and claims, having one view of your
portfolio and utilising real time network analytics. Further detection
engines such as AI models, fraud scenarios and using OCR to capture
unstructured data to extract text and entities from documents are
also vital. You can then layer in third party data, image and document
and voice analytics to complement your defences. Layering these
enhances the feedback to your models, and tells you in real time who
to trust.
Once you have the capability to automate trust in real time, you can
stop the pendulum swing and confidently focus on providing the
genuine customer the service they need when they need it. As we
have seen when a customer has had a claim, they are more likely to
trust their insurer in the future.
Martyn Griffiths,
Sales Manager UK&I, FRISS
REIMAGINING FRAUD MANAGEMENT
IN THE INSURANCE INDUSTRY: A
CUSTOMER-CENTRIC APPROACH
In an age of heightened customer expectations, the insurance
industry must evolve its approach to fraud management. By focusing
on transparency, proportionality, and outcomes, and leveraging
new technologies like voice analytics, insurers can streamline claims
processes, reduce fraud detection times, and settle genuine claims
more efficiently, all while maintaining a customer-first strategy.
An insurance claim is the moment of truth for the customer who
has purchased a policy. In today’s world, people are increasingly
accustomed to seamless online experiences, quick purchases, real-time
delivery updates, and transparency throughout. Naturally, expectations
for service providers, including insurers, are higher than ever. A good
customer journey is defined by choice, transparency, and speed. So,
the challenge we face is: how do we improve across all three?
Historically, fraud investigations created friction in this journey. The
old thinking was: if you reveal your fraud controls, people will try to
outsmart them; and if you share how you investigate, it might tip off
bad actors. But that mindset doesn’t hold in today’s environment.
Regardless of whether those points were ever valid, they’re no longer
acceptable. Fraud control today isn’t about proving fraud, it’s about
assessing the likelihood of a claim being genuine, so we can reach a
swift, fair resolution.
We operate in a landscape where laws, regulations, and customer
expectations have evolved. This means we must not only adjust
our own processes but ensure consistency across our supply chain.
However complex our distribution network, the customer should
experience a materially similar, fair validation process.
There are three key principles that must underpin any effective fraud
strategy:
Transparency – Customers deserve to know how their data is used,
why it might be shared, and what processes might be applied to their
claims.
Proportionality – Our fraud controls must have clearly defined
thresholds, and we must be confident they are fair. While these tools
will inevitably uncover and help us prove fraud in some cases, the
conversion rate from suspicion to confirmation is key. Sometimes we
still suspect fraud but can’t prove it, and other times further checks
confirm the claim is genuine. Either way, we must ensure the impact of
our controls is justifiable for all customers.
Outcome – It’s no longer enough to look at the fraud prevention
benefit in isolation. We need to consider how these controls can
also improve the wider customer experience by speeding up claims
handling for genuine customers.
If we’re serious about a customer-first strategy, our fraud controls must
be designed to uphold that promise, to settle claims as quickly and
fairly as possible.
While there’s understandable caution around the pace of technological
change, it’s also what enables us to deliver faster, more transparent
outcomes. For example, our introduction of voice analytics has not only
improved fraud detection but also increased the number of immediate
settlements for genuine claims, while significantly reducing claim
lifecycles across the board. claims and materially reduced lifecycles
across the portfolio.
Ben Fletcher,
Head of Financial Crime, LV= General Insurance
MODERN INSURANCE | 57

THE FRAUD BOARD
TRUST, TECH AND FRAUD:
AI’S ROLE IN SECURING THE
FUTURE OF CLAIMS
Shallowfakes, manipulated documents that look convincing but are easy to create,
pose a rising threat to the insurance industry. As fraudulent claims become more
sophisticated, AI is proving to be an invaluable tool in detecting these falsified
documents with impressive accuracy. However, the key to tackling this issue lies in
combining the power of AI with human intelligence, ensuring both cost efficiency and
exceptional customer service.
The rise of ‘shallowfake’ documents in insurance fraud is
making fraudulent claims harder to detect and their impact is
growing. Shallowfakes are convincing, low-effort manipulations
of images, receipts, or documents submitted with claims.
Pretty much anyone has the potential to produce a
shallowfake. Basic editing software and a user with a bit of
skill can produce high-quality shallowfake documents easily
and quickly. They cost firms serious money in claim payouts,
fuelling rising premium costs for customers and damaging
your reputation. They are alarmingly effective, especially when
used at volume in fast-moving digital claims environments.
They’re easy to make, they’re easy to replicate and they’re hard
to stop.
But, AI is accelerating our abilities in the fight against
shallowfakes. We can harness its power to help tackle the rise
in digital insurance fraud. AI finds shallowfakes accurately and
quickly, picking out the falsified documents from the real ones.
In fact, our Specialist Investigation Team now uses AI to detect
fraud with a 91% success rate of declined claims.
An Issue of Trust?
Our industry is turning to AI to streamline processes. It can do
the work that your team aren’t feasibly able to, processing vast
amounts of data at speeds we simply don’t have the capability
to do. This gives rise to a feeling of mistrust around its use, is
AI going to put us out of work?
The short answer is, no.
Artificial intelligence can’t replace human intelligence. This
is crucial to the rebuilding of trust for our business partners
and their clients too. For us as claims investigators, that
means regular, empathetic communication with our clients
in language they understand. It means delivering expert
personalised service, handling claims with experience, skill and
empathy.
However, human intelligence remains essential to the
process, drawing on expertise and skill to investigate a
case, gathering the right information from the right sources.
We’re not machines, we’re people, so emotional intelligence
must be applied too. We must add context, empathy and
understanding to enhance the customer experience, build
trust and reshape public perception.
The Balance of Cost Efficiency and Exceptional Service
For us, it’s a simple formula.
Invest in the technology. Because it’s giving us a unique ability
to detect fraud that we simply can’t see without it.
Invest in your people. Because you will always need skilled
people to handle claims and emotionally intelligent people to
build a trusted relationship with your clients.
Get these two right, and the savings your firm can make
through accurate fraud detection are almost priceless.
What Will the Future Hold?
AI is here to stay. As tools become easier to access and use,
it’s inevitable that shallowfake fraud will stay on the rise too.
Our industry needs to respond with detection tools that are
just as fast, flexible, and AI-assisted as the fraud itself.
At RGI, we’re already exploring how AI can support our
investigators in spotting signs of fraud – not to replace
human judgment, but to enhance it. The future of fraud
prevention won’t be purely artificial, but it will demand smarter
collaboration between people and AI.
The Human-AI Partnership
There are several different kinds of AI software available to
insurers and claims investigators that can streamline claims
processes and increase accuracy (by over 90% in our case).
They work by reviewing a document’s metadata (the data
that provides information about other data) then immediately
highlighting any inconsistencies and modified information.
Jamie Lankey
Technical Services Director,
RGI Solutions
And they have other benefits too. They can add an extra layer
of security for document storage. They can also help with data
analysis, automatically processing and evaluating documents,
helping you maximise your resources and make better
decisions.
58 | MODERN INSURANCE

minutes with...
Katherine Bryant
What’s your most memorable career achievement?
Q
There are lots of milestones that still make me smile,
especially from my broking days. Working with fantastic
Aclients and on complex RFPs as a global team – the
pressure, collaboration and shared success is unforgettable.
But if I have to choose one, it’s founding the Insurance Breakfast
Club in 2019. We’ve now supported nearly 300 women through
the programme and I’ve had the privilege of watching them
grow – not just in skills and confidence, but in how they lead,
mentor and strategically influence their clients and organisations.
That ripple effect is what I’m most proud of because they are
shaping a better future for everyone in the industry.
What has been the most valuable piece of advice
you’ve received?
Q
I often come back to Maya Angelou’s quote: “People will
forget what you said, people will forget what you did, but
people will never forget how you made them feel.”
A
It reminds me that while competence matters, how we show up
as humans matters more. You can be technically brilliant, but if
you leave people feeling deflated or dismissed, you won’t get
very far (or have very much fun!). I hope that this advice helps
shape how I lead, how I build relationships and how I impact the
world.
What has been the key positive and/or negative impact
of change in your area of the market?
Q
One of the most meaningful shifts in recent years has
been the growing focus on diversity in leadership – not
Ajust in terms of gender, but background, style, experience
and perspective.
When people see someone like them in a senior role, it changes
what they believe is possible. That visibility matters, it’s
motivating, it’s powerful and we need to keep that momentum
going.
I’ve seen first hand how, when leadership teams are more
representative of the world we live in, decision-making improves,
ideas are more innovative and the culture is naturally more
inclusive – everyone wins.
If you were not in your current position, what would you
like to be doing, and why?
Q
I’ve worked in insurance since I was 16, so I’d be lying if
I said I had a clear Plan B! But if I had to do something
Acompletely different, it would probably involve animals
– ideally dogs. I’ve always been fascinated by psychology so
something like Pets as Therapy would combine both passions
and if that’s not an option, then I’d be the person handing out
snacks & words of encouragement during an ultra marathon!
What three items would you put on display in a
museum of your life, and why?
Q
Probably one of my dresses – I have a collection and they
have so many memories attached – plus, I’m told they are
Aa bit of a trademark! Then, something to represent my
dogs as they bring so much joy and perspective to my life. Lastly,
I’d leave a space to add in whatever comes next. I intend for the
next decade of my career to be even more impactful than the
last three – I’m not done yet!
What three guests would you invite to a dinner party?
Q
Outside friends and family, Courtney Dauwalter would
be top of the list – an ultra-marathon runner with
Aextraordinary mental strength and a brilliant sense
of humour. She’s full of curiosity and kindness too, always
encouraging others – which I love.
Then Dan Ariely, I’ve read a lot of his work on behavioural
economics and I’d love to hear more of his take on human
behaviour and how it can be used for good, over a good bottle
of wine.
Lastly, singer songwriter Sara Bareilles as she’s thoughtful, funny
and fearless, not afraid to stand up to the industry to defend her
creative integrity. Her songwriting is honest, bold and full of heart
and it gets me through my long runs! She can bring her dog
Louie, as well as a spontaneous singalong, to the party.
Katherine Bryant ,
Consultant, speaker and coach.
Founder of The Insurance Breakfast Club
MODERN INSURANCE | 59

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FEATURES
Risk Assessment: An ATE
Insurer’s Perspective
This article provides an insightful overview of how risk assessments contribute
to the success of personal injury and clinical negligence claims from the
viewpoint of an after-the-event (ATE) insurer. It highlights why careful evaluation
is critical at the outset, what an insurer typically expect from solicitors, and the
importance of co-operation to reduce potential liabilities.
According to NHS Resolution’s 2023/2024 annual report, the NHS
paid out £2.8 billion in compensation and associated costs. It received
13,784 new clinical negligence claims, yet only 52% resulted in
payment of damages. This underlines the necessity of a thorough
risk assessment at the beginning of any personal injury or clinical
negligence case.
From an ATE insurer’s point of view, risk assessments are central in
deciding whether to offer legal insurance cover and to understanding
potential liabilities. A risk assessment facilitates control through early
and clear evaluation of the legal, factual and financial factors that could
influence a case. It can help rule out claims lacking strong prospects
and identify where early work is needed to assess viability.
This is especially important in cases run under a Conditional Fee
Agreement (CFA), where an unsuccessful outcome mean solicitors
recover no costs. Solicitors and insurers alike have a financial interest in
identifying risk early.
The Value of a Thorough Risk Assessment
A well-considered assessment sets out a plan for handling a claim. It
identifies challenges early, offers clarity on what evidence or expert
opinion may be required, and can save time and cost later in the case
process. Though sometimes undervalued, a detailed assessment
benefits both client and solicitor, as it helps shape how the claim is
pursued.
In clinical negligence matters, complexity is greater than in personal
injury cases. A proper assessment helps focus efforts on investigating
the key elements - whether the claim has legal merit and what
documentation or expert opinion is needed to support it.
What To Cover in a Risk Assessment
Approaches vary between firms, but a good assessment usually
includes:
• Factual and legal considerations
• Breach of duty and causation
• Limitation periods
• Consent issues
• Observations on the quality of the claimant’s witness evidence
• Identification of relevant lay witnesses
• Expert medical evidence requirements
• Potential defences
• Cost considerations for both parties
• Overall prospects of success
• Review of medical records and other key documents
What ATE Insurers Consider
It is important to recognise that insurers and solicitors have different
roles. If a claim is unsuccessful, the solicitor may receive no fees under
the CFA, while the insurer may face a six-figure liability. Cooperation
between the two parties is key.
At Temple Legal Protection, our review of a case before offering cover
may involve questions and requests for documentation, especially for
matters outside delegated authority schemes. The following elements
are useful in that process:
• A reasoned analysis of duty, breach, causation and loss
• Evidence to support the claim such as medical notes, reports and
investigation findings
• Internal review discussions where there is uncertainty
• Advice from experienced counsel where helpful - though not
always essential
• A clearly completed risk assessment form
• A considered summary of why the case is worth pursuing and how
challenges will be addressed
A positive opinion from counsel can assist but does not guarantee
cover; each case is reviewed individually.
Insurers will also look for transparency around any concerns the
solicitor may have, prior similar cases handled, and what steps are
being taken to address known issues. Providing this will help build trust
and gives the insurer confidence in the case’s preparation.
Often, expert evidence on breach or causation is necessary before
any clear view on prospects can be formed. That is understood. What
matters is the clarity and objectivity of the initial assessment, and
whether there is a realistic basis for further investigation.
Risk assessments are a crucial step in both legal practice and
insurance underwriting. For insurers, they help manage exposure; for
solicitors, they offer a framework to handle cases with discipline and
purpose. A shared understanding of the case, informed
by clear and comprehensive documentation and
realistic planning, are all important steps towards
the successful resolution of a claim.
Bipin Regmi,
Senior Underwriter,
Temple Legal Protection
MODERN INSURANCE | 61

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

RESTORING TRUST
AND REDEFINING
CUSTOMER EXPERIENCE
In a rapidly evolving insurance landscape, claims
management has emerged as a defining force in
shaping customer trust and loyalty. Far beyond a
back-office function, it now represents the
frontline of insurer-customer interaction - an
opportunity to deliver tangible value and secure
long-term engagement. As explored at a number
of ILC’s recent events, a renewed industry focus
on customer outcomes is driving a fundamental
shift in how claims are managed, communicated,
and delivered.
Putting People at The Centre of the Process
At the Home & Property Conference late last year, sector
leaders highlighted the growing importance of adapting claims
services to meet the diverse needs of today’s policyholders.
Generational preferences, digital expectations, and the demand
for personalisation are reshaping service delivery.
Flexible, multi-channel engagement is key. Customers must be
able to begin their claim digitally while still having the option of
human interaction when required. This hybrid approach - where
technology and empathy work in unison - ensures individuals
feel supported, valued, and understood, regardless of their
preferred method of communication.
The sector’s sharpened focus on Consumer Duty regulations
also reinforces the need for not only effective claims outcomes,
but also compassionate and transparent communication. Each
touchpoint in the claims journey is now an opportunity to
demonstrate care and build lasting trust.
Elevating Claims as a Brand Differentiator
At ILC’s Exclusive Motor Claims Conference, the powerful link
between claims handling and brand perception was brought
into sharp focus. One case study explored
how positioning claims as a proactive and customer-centric
process - symbolised by the metaphor of ‘fixing’ -
can drive acquisition, enhance internal culture, and
establish competitive advantage.
experience. Brokers, it was claimed - in particular - are playing
an increasingly strategic role - managing relationships and
navigating complex claims on behalf of clients.
Across the board, the message was clear: effective coordination
between insurers, brokers, and supply chain partners is essential
in eliminating friction, resolving pain points, and improving
customer satisfaction throughout the claims process.
Smart Technology, Human Touch
Technology continues to reshape claims management.
Connected solutions, such as telematics, are enabling instant
alerts and real-time responses when incidents occur - providing
customers with immediate assistance, access to preferred
solutions, and a smoother resolution process.
At the recent MGA Claims conference, it was highlighted how
AI and data analytics are also playing a pivotal role in detecting
and preventing fraud. However, success lies in achieving the right
balance. While these tools offer speed and precision, expert
human judgement and customer choice remains indispensable.
Technology should enhance decision-making, not replace it -
ensuring the customer remains central at all times.
Redefining the Role of Insurance
Claims are no longer simply about restoring losses - they
are now about building confidence, demonstrating care, and
strengthening relationships. As highlighted across ILC’s recent
conferences, today’s forward-looking insurers are seizing the
opportunity to reshape the narrative around insurance
and elevate the customer experience.
By embedding transparency,
empathy, and innovation into every
claim, the industry is laying the
foundations for a better tomorrow
- one where trust is restored,
reputations are enhanced, and
insurance becomes a valued
partnership, not just a policy.
Insurance is no longer defined at the point
of purchase, but at the point of use. It is
here, in moments of need, that brands can
set themselves apart. In an increasingly
commoditised market, the claims
experience is emerging as the ultimate
differentiator
Keys to Customer Satisfaction
A panel discussion, at the same event,
focusing on ‘customer ownership’
emphasised the importance of crossindustry
collaboration in delivering
a consistent and seamless customer
MODERN INSURANCE | 63

HEADLINE SPONSOR
Modern Insurance Magazine returned to The Rum
Warehouse, Liverpool on Wednesday 23rd April
in honour of celebrating the very best talent in the
world of claims.
64 | MODERN INSURANCE

AWARDS
Modern Insurance Magazine’s iconic Modern Claims Awards returned to
Liverpool for the third consecutive year, bringing together the claims
industry’s most valued professionals for a night of celebration, recognition,
and entertainment.
Guests were greeted on arrival by whimsical living lampposts and a
delightful “ring the bell” champagne wall. Sponsored by QuestGates, the
lively atmosphere and music of the Champagne Reception set the perfect
tone for the evening ahead.
As guests made their way into the main venue, they were welcomed by
larger-than-life Beatles puppets before our very own Rachael Pearson took
to the stage. She introduced Donna Scully, Chair Judge and Director at
headline sponsor Carpenters Group, whose warm and engaging welcome
speech was met with great applause. Attendees were then treated to a
delicious three-course meal, expertly crafted by the culinary team at the
Rum Warehouse.
Once dinner was served, the awards ceremony burst into life as Irish
comedian – and former solicitor – Keith Farnan took to the stage. With his
quick wit and infectious charm, Keith had the room roaring with laughter
during a lively ten-minute stand-up set before diving into his hosting duties.
He expertly guided guests through the presentation of the shortlisted firms,
highly commended recognitions, and award winners.
Each winner was invited to the stage to receive their trophy from the
category’s respective sponsor. From Napo Pet Insurance being crowned
Insurer of the Year, to David Williams receiving the prestigious Lifetime
Achievement Award in absentia, the evening once again showcased the
exceptional talent, innovation, and dedication within the industry.
The celebrations continued well into the night with flowing drinks, indulgent
gelato, and lively Bandaoke – kindly sponsored by Mastercard – giving guests
the chance to unwind and enjoy a well-earned evening of fun.
A huge thank you goes out to all of our incredible sponsors – your support,
enthusiasm, and partnership are what make this event possible. From
headline partners to category sponsors, and those who brought the
evening’s entertainment to life, we quite simply couldn’t put on such a
spectacular night without you. Your involvement not only helps us honour
the industry’s finest, but also creates an unforgettable experience for
everyone who attends.
A heartfelt congratulations to all of the 2025 winners, highly commended,
and every individual and organisation who contributed to the success of this
year’s Modern Claims Awards. We can’t wait to do it all again next year!
MODERN INSURANCE | 65

AWARDS
Results
INSURER OF THE YEAR
WINNER - NAPO PET INSURANCE
HIGHLY COMMENDED - PERSONAL GROUP
BROKER OF THE YEAR
WINNER - ASCEND BROKING GROUP
HIGHLY COMMENDED - WEST PENNINE
INSURANCE GROUP
​BODYSHOP OF THE YEAR
WINNER - THE VELLA GROUP
HIGHLY COMMENDED - AUTOCRAFT TELFORD LTD
​LAW FIRM OF THE YEAR
WINNER - HORWICH COHEN COGHLAN SOLICITORS
HIGHLY COMMENDED - EXPRESS SOLICITORS
MANAGING GENERAL AGENT
OF THE YEAR
WINNER - INSTANT UNDERWRITING
JOINT HIGHLY COMMENDED - TIFGROUP & ARKEL
UNDERWRITING
​INSURTECH OF THE YEAR
WINNER - CLEARSPEED
HIGHLY COMMENDED - DIGILOG UK
ACCIDENT MANAGEMENT
COMPANY
WINNER - FMG
JOINT HIGHLY COMMENDED - WINN GROUP &
NATIONAL CLAIMS
OUTSTANDING COMMITMENT TO
TRAINING AND APPRENTICESHIPS
WINNER - QUESTGATES
HIGHLY COMMENDED - EXPRESS SOLICITORS
​BEST GREEN INITIATIVE
WINNER - ROBBIE RESTORATION TECHNOLOGIES INC.
HIGHLY COMMENDED - AVIVA
​SUPPORTING THE INDUSTRY
(1-25 EMPLOYEES)
WINNER - WITNESS WISE
HIGHLY COMMENDED - JCP JEWELLERY CLAIMS
SUPPORTING THE INDUSTRY
(26+ EMPLOYEES)
WINNER - MCKENZIE INTELLIGENCE SERVICES
HIGHLY COMMENDED - SYNETIQ
66 | MODERN INSURANCE

AWARDS
Results
INNOVATION OF THE YEAR
WINNER - THATCHAM RESEARCH
HIGHLY COMMENDED - VERISK
TECH INITIATIVE OF THE YEAR
WINNER - TRACKER
HIGHLY COMMENDED - ESURE
MAJOR LOSS AWARD
WINNER - AVIVA
HIGHLY COMMENDED - WILLIAM RUSSELL LTD
FIGHT AGAINST FRAUD
WINNER - CHARLES TAYLOR
HIGHLY COMMENDED - AVIVA
RISING STAR OF THE YEAR
WINNER - LUKE PEERS- S&G RESPONSE
HIGHLY COMMENDED - STUART BELBIN- ASCEND
BROKING GROUP
GIVING BACK TO CHARITY
WINNER - CONCEPT CLAIMS SOLUTIONS
HIGHLY COMMENDED - ANSVAR INSURANCE
BEST CUSTOMER SERVICE
WINNER - ZURICH INSURANCE
HIGHLY COMMENDED - CALL ASSIST LTD.
BEST PLACE TO WORK
WINNER - STANLEY MUTUAL
HIGHLY COMMENDED - FMG
DIVERSITY EQUITY & INCLUSION
WINNER - QBE
HIGHLY COMMENDED - AVIVA
INDUSTRY WOMAN OF THE YEAR
WINNER - KATHERINE BRYANT
OUTSTANDING ACHIEVEMENT
OF THE YEAR
WINNER - DAMIAN GLYNN
LIFETIME ACHIEVEMENT
WINNER - DAVID WILLIAMS
MODERN INSURANCE | 67

AWARDS
“I was incredibly proud that Carpenters Group took
on the role of lead sponsor for this year’s Modern
Claims Awards in Liverpool – a complete sell-out,
and it’s easy to see why. What a night!
Kate and the Modern Insurance Magazine team
pulled out all the stops – from meticulous planning
to the fantastic atmosphere, stunning décor, and
brilliant entertainment. You could feel the energy
from the very start – the venue was absolutely
buzzing!
Keith was a superb host and had us all in stitches.
Despite him being from Cork and me from Dublin,
we got on like a house on fire.
Hats off to the band and all the talented singers
who gave it their all.
It’s so important that our industry takes the time
to celebrate the incredible people within it and the
achievements we all contribute to”
- Donna Scully, Joint Founder/Director,
Carpenters Group
“We were delighted to take home the award
for ‘Outstanding Commitment To Training &
Apprenticeships’ at this year’s Modern Claims
Awards. It’s a fantastic recognition of the
dedication shown by our Building Consultancy
team, developing the next generation of talent
through structured training and mentoring.
Investing in people is key to our long-term success
and this award is a testament to that commitment.
We’re proud of everyone who played a role in
this achievement and look forward to building on
this success by continuing to invest in the next
generation of professionals across the various
business units within our group. Thank you to
all our guests who joined us in Liverpool and to
the organising team for hosting such a brilliant
evening.”
- Alistair Steward, Director, Questgates
“There were many highlights at the annual
Modern Claims Awards, not least our sponsoring
the ‘Outstanding Commitment to Training &
Apprenticeships’, which fitted neatly into our
approach to the importance and measurement
of culture. Looking forward to the next one and
meeting as many of the winners as possible for
our ‘convergent chats’ on organisational culture.
Well done the Modern Insurance Team. A fab do!”
- Mark Langley-Sowter, Director, New Eden
“The Modern Claims Awards just gets better every
year! It is definitely one of the most fun events
in the industry awards calendar. Kate & Rachael
(now joined by the indispensable Millie) have done
a great job in expanding the footprint to cover
the entirety of the insurance claims sector (and of
course we are delighted that our very own Luke
Peers won the Rising Star award this year!). “
- Andy Whatmough, Managing Director,
S&G Response
“Mastercard was delighted to sponsor the
Modern Claims Awards, we had a fabulous
time with our payment partners celebrating
insurance industry excellence. Special thanks
to primary sponsors Carpenters and their CEO
Donna Scully. Congratulations to all winners
for their outstanding achievements in claims
management. The event highlighted innovation
and collaboration in the insurance sector. We look
forward to joining you next year !!”
- Emma Mills, Head of Insurance Segment,
Mastercard
“Thank you from e2e for another successful and
enjoyable evening with great company. It was
a pleasure to be part of the evening creating
memorable moments. We are very much looking
forward to many more amazing times like this.
Thanks again for having e2e.”
- Mia Constable, Head of Business
Development, E2E
Thank you to all our sponsors...
68 | MODERN INSURANCE

AWARDS
“We didn’t just sponsor the Modern Claims
Awards – we soaked it in. Laughter, big ideas,
new connections – it was a reminder that this
industry is alive with energy and ambition. Auto
Calibrate is here for all of it – the conversations,
the collaboration, and the chance to shape what’s
next, together.”
- Mima Rybanska, Head of Strategic Partnerships,
Auto Calibrate
“The Express team loved the whole evening. It
was great to be able to mix with our celebrated
peers in such a lovely venue and it was fabulous
to see so much hard work and talent recognised.
It was an honour for us to be able to sponsor the
award for the Best Place to Work and we were
thrilled to come away with two highly commended
accolades. See you all next year!”
- Alison Lawton, Head of Marketing &
Communications, Express Solicitors
“I had the honour of attending the fantastic
Modern Claims Awards on a sunny April evening
at The Rum Warehouse in Liverpool where I was
delighted to sponsor and present Supporting
the Industry Award. Despite a serious wardrobe
malfunction (my strap on my dress snapped!) it
was fabulous evening from start to finish - greeted
by giant Beatles and a veritable smorgasbord
of the great and the glamourous of the legal
profession and supporting industries.”
- Victoria Morrison-Hughes, Managing Director,
Integral Legal Costs
“What a fantastic night the Motor Assist team had
at the Modern Claims Awards! It was a pleasure
catching up with friends from both the insurance
and automotive industries. We truly enjoyed
presenting the “Giving Back to Charity” award,
celebrating the incredible work being done to
support those in need. A memorable evening all
round, thank you to Kate and the team at Charlton
Grant for organising”
- Steve Molloy, Director of Commercial Sales,
Motor Assist from AX
“Well done to all award winners, especially those
winning the award categories which we proudly
sponsored – Napo Pet Insurance for Insurer of the
Year and Instant Underwriting for MGA of the year.
Team FMG had a fantastic night celebrating the
great and the good within our sector, made all the
more special when we were announced Accident
Management Company of the Year – an accolade
which is testament to our commitment to this
industry.”
- Andrew Chandler, Managing Director, FMG
MODERN INSURANCE | 69

AWARDS
Thank you to all our Media Partners...
70 | MODERN INSURANCE

INSUR.
TECH.
TALK

WELCOME
Greetings, and welcome
to Insur.Tech.Talk!
Welcome to this special edition of Insur.Tech.Talk focused on the
claims revolution!
I had an impactful catch up with Alan Demers, co-author of
Connected and president of InsurTech Consulting who shared his
journey on insurance modernization during and after his illustrative
25 year career as head of claims innovation and technology at
Nationwide.
Heather Wilson, CEO of Clara Analytics shared the importance
of trust in the claims process and also the role of AI in quickly
identifying fraud in parallel. Serial entrepreneur, Bobbie Shrivastav,
CEO of Solvray shared her views on reimagining legacy claims
processes and building scalable, human-centered solutions.
Michelle Raue, Chief Claims & Transformation Officer, Preferred
Mutual, highlights one of her proudest achievements came early in
the use of AI, where her teams implemented predictive analytics
to streamline the routing of vehicle claims, improving both cycle
times and costs.
Scott Ham, CEO of Pinpoint Predictive shares his views on how
claims has evolved from a reactive cost center to a proactive
lever for managing outcomes. Digital transformation has brought
efficiency, but what’s been missing is predictive clarity before the
claim, and how Pinpoint Predictive enables carriers to anticipate
loss-driving behaviors at the point of quote.
Enjoy reading!
Megan Kuczynski,
Senior Strategic Advisor, Insurtech Insights
Founder & CEO, ClimateTech Connect
Megan
72 | MODERN INSURANCE

INSURTECH
INSURTECH
Pinpoint
Predictive
QScott, it is so great to catch up with you recently.
Big congratulations on your recent Series A round.
What a great show of confidence from the investment
community. How have you seen claims processes evolve since
your time at the helm of Pinpoint Predictive?
A
Claims has evolved from a reactive cost center to
a proactive lever for managing outcomes. Digital
transformation has brought efficiency, but what’s been
missing is predictive clarity before the claim. That’s where
Pinpoint comes in, helping carriers anticipate loss-driving
behaviors at the point of quote.
We also enable carriers to act earlier in the claims lifecycle. At
first notice of loss, we can predict litigation-related outcomes,
like a third-party claimant’s likelihood of attorney representation
or a policyholder’s propensity to litigate. These insights help
triage claims, allocate resources, and reduce cycle times and
severity.
QHow can novel, individualized behavioral data — paired
with advanced AI — enhance risk prediction and
improve underwriting outcomes?
A
Traditional models often miss key signals about how
individuals actually approach risk. Pinpoint leverages
unique behavioral data to give carriers a forward-looking
view of risk at the individual level. Paired with advanced AI, this
enables more precise underwriting, better segmentation, and
improved loss ratios — all in a privacy-safe, compliant way.
QWhat are the potential challenges and risks
associated with implementing AI in claims
processing?
AAI offers enormous upside in claims, but also comes
with challenges. Biased data can amplify inequities.
And automation without oversight can overlook
nuance. Transparency, governance, and regulatory alignment
are critical — not just for compliance, but to maintain
confidence across policyholders, regulators, and internal
stakeholders.
QPinpoint Predictive’s recent fairness certification —
how important is trust in AI, and will we see more
certifications like ZwillGen’s?
ATrust is foundational — and even more so with
AI, where decisions are often invisible to the end
user. That’s why we pursued a third-party fairness
certification from ZwillGen’s AI Division. It’s not just a
validation of our models, but a signal of our commitment to
ethical, compliant, and bias-free AI.
We believe this kind of transparency will become standard. As
regulation catches up to innovation, carriers will increasingly
demand independent validation from their AI partners.
Leading the way on fairness isn’t just the right thing to do —
it’s good business.
QRising costs and extreme weather — how does
Pinpoint Predictive help enable more precise
underwriting?
ATraditional rating factors alone aren’t enough to keep
up with today’s volatile risk environment. Pinpoint helps
carriers move beyond demographics and prior loss
to understand the behavioral signals that indicate future loss
potential.
This individual-level clarity enables more accurate pricing,
better risk tiering, and improved retention strategies. It also
helps carriers anticipate severity, including claimants likely to
litigate or involve attorneys. That’s a critical edge when trying
to manage costs in a world of rising frequency and severity.
QWhat is your short- and long-term vision for Pinpoint
Predictive?
AIn the short term, we’re focused on scaling adoption
across P&C carriers and deepening integrations into
workflows. We’re also expanding the use cases we
support — from underwriting and pricing to claims triage and
fraud detection.
Long term, we see Pinpoint becoming the standard for
individualized risk quantification. Our goal is to help the
industry move from pooled assumptions to precise predictions
— driving fairness, efficiency, and performance across the
insurance value chain.
QWhat advice do you have for corporate executives
considering the leap to a start-up?
AThe shift from a large enterprise to a startup is big — but
incredibly rewarding. My advice? Bring your strategic
clarity and operational discipline, but be ready to move
fast, stay scrappy, and keep learning. Startups reward resilience
and curiosity.
Also, don’t be afraid to lead with purpose. In a startup, your
mission isn’t buried — it’s visible in every decision, conversation,
and product feature. That’s what makes it exciting. If you’ve
ever wanted to build
something that truly
changes the game,
there’s no better place
to do it.
Scott Ham
CEO, Pinpoint Predictive
73 | MODERN INSURANCE
MODERN INSURANCE | 73

INSURTECH
Preferred Mutual
QMichelle, you have had such an illustrative career as a
top claims leader at Southern United Insurance, State
Auto Insurance, Lyft, and most recently, EVP, Chief
Claim and Transformation Officer, Preferred Mutual. What
came up a few times in our conversation was that you are
clearly a “builder”. Can you expand on the “builder” mentality
and in particular some of the career achievements of which you
are the most proud, sparked by the desire to “build”?
ABeing a “builder” is about assembling teams with
complementary strengths to solve problems. I’ve led
teams that implemented AI-powered predictive analytics,
improving the efficiency of vehicle claim routing and reducing
cycle times and costs. We also pioneered telematics-based crash
detection, allowing us to start the claims process in real time.
At the core of my leadership philosophy is the belief that frontline
claims handlers are the backbone of any carrier. They interact
with customers when the promise we’ve made needs to be
fulfilled. My role has always been to create the tools, processes,
and support systems that empower them to do their best work,
ensuring that they can deliver on our commitments to customers.
QYou have transitioned from some established players to
Lyft, one of the great disrupters of this decade. What
were some of the lessons learned?
AAt Lyft, transitioning from a ride-sharing app to an
insurer was an eye-opening experience. The company
quickly became the sixth-largest insurer in the U.S.
without experience in managing insurance. The first step was
understanding whether Lyft wanted to be a software company or
an insurer. Once we made that decision, we focused on managing
claims volume, streamlining intake, and using predictive modeling
to improve routing.
We also maintained strict oversight and used telematics and data
to improve driving habits. Working in a startup environment was
a major shift from my previous experiences, but it allowed me to
build a strong team and solve significant real-time challenges.
QCan you share with our readers your thoughts on
GenAI’s impact on claims, what are the victories and
obstacles you are seeing?
AGenAI has great potential to transform claims processing
by enabling faster, more accurate data analysis. It can sift
through vast amounts of information, extract relevant
data, and use predictive analytics to improve decision-making.
However, the main challenge is the fragmentation of GenAI
solutions. Many AI tools address specific parts of the claims
process, but there’s no unified system that integrates these
capabilities into a cohesive, seamless process.
adopt AI without stifling innovation. We want regulations that
ensure fairness but don’t overburden carriers with unnecessary
compliance requirements.
AI can improve accuracy, detect fraud early, and speed up
decision-making. However, clear and consistent regulations are
needed to prevent AI’s potential from being underutilized or
misused.
QHow is the insurance workforce adapting to new roles
such as AI as it takes over some tasks traditionally
handled by humans in the claims process?
AAI will enhance the human side of insurance by automating
routine tasks, allowing claims professionals to focus
on what truly matters, building relationships, providing
guidance, and offering empathy. Today, claims handlers are often
bogged down by manual work, preventing them from spending
meaningful time with insureds. By automating these tasks, AI frees
them up to connect more deeply with customers, helping them
navigate complex claims and offering personalized support.
The workforce is adapting by upskilling to use AI as a tool
to amplify their skills, not replace them. AI won’t replace the
human touch; it will enhance it, creating a more personal, less
transactional claims experience.
QWhat are some of the biggest macro trends you are
seeing in claims processing for the next 2-4 years?
AIn the next 2-4 years, AI and automation will continue to
revolutionize claims processing. We’ll see advancements
in predictive analytics, fraud detection, and customer
interaction, all designed to streamline workflows, reduce manual
tasks, and improve decision-making. The use of real-time data
from telematics and IoT devices will drive further efficiencies.
There will also be a focus on creating more customer-centric
experiences. Digital-first solutions, such as mobile apps and
AI-powered chatbots, will enable customers to file claims, track
progress, and get real-time support. As AI handles more routine
tasks, the workforce will shift toward more strategic roles,
requiring upskilling. The regulatory environment will need to
evolve to ensure AI is used ethically, transparently, and securely.
To fully realize AI’s potential, these tools need to work together
as part of an end-to-end solution that reduces inefficiencies in
claims management.
QHow do regulatory considerations impact the use of AI
in the insurance claims process?
ARegulatory oversight is essential in ensuring the fair
and transparent use of AI in claims processing. Each
state is developing regulations to protect consumers
while allowing innovation. I’m part of the NAMIC AI Working
Group, advocating for regulations that enable carriers to
Michelle S. Raue
EVP, Chief Claims & Transformation Officer,
Preferred Mutual
74 | MODERN INSURANCE

INSURTECH
InsurTech Consulting
QAlan, it is so great to catch up with you. I enjoy
reading “Connected”, a three-minute scan of our
ecosystem. It is my weekly “go to” on all that is
happening in our industry. You and co-author Stephen
Applebaum do a superb job unpacking the week’s events
and bringing in-depth analysis to the most important issues
in our industry. You have had such an illustrative career,
notably, nearly 25 years at Nationwide as one of the top
claims leaders innovating and accelerating “claims of the
future”. This was all before GenAI came onto the scene!
AThanks Megan. I started my “insurance modernization”
journey in 2016. Prior to being involved with innovation
and insurtech my career was focused on large
operational areas of claims. Lots of organizational, people
and claims technical roles which served as a foundation to
my present work. I think it is helpful to be pragmatic and able
to envision how any innovation and technology may work
in the real world. It helps bring credibility to the table when
helping my solution provider clients meet and do business
with insurers.
QCan you share with our readers your thoughts on
GenAI’s impact on claims, what are the victories and
obstacles you are seeing?
AGenAI truly came at a good time where overall
InsurTech experienced a slowdown in investments
and adoption due to some major headwinds. GenAI
rekindled the innovative spirit as c-suites recognize the
profound opportunities ahead and essentially have mandated
a broader AI focus in insurance, including claims. This alone
is a victory and the demonstration of experimenting and
introducing GenAI for the basics of document summarization
are now widespread. Similarly, GenAI is being used in
claim file summarization which solves for countless hours
in preparing claim files for quality reviews, authorization,
reserving and approvals. This is a big deal. Carriers are also
are working AI use cases for claims modeling, personalization,
predictive and other areas. The list of obstacles is much
longer as carriers are extremely diligent about the risks, legal,
regulatory, data privacy and appropriate fear of the unknown
consequences. Internal governance teams can create
obstacles and the temptation to apply AI to fix everything
requires organizational discipline.
QHow do regulatory considerations impact the use of
AI in the insurance claims process?
ASince regulation is lagging, it has been a help and
hinderance. Waiting is not a good strategy however.
Although there is evidence about AI’s regulatory
boundaries; e.g. in healthcare insurance claim denials, I
believe the greater concern, at least more immediate risk, is
litigation exposure. Claims inherently involves legal exposure
and carriers’ AI practices will invariably come into questions
and be a new source of legal discovery and a target for the
Plaintiff Bar.
QHow is the insurance workforce adapting to new
roles such as AI takes over some tasks traditionally
handled by humans in the claims process?
AAlthough there’s always evidence of pushback and
fear of job loss with new tech, workers simply want
tools that work and make their jobs better, easier.
With some of the GenAI document summary tools, claim
adjusters appreciate the value-add to have better information
management but may not see tremendous efficiency gain
at this stage. It’s still early-on and carriers are working on
the basics of training and upskilling. So, visions of replacing
people with AI is not a reality at present. Instead, this is a
good example of how GenAI is allowing for better decisioning
as a co-pilot support.
QWith so many “dot.ai’s” coming onto the scene,
how important is trust when an insurance carrier is
vetting a claims solutions provider?
AHow can they cut through the noise? Trust and
confidence in any provider is crucial, especially for
newer entrants as carriers are accustom to working
with established, proven players. Trust can also include
solution providers that bring acumen, know-how and thought
leadership beyond the tech itself. Carriers need experts in
this regard and this separates the market winners. Cutting
through the noise is most difficult when nearly all providers
boast of their AI prowess. I think there is a place for
generalists, but lean to those heavily focused on insurance
and claims as the most conducive.
QWhat role does machine learning play in identifying
fraudulent claims?
AOrganized fraud crimes are the most problematic type
and identifying the patterns, players and relationships
has always been elusive. Machine learning can offer
new advantages to identify and address nefarious activity
and respond early and often.
QWhat are the biggest macro trends you are seeing in
claims processing for the next 2-4 years?
AOne of the greatest challenges is balancing the
introduction of new tech while constantly facing
emerging crisis (CATs, inflation, legal abuse/social
inflation, etc.). I would add
talent shortages and brain
drain from aging workforce
to the list. Climate exposure
and legal abuse share a
common characteristic
in that the trends are
intensifying as compared
to economic inflation
which has been erratic but
historically temporary.
Alan Demers
President, InsurTech Consulting
MODERN INSURANCE | 75

INSURTECH
CLARA
Analytics
QLet’s talk about what has not changed. Fraud and a
litigious society. What’s changed? The advent of Gen
AI. As nuclear verdicts and escalating settlements
continue to put the pressure on claims leaders, AI is emerging
as a game changer in litigation strategy. I had a chance to
listen to a recent episode of Insurance Unplugged you did with
Lisa Wardlaw. You describe GenAI as the foghorn in the fog
of claims adjusters who are overwhelmed by the complexity.
GenAI serves as the navigational foghorn. Can you expand on
this analogy a bit more?
AAbsolutely, it’s an analogy that really resonates.
Claims adjusters today navigate through a dense “fog”:
shifting regulations, mountains of unstructured data, and rising
litigation pressure. This makes it harder to move forward with
confidence, especially with nuclear verdicts and aggressive
plaintiff firms adding complexity.
GenAI isn’t the ship or captain, it’s the foghorn, cutting through
that uncertainty and highlighting where attention is needed. It
doesn’t replace human judgment but amplifies it. It flags highrisk
cases early: “This claim could escalate, here’s why.”
It helps adjusters avoid crashing into rocks, like deciphering a
400-page attorney demand letter or managing high settlement
expectations. With agentic AI on the rise, it’s even more
critical for insurers to lean into solutions like CLARA Analytics
that integrate predictive analytics and GenAI, driven by deep
insurance expertise.
QHeather, we spoke about the proliferation of the “dot
AIs” coming onto the scene. Why is trust so important
with insurers when vetting solutions?
ATrust is critical, especially now, as the signal-to-noise ratio
worsens. Everyone’s promising AI transformation, but in
insurance, a bad tech choice can cost millions or damage
reputations.
Trust is the new currency. Insurers aren’t just buying tech; they’re
forming partnerships that affect legal outcomes, customer
experience, and regulatory exposure. That’s why trust is nonnegotiable.
Claims teams should ask:
Was this model trained on real, complex claims data — or on
internet scraps?
Does this AI understand insurance litigation — or is it just another
chatbot with a law degree from ChatGPT U?
Will this partner last — or vanish in 18 months?
Insurers don’t need more shiny objects. They need partners with
real insurance expertise, who build with adjusters, not just for
them, and deliver measurable impact, not just marketing fluff.
QWhy are partnerships and joint solutions so important,
such as the recently announced one with Guidewire?
APartnerships like the one with Guidewire accelerate
meaningful, scalable innovation, not tech for tech’s sake,
but solutions that address today’s real business challenges.
Claims teams don’t need more siloed tools. They need integrated
tech that fits into existing workflows. This partnership embeds
CLARA’s AI into the Guidewire ecosystem, helping adjusters act
on risk signals, identify strategies, and reduce losses, all within the
platform they already use.
It’s about moving from isolated tools to connected intelligence.
CLARA helps make every workflow layer smarter, not just busier. A
flexible platform like ours means one integration, not a patchwork
of insurtechs that are expensive, disconnected, and hard to
manage.
QSwitching gears, how has AI helped enhance the
experience of the claimant?
AAI is quietly transforming the claimant experience, not by
replacing people, but by amplifying the human touch.
During stressful events like injuries or loss, claimants want
clarity and speed. AI enables faster responses and early triage,
shortening the cycle and improving transparency.
Timely updates reduce confusion — like “Your payment’s been
initiated” or “Here’s what’s next.”
It promotes fairness by ensuring similar claims are handled
consistently.
AI turns a confusing process into a guided journey. The claimant
shouldn’t feel the AI — but they should feel the benefits: smoother
service, clear updates, and faster resolution.
QWhat is your near-term (next 12 months) and longer-term
(3-5 year) vision for CLARA Analytics?
ANear-term, we’re focused on expanding document
intelligence and claims guidance, while deepening
integrations with systems like Guidewire and Origami Risk.
That’s where our “connected intelligence” vision comes alive.
Looking ahead, our goal is to evolve CLARA into an agentic AI
platform — not just offering insights, but taking intelligent action.
Imagine CLARA flagging a high-risk attorney, drafting a resolution
strategy, or recommending negotiation tactics, all with human
oversight.
That’s the future:
AI as a trusted
teammate, supporting
professionals with
smart, contextual
insights at every
step. CLARA will be
the intelligence layer
seamlessly connecting
people, data, and
systems for optimal
claim outcomes.
Heather H. Wilson
CEO, CLARA Analytics
76 | MODERN INSURANCE

INSURTECH
INSURTECH
Solvray
QBobbie, so great to sit down with one of my favorite
serial entrepreneurs! You have been known to
revolutionize legacy processes and eliminate
inefficiencies in the insurance industry. On a macro level, how
have you seen claims evolve?
AClaims has always been a fascinating area for me because
it’s the moment of truth and it is the reason why I’ve
fallen in love with the insurance industry. For me, it is
where the promise of insurance meets reality, and unfortunately,
it’s also where most frustrations occur. Over the last decade as
an innovator in this space, I’ve seen claims shift from a purely
operational, back-office function to a critical lever in customer
experience and retention. But the macro trend today? Speed
and empathy. What’s refreshing is the rise of platforms and
tools purpose-built to restore that trust—solutions like empathy,
tumbleweed, and others that are reimagining the customer
experience from the ground up. These innovations go far beyond
just First Notice of Loss (FNOL)—they’re about guiding people
through some of the most vulnerable moments of their lives with
transparency, compassion, and speed.
QHow does AI fit into the equation?
AAI is no longer a buzzword—it’s table stakes. AI plays a
crucial role in streamlining decision-making, reducing
manual work, and improving accuracy. But here’s where
I’m different in my approach—I don’t believe AI replaces people; I
believe AI should augment people. For example, at Solvrays, we
focus on agentic AI, which means giving operation professionals
intelligent tools that help them do their jobs better—faster data
extraction, document classification, summarization, triaging—all
without having to hop between systems or spend hours on
repetitive tasks.
QWhat are the key priorities in claims handling? What
can insurers do to make sure trust with the policyholder
is always front and center?
AFor me, the top priorities in claims handling boil down to
speed, transparency, and compassion.
Speed: Claimants expect fast resolutions. We live in an Amazon
Prime world—two-day shipping is the norm. Insurers need to
deliver that same kind of efficiency in claims, especially for lowcomplexity
cases.
Transparency: Claimants want to know where their claim stands.
Too often, there’s a black box between submitting a claim and
receiving a decision. Regular updates—even if nothing has
changed—build trust.
with human compassion. I’m excited for and seeing market
validation for companies like tumbleweed, which helps with
pre-planning and guiding individuals and families through
end-of-life decisions with clarity, compassion, and the support
they often don’t know they need until it’s too late.
QBobbie, Solvrays is your second Insurtech start-up
following Benekiva. What is your short and long term
vision for the new company?
ASolvrays is my second insurtech baby, and I’m incredibly
excited about what we’re building. In the short term, our
focus is on modernizing back-office operations across
insurance and financial services. New Business, policy servicing,
underwriting—we’re going deep into the areas where 70% of work
is still manual. We’ve built a platform that doesn’t just automate—it
reimagines workflows with agentic AI that works behind firewalls,
integrates across legacy systems, and empowers people to focus
on higher-value tasks.
Long term? I’m thinking big picture. I want Solvrays to be part of
a billion-dollar path, not because of revenue alone, but because
of the impact we create. I want to redefine how work gets done
across the industry. We’re not stopping at insurance. Our vision
is to create intelligent, human-centered workflows that simplify
complexity across multiple industries. But we’re starting with
insurance because, well, it’s where my heart is. I also want
Solvrays to be a place where diverse talent thrives. Diversity
is in our DNA—not just as a checkbox, but as a core driver of
innovation.
QWhat advice do you have for other insurtech founders?
ARenu Ann Joseph and I wrote our first book called
Momentum where we wanted to showcase amazing
insurtech founders and there are so many insights from
advice perspective! But I’ll narrow it down to three key pieces:
Stay rooted in the problem. It’s so easy to get distracted by shiny
features or what competitors are doing. But if you stay focused on
solving a real, painful problem, the market will respond.
Build relationships early. The insurance industry is built on trust. It’s
not enough to have the best tech—you need strong relationships
with carriers, regulators, and other ecosystem players. Engage
with the community. Listen more than you pitch.
Be resilient. Insurance is a marathon, not a sprint. Sales cycles are
long, regulations are complex, and change is slow. But if you’re
patient, persistent, and passionate, you can make a real difference.
And finally—remember why you started. For me, it was about
turning a frustrating, personal experience into something better
for others. That “why”
which is my daughter -
keeps me going, even on
the toughest days.
Compassion: This is the most critical piece. Behind every claim is
a person going through a tough time. Insurers must remember
that they’re not just processing paperwork—they’re helping
someone rebuild part of their life.
To keep trust front and center, insurers need to invest in systems
that support both automation and personalization. That means
leveraging automation for the heavy lifting but ensuring
claimants can get the information, guide, or connect with a real
person when needed. It’s about balancing digital convenience
Bobbie Shrivastav
Co-Founder and CEO, Solvrays
77 | MODERN INSURANCE
MODERN INSURANCE | 77

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...
André Symes,
Group CEO, Genasys
Technologies
Manjit Rana,
EVP Insurance, Clearspeed
Denise Garth,
Chief Strategy Officer,
Majesco
Andy Cohen,
President, Snapsheet
Rick de Jager,
Head of Business
Development, MavenBlue
Richard Tomlinson,
Managing Director, Percayso
Tim Hardcastle,
CEO and Co-Founder,
INSTANDA.
MODERN INSURANCE | 79

INSURTECH
Transforming Claims
Management: Tech, Trust
and the Human Touch
André Symes
Group CEO, Genasys Technologies
The insurance industry faces a pivotal moment
in claims management. Legacy systems,
siloed data and manual processes are slowing
everything down, leading to frustration for
customers and inefficiencies for providers.
People deserve speed, clarity and fairness
when making a claim, and the industry must
evolve to meet that expectation.
The solution lies in embracing automation,
integrating systems through open APIs and digitising
the core of operations. By doing so, insurers can
reduce administrative burdens and free up their
teams to focus on what truly matters: supporting
customers in their moments of need. It is about
offering technology when customers want it and
people when they need it.
A long-standing challenge that still looms large is
public perception. The fact we are still talking about
trust in insurance is concerning. The way forward
is simple but powerful: deliver on the promise.
Pay fairly and pay quickly. Cut out the jargon and
keep people informed with real-time updates, clear
decisions and proactive support. Trust is not won
through clever advertising but in moments of truth,
especially when a claim is made.
Once the basics are right, innovations like selfservice
tools, artificial intelligence powered triage
and intelligent integrations with repairers and data
providers can elevate the customer experience.
These tools allow faster, more efficient claims
handling. But technology should not be used to
speed up a flawed process. The best solutions
simplify, add transparency and make the journey
more human.
Balancing cost efficiency with excellent service
is no easy task, but it is possible. Repetitive tasks
can and should be automated. That allows insurers
to prioritise complex cases where empathy and
expertise are vital. Real-time feedback loops can help
refine both product and process, keeping customer
needs at the centre.
Transparency is also key. Customers need to know
what is happening, why it is happening and what
comes next. Real-time status updates, plain language
and accessible channels are the foundation. But
proactive, personalised communication takes it a
step further, building trust and reducing anxiety
before problems arise.
Looking ahead, the future of claims is a combination
of speed and sensitivity. Simple claims will be
handled through touchless processes, while complex
cases will benefit from highly personalised service.
Emerging trends such as embedded insurance,
broader ecosystem collaboration and artificial
intelligence driven insights will all help deliver more
relevant, responsive service.
We recently worked with a major healthcare insurer
to transform their claims process. They moved from
handling every claim manually to paying 80 percent
of them automatically. This gave their team more
time to focus on the complex cases, improving both
customer satisfaction and retention. It is proof that
with the right tools and mindset, claims management
can be both efficient and deeply human.
In short, the future of claims is not just digital. It is
customer first.
80 | MODERN INSURANCE

INSURTECH
Reimagining Insurance CX To
Rebuild Consumer Trust
Client experience is a key contributor to overall consumer trust and perception, and as
insurers, we’re falling down on both. According to the 2024 PwC UK Insurance Sentiment
Index, consumers felt very negatively towards their general insurers, with an overall public net
sentiment of -37.1% (which increased from -23.35 in 2023).
Further, competency and conduct of staff influenced
customer perceptions about products, pricing, customer
loyalty, and account administration - in particular, slow
response times immensely frustrated customers.
Your experience is the channel through which you build
relationships with your customers - whether digital,
in-person, or a combination. Today’s consumers expect
speed and personalisation - and to be rewarded for
their loyalty. All of this breeds trust. But consider that
Edelman’s Trust Barometer, in its 25th year, notes
the significant erosion of trust globally due to an
accumulation of public grievances - institutional failures
over the last 25 years that have created a trust crisis.
When it comes to businesses, consumers worry about
discrimination and bias, and perceive the systems
they use to be unfair. The result? As the report states,
“grievance imposes a trust penalty.”
What, then, can be done about this negative perception
to more immediately rebuild trust as an industry?
Unfortunately, we often put all claimants through a
stringent screening process. If we did this at airports,
queues would be horrendously long, and the experience
would lead many low-risk passengers to avoid that
scenario in the future. To combat this today, we use
metal detectors to screen passengers - and those who
represent as low-risk are cleared quickly, while those who
require further follow-up get a secondary check.
The ABI has reported that opportunistic or exaggerated
fraudulent claims are on the rise - and insurance leaders
echo the sentiment. Opportunistic fraudulent claims are
unlikely to have been flagged by any of the existing tools
that rely on previous behaviours or the claimant being
part of a higher risk segment. In addition, with the rapid
rise in the sophistication and availability of AI image
manipulation tools, it’s becoming increasingly easy to
fake claims evidence. In today’s climate, it’s imperative to
screen at the source level.
With that in mind, what if you could trust the answers
claimants provide at point of submission? What would
you do differently? With consumer trust faltering, it’s
time to address the so-called trust penalty through your
customer experience.
At Clearspeed, we’re doing exactly this by using voicebased
risk assessment to clear genuine claimants faster,
while identifying potentially higher risk individuals
for further follow-up. Genuine claimants more quickly
and efficiently move through your process, while your
team can focus their resources only on those claims
requiring follow-up. It’s a paradigm shift where there’s
no longer a trade-off between speed and security, and
genuine claimants benefit from a smoother experience
- all in service of a two-way insurer-consumer trusted
relationship.
A similar process where genuine claimants can be rapidly
and efficiently screened without making them feel like
you don’t trust them from the start could help restore the
trust balance between insurers and their policy-holders.
It’s a fine balance of speedy, relatively unintrusive
screening to clear genuine claimants and identify
potential bad actors at scale.
What’s the downside of not using this type of solution?
Today, most insurers are using digital technologies to
automate their processes. Whilst this is certainly helping
to speed up claims processes and the broader insurance
lifecycle, it’s largely just digitising yesterday’s pathways -
not resolving the challenges we face from new types of
fraud that old pathways weren’t designed to address.
Manjit Rana
EVP Insurance, Clearspeed
MODERN INSURANCE | 81

INSURTECH
“The Moment of
Truth” for Claims
Denise Garth
Chief Strategy Officer, Majesco
The pressures and challenges of macroeconomic
factors, increased costs, and combined ratios,
operating performance, expanding risks, and
technology advancements are compelling
insurers to respond to the need to improve, both
operationally and innovatively.
That includes claims. A new era of claims is unfolding,
driven by rapid technological advancements including
GenAI, the growing availability of data and advanced
analytics, and a recognition that we need to rethink
claims, from simply managing and paying them to also
considering how we can mitigate risk and avoid the need
to pay out claims.
Claims represent the most emotional part of the
insurance value chain. As the primary point where the
brand promise is delivered, it is emotionally charged. It
is the key stage where insurers can influence customer
experience, trust, loyalty, and their own long-term
reputations.
Every claim that can be avoided or minimised reduces a
customer’s stress and enhances an insurer’s brand value.
Every claim experience that can be streamlined and
improved increases loyalty and profitability.
How do we avoid claims or minimise them?
How do we improve the experience for claims that will
still occur?
Claims Prevention with Robust Risk Assessment
Claims prevention is one of the biggest opportunities
for service differentiation and achieving risk resilience.
Risk assessment has traditionally been an expensive
undertaking, involving the deployment of skilled
loss adjusters to analyse risk on site. However, digital
technology, with tools such as remote video and selfsurveys,
now makes it easier to assess a broader portion
of the portfolio cost-effectively and provide meaningful
recommendations.
A risk assessment and recommendations report offers
customers guidance on how to reduce their risk,
something that over 65% of homeowners and nearly 60%
of commercial property owners want to do, according
to our recent Consumer and SMB research. Customer
participation in reducing risk can lower the cost of
insurance and help to close the growing protection gap.
In this new era of risk, insurers must focus on proactive
risk assessment, prevention, and mitigation by leveraging
data, advanced analytics, and technology. Combined with
effective customer communication and engagement,
this enables the provision of tailored recommendations,
better cost management, and enhanced customer trust
and loyalty.
The New Era of Claims
We can’t prevent all risk. There will still be claims. But
how we manage those claims can either enhance or
erode customer trust.
Applying the right customer experience strategies and
technology solutions at this vital stage can transform a
traumatic, frustrating experience into a positive, loyaltybuilding
one. Exceeding expectations is crucial. To
achieve this, insurers must guide their customers through
the process from the first notice of loss to full restoration.
This requires new thinking, new technology, fresh data
sources, and advanced analytics to reimagine the
business fundamentals, understanding, adapting to, and
navigating this new era of insurance.
Leading claims organisations can assess and align their
processes according to claim complexity. Simple claims,
such as dental or auto damage, can be fully automated
with straight-through processing, while complex claims,
like disability or workers’ compensation involving medical
treatment, require a blend of automation and human
interaction.
These organisations combine and harness the best
technologies and advanced analytics, including AI and
GenAI, to empower their teams to deliver a compelling
and consistent customer experience. Imagine a 75%
reduction in time for claims adjudication or vendor
invoice processing, allowing employees to focus on
the human side of the claims journey. The enhanced
employee experience prioritises their knowledge and
empathy over mundane tasks.
This new era of claims is breaking down barriers,
transforming business operations, and creating
operational excellence and unparalleled experiences.
From reducing costs and improving productivity to
strengthening risk resilience, claims are redefining what’s
possible while elevating trust and customer loyalty.
MODERN INSURANCE | 83

INSURTECH
The Rise of Claims Severity &
Social Inflation in 2025: What
Insurers Need to Know
Rising claims costs are driven in part by
inflation, of both the traditional kind and the
social kind. Pushing jury verdicts, settlement
demands, and overall claims costs higher,
social inflation is the convergence of cultural,
legal, social, and financial dynamics — and
claims departments feel the effects.
Strategically managing rising claim severities is the ultimate goal
for insurers. As the frequency and intensity of high-dollar claims
rise, it is critical to understand the influence of social inflation
on the insurance industry and how to respond proactively to
manage costs and outcomes, even as social inflation continues to
rise. As carriers navigate 2025, the pressure to manage mounting
losses and unpredictable verdicts is at an all-time high.
Why Claims Severity Is Rising — and Why 2025 Feels Different
Claims severity has been rising for several years, but 2025 is
different. It marks a tipping point for the industry as data shows
expected increases in both the average claims payout and the
outliers. Nuclear verdicts, which are those exceeding $10 million,
and thermonuclear verdicts, those that exceed $100 million, are
at an all-time high, and the ceiling seems to continue rising.
The impact of social inflation is intermingled with the effects of
macroeconomic factors, legal shifts, and societal expectations.
Public perception of the insurance industry has declined, and
juries are increasingly awarding exceptionally high verdicts
in cases where they view corporate behavior as negligent or
lacking accountability. Several forces influence social inflation,
including:
•Third-party litigation funding, enabling longer and more
complex cases
This technology-enabled approach gives insurers access to
strategic claims management tools, providing early intervention
to allow insurers to identify high-risk claims early and intervene
appropriately; claims triaging with AI and predictive modeling
to flag outlier claims before they escalate; and fraud analytics
to help spot red flags sooner. Litigation management tools
streamline legal workflows and improve outcomes, while
personalized customer communications give insureds clear,
proactive information. These tools help insurers develop timely
settlement strategies, allocate resources efficiently, and limit
unnecessarily elevated payouts.
A modern claims management platform is essential for insurers
navigating the shifting dynamics of social inflation. The world is
not static, and legacy point solution interactions and bespoke
feature development impedes speed to market. Dynamic and
configurable platforms allow for claims teams to dynamically
drive automation, insight, and results faster and cost-efficiently,
even when the external environment remains unpredictable,
unstable, and even unfavorable.
The reality is that social inflation isn’t going away. And as claims
severity continues to rise, policyholders will inevitably pay
some of these additional costs, adding to perception challenges
already facing the industry. The forces driving social inflation
are only intensifying, but with strategic claims management and
modern claims technology, insurers can mitigate these risks.
Tools that streamline operations, improve insights, and connect
policyholders and insurers in more personalized ways give claims
departments the ability to manage rising severities without losing
sight of expenses and service.
To stay ahead of social inflation, insurers must move beyond
traditional approaches and embrace technology-led claims
strategies built for the volatility of today — and tomorrow.
•Evolving public perception and skepticism toward large
corporations and the preference for punitive damages to right
social wrongs
•Social media amplifies the public opinion of cases
•Plaintiff-friendly jurisdictions are expanding
•These dynamics make it more challenging to predict outcomes,
reserve appropriately, and manage defense costs.
The Power of Technology in Managing Social Inflation
Taking a technology-forward approach to claims strategy can
help insurers control costs and reduce severity, even during shifts
in market conditions caused by social inflation. Insurers have
solutions available, including using digital claims management
platforms to manage claims.
Andy Cohen
President, Snapsheet
MODERN INSURANCE | 85

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

INSURTECH
Shaping Inflation Resilience
Into Your Pricing Process
The insurance industry has come under
renewed pressure from inflation, after
two decades of mild or low inflation.
The topic is back, and it is more volatile
than it has ever been. It began when the
global economy was shut down due to
the coronavirus, and subsequent political
unrest has further disrupted supply lines
and increased costs.
However, another important input has been natural
catastrophe losses, which do not directly influence insurance
pricing. But once these events occur, reinsurance premiums
increase, and the loading into premiums also rises. The
volatility in risk has been a significant problem because it is
difficult for insurers to reflect these changes in their pricing
in a timely manner, and even more importantly, to implement
these changes accurately.
The impact has been significant. The profitability of P&C
insurers is under pressure. This crisis is not simply caused by
inflation; a number of critical factors have come together to
give insurers the inflation headache.
Gaining the Upper Hand Over Inflation
To tackle the current volatility in insurance pricing, we need
to reflect on the existing process. Many insurers today still
update pricing in a “big bang” approach. To explain, actuarial
departments develop models that define a price. To get
these models into production, they must be implemented
into existing core systems. These systems most often work
with a rules-based rating engine, so the models are translated
into large multi-dimensional tariff tables - i.e. a price for
each combination of rating factors—and each combination
is converted into a pricing rule, resulting in many pricing rules.
from big bang updates. They are not responsive enough,
and critically, if there is an error in a model (which is not
uncommon), these errors tend to persist for some time. The
argument is to adopt a process that updates pricing more
frequently through smaller, incremental changes.
Technology is key here. In the past, integrating models
directly was a complex and expensive idea. Today, major
advances have significantly lowered this barrier. The concept
is to translate models into strings of compilable code.
Embedding these strings directly into a core system is far
simpler and dramatically more performant and cost-effective.
A process that once took months now takes minutes. And the
added benefit is not just the improved responsiveness of your
pricing cycle.
Integrating pricing models directly into the underwriting
process brings further advantages. For example, many
insurers still share tariff tables with third parties, who then
codify these tables into rating engines. Mistakes are often
made, mistakes that the insurer ultimately pays for. This
approach also refocuses the pricing team on actuarial pricing
and portfolio analytics, helping to maximise the underwriting
performance of your products.
But most importantly, more frequent updates to pricing
models lead to more accurate prices, reducing loss ratios and
maximising conversion rates.
This process requires extensive configuration, testing and
refinement to maximise the correlation between the model
and the rating engine. As a result, the process can take
months to complete. This implies a few things:
i) Prices are updated in a big bang—perhaps once a year, or
even less frequently.
ii) There is usually a large backlog of products to be updated,
which complicates the prioritisation for pricing teams.
Rick de Jager
Head of Business Development, MavenBlue
iii) Pricing teams often spend the majority of their time
getting tariffs into production rather than performing
actuarial analysis.
To gain the upper hand on inflation, insurers must move away
MODERN INSURANCE | 87

INSURTECH
Using Technology to Offer Fair
Settlements for Written-Off
Vehicles
Over half a million cars are written off
by insurance firms each year. That’s
more than 1,000 a day, or one every
minute. When they are, the Financial
Conduct Authority is concerned that
consumers are not always receiving a
fair payment. The FCA has been worried
about this for a while and the matter is far
from resolved.
The FCA publicly warned insurers not to undervalue cars in 2022.
Sheldon Mills, executive director for consumers and competition said
at the time: “When making an insurance claim, people shouldn’t need
to question whether they are being offered the right amount for their
written-off car or other goods that they need to replace.”
He went on to warn: “We are watching the behaviour of firms closely
and will act quickly to stop firms and prevent harm to consumers
where we see it.”
Not everyone heeded the warning.
In March 2024 the FCA published the results of a multi-firm review
from firms which together make up 70% of the market. Concerns
included that some firms’ average settlement values were lower than
available guide prices and blanket deductions made for the vehicle’s
condition without evidence and justification.
It reasserted that a firm’s first offer for a written-off vehicle should be
“its best estimate of its market value”. Offering a lower settlement on
the expectation that it would be increased if the customer complains
could be unfair.
Our leading tools and insights are trusted by the Financial
Ombudsman Service as the pricing guide they used the most to
mediate insurance claims disputes.
From just a vehicle registration number or VIN we show claims
handlers a detailed vehicle history including any previous sales events,
photos and descriptions as well as MOT history.
Our valuation model is the only proposition to offer a truly live,
retail-backed valuation methodology, meaning we can reflect market
fluctuations instantaneously and show relevant vehicles to back
up valuations and empower insurers to share evidence with their
customer and other third parties.
Moreover, it has the unique ability to interrogate previous
advertisements for a vehicle including images, prices, mileages
and descriptions which often detail things like previous damage
or modifications. This data not only helps deliver fair, transparent
valuations but can potentially spot a fraudulent claim if it identifies
false information provided by the customer.
It all leads to not only fair settlements but faster ones too. By
presenting a comprehensive and evidence-based settlement figure,
customers are more likely to trust the process and accept the
settlement on offer.
Since deploying Companion, one UK motor insurer reported a 62%
increase of acceptance of the first offer and a 50% reduction in
complaints, lower costs and a less intensive labour process.
By using technology to arrive at a fair settlement – with evidence to
back up the offer – we believe insurers can build trust, build efficiency
and confidently demonstrate that they have acted in the client’s best
interest when the FCA inevitably comes knocking again.
Before the final review was published, a well-known motor insurer
was ordered to go back through five years of claims from 2017-2022
and provide “appropriate redress” for customers who’d received
unfair settlements.
A long list of areas for improvement, coupled with the raised bar
of the Consumer Duty, means this issue is here to stay, and one the
regulator is watching closely.
So – how do you arrive at a documented fair market value?
That’s where Percayso comes in.
Our Valuation model accessed via API or our SaaS platform,
Companion, is a powerful tool that facilitates independently assessed
and evidenced settlement offers.
In total, we ingest 700,000 new pieces of information from 4,000+
data sources every 24 hours to deliver a comprehensive and
evidence-based valuation.
Richard Tomlinson
Managing Director, Percayso
MODERN INSURANCE | 89

INSURTECH
Redefining Insurance Distribution
with Customer-Centric Strategies
The insurance industry has long been synonymous with complexity, driven partly by the
need to gather all relevant facts for underwriting purposes and partly by the challenges of
operating in a highly regulated environment. Many customers, both personal and business, have
frequently expressed frustrations at the difficulties of doing business. Although this shift has
been happening gradually over several years, we are now seeing a sharper focus on prioritising
customer-centricity, an approach that cannot be met through traditional operating models, as
personalised and seamless experiences are, by definition, driven by agility and innovation.
Why now?
Improved technology capabilities (yes, including AI) make it
possible to deliver what customers want and address the longstanding
pain points of complexity and friction in the insurance
industry.
This sentiment was at the heart of a recent Insurtech Insights panel
discussion, where I joined esteemed industry leaders to explore
how customer-centric strategies are redefining distribution, and
ultimately, customer experience.
The Core Challenge for Insurers
Insurance is inherently paradoxical. At its core, it is not a product
but a service, one that is, whether making a claim or insuring
loved ones, both deeply emotional and critical for customers.
Yet, the industry is often burdened with processes and inflexible
technology that struggle to meet evolving customer expectations.
These challenges were front and centre during the panel. The
reality is that many insurers are phenomenal when it comes to
evaluating risk or pricing coverage, but too many gaps remain
in delivering seamless customer experiences. Customers are not
being met with the same intuitive, personalised and frictionless
service experienced in other aspects of their lives.
Why Customer-Centricity is Non-Negotiable
Insurance thrives when insurers deeply understand and respond
to their customers’ needs. It is more than just listening—what sets
industry leaders apart is how swiftly and effectively they act on
customer feedback. For me, that is the biggest opportunity for
insurers.
At INSTANDA, we see this clarity every day. Across all insurance
lines, we have positioned ourselves as a barometer for the industry
by working with pioneering MGAs and the digital divisions of
larger carriers. And what is the consistent thread? Agility. The
insurers pushing boundaries are leveraging hyper-automation,
modern interconnected platforms and AI solutions to pivot, test,
analyse and fine-tune their offerings.
“The results speak volumes. Our clients
regularly achieve 25% annual growth in markets
where growth is often elusive. Why? Because
they understand their customers’ needs and
are equipped with the technology to change
propositions, pricing and coverage in a matter of
hours or days. “
The Role of Artificial Intelligence
The pace of Artificial Intelligence (AI) innovation today is
staggering, with new solutions and models emerging weekly.
From conversational tools to advanced analytics, AI is driving
frictionless, hyper-personalised customer experiences at scale.
However, for AI to work effectively, it must be framed by moral
considerations and nuanced human judgement. As we discussed
at the panel, successful AI implementation rests on three
principles:
Focus on customer needs first: Start with understanding what
customers really want, then find the technology to solve their
challenges.
Rapid iteration and innovation: Lean, agile iterations powered
by robust A/B testing and full product configurability allow for
continuous improvement and adaptation.
Measure outcomes rigorously: Insurers must enter into retail-like
feedback loops and track customer engagement in real time
to ensure solutions are delivering value, while applying internal
governance around AI-driven outcomes.
Redefining the Future of Insurance
Where does this leave the insurance industry? Insurers who are
brave enough to adopt agile, customer-first solutions are leading
the way.
At INSTANDA, our platform empowers insurers to configure
products, pricing and customer experiences with unmatched
flexibility and speed, while seamlessly integrating with existing
systems.
Start transforming your business today. Visit INSTANDA.com
to discover how we can help you transform your customers’
experience.
Tim Hardcastle
CEO and Co-Founder, INSTANDA.
90 | MODERN INSURANCE

Transform Your
Customer Experience.
Forever.
Deliver standout customer experiences with
INSTANDA—the world’s fastest growing
customer-centric Policy Administration and
Digital Distribution System.
Leverage hyper-automation and
AI-driven solutions to delight your
customers and brokers.
Operate with retail-like agility to:
• Balance digital self-service and high-touch interactions
• Update pricing, policies and renewals in real time
• Gain a 360° view of the customer
• Personalise products and journeys with A/B testing
• Scale seamlessly across regions, markets and channels
• Enable broker self-service with real-time quote-and-bind
Join the global community of insurers redefining insurance.
Visit INSTANDA.com

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