Global insurance broker’s internal teams had produced a workflow design that was incremental instead of transformational
The company sought outside perspectives and experience to jumpstart the program and reimagine a “North Star” for end-to-end orchestration
MVP demonstrated 35% cycle time reduction in core processes driving immediate
15% cost reduction from headcount reallocation and optimization
20%-25% error rate reduction to drive “right first time” culture through automated workflow
10% decrease in client/risk churn
Global insurance provider’s European operations spanned 17 countries with multiple product lines and each local office managed unique, non-standardized underwriting processing
The company sought to eliminate localized variation in underwriting processes to ensure implementation of enhanced process controls and realization of labor arbitrage
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Global insurance company lacked a consistent, disciplined approach to managing process across business areas and regions
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A top reinsurance company faced difficulty in integrating disparate internal stakeholder groups impacting a key migration program’s deliverables and timelines.
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A financial services company was facing a strict regulatory environment and required process enhancements to comply with changing regulations.
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