A private equity-owned P&C insurance portfolio company suffered from inefficient manual business processes that stymied profitable growth.
The company sought to perform process reengineering to improve efficiency and enable a strategic shift towards target customer segment using fit for purpose, asset light, and flexible tech infrastructure.
Identified over 40 discrete future enhancement opportunities across people, process, and technology with opportunity to achieve over 30% process efficiency gain
Created over 70 process maps across 6 business units
Built comprehensive implementation roadmap to drive process improvements
Established new business strategy to drive top-line growth while capturing process efficiencies
Identified over 40 discrete future enhancement opportunities across people, process, and technology with opportunity to achieve over 30% process efficiency gain
Created over 70 process maps across 6 business units
Built comprehensive implementation roadmap to drive process improvements
Established new business strategy to drive top-line growth while capturing process efficiencies
A global insurance company needed help to redesign processes to shift operational activities away from front office staff, enable further scaling of the business, and improve turnaround times and servicing levels.
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A private equity-owned P&C insurance portfolio company needed help in crafting an ideal future state with a focused strategy on high-value accounts.
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A global insurance company faced increasing competition from Insurtechs and needed help establishing the vision to transform their operations and IT Infrastructure to the modern digitized age.
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