A private equity-owned P&C insurance portfolio company’s support model was inefficient and unorganized across customer segments and markets, leading to quoting capacity constraints and service quality inconsistencies.
The company needed help in crafting an ideal future state with a focused strategy on high-value accounts.
Crafted large account governance and organization structure to streamline implementation of targeted approach
Identified opportunity to increase operational efficiency by 35% through clear tiering and segmented service levels
Accelerated annual growth of >100 high-value accounts based on increased efficiency
Crafted large account governance and organization structure to streamline implementation of targeted approach
Identified opportunity to increase operational efficiency by 35% through clear tiering and segmented service levels
Accelerated annual growth of >100 high-value accounts based on increased efficiency
A private equity-owned P&C insurance portfolio 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.
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A global asset manager needed to drive an end-to-end transformation to institutionalize design thinking and create a single, consistent global operating model.
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A waste management leader sought to increase profitability in line with revenue growth.
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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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