Global reinsurance broker’s customer support team faced employee burnout and decreased customer satisfaction due to cumbersome manual processes
The company aimed to identify and quantify opportunities to drive process improvements with automation and workflow
~2x increase in transaction capacity to support 35% increase in revenue with current staffing levels in key processes
60% reduction of manual processing and contractor spend for quarterly pro rata processing within 6 months
Global insurance broker’s internal teams had produced a workflow design that was incremental instead of transformational
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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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