Insurance & underwriting
In underwriting and claims, the exceptions are where the time and the expertise actually go - so automation designed around the simple stuff tends to move more work into the referral queue rather than out of it.
We help you aim AI at the right processes, and release human judgement to focus on the decisions that need it.
Where we get brought in.
Underwriter capacity
When an underwriter spends their day chasing documents, re-keying submission data and writing up files, risk judgement gets sidelined. We separate the two and automate the former, so the expertise your clients pay a premium for gets more of the day.
Claims and referral queues
Every claims team has workarounds: undocumented spreadsheets, shadow tools and processes. Some of those workarounds exist because the documented process is wrong, others because someone once preferred it that way. Telling one from the other before the build is the difference between enabling better ways of working and making the old problems faster.
Where judgement must stay, and why
Some decisions remain with people because a regulator requires it, some because getting them wrong costs more than the automation saves, and some simply because they always have. The three aren't the same. We help you understand which is which so you can retain the ‘human in the loop’ only where it’s actually necessary.
Retail and commercial service design
A board usually wants a position on AI rather than yet another list of pilots. We help you define where AI belongs, where it doesn’t, and what your firm is prepared to be accountable for when a regulator comes knocking.
CASE STUDYFrom philosophy to a working prototype in four weeks
Leadership at an independent specialist insurer had a conviction that technology should sharpen underwriters' judgement rather than replace it.
What they did not have was a way to turn that into something buildable.
Four weeks of discovery and design with our experts produced a working prototype and, more usefully, an articulation of the trust that had to be established for any of it to hold.
Automating the busywork around the risk decision rather than the decision itself. On target to return around 200 hours a week to underwriters, who spend it on the work their clients actually value.
200
hours per week expert time being reclaimed
You clearly articulated the element of trust we need to establish, which I hadn't brought forward as one of the main strategic pillars. It's now pillar four of our entire vision and strategy around technology. That piece of insight has completely changed how we're doing our trials.
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Chief Product Officer
Boards ask us where AI should go. We ask what a client would notice if it went. In insurance, the answer isn’t where to add AI, but where to retain humans. It could be a loss adjuster knowing precisely what would help in an unusual situation, or an underwriter being prepared to make the call about a risk nobody else would write. That kind of stuff has to survive automation. A good chunk of the rest is fair game.
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Calum MacLeod, Head of Delivery and Performance
