Better Tomorrow The MGA Claims Playbook
MGA MGA CLAIMS CONFERENCE 2025 6 November 2025 Queen Elizabeth II Centre London SW1P 3EE
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Contents 06
Claims at the core Stuart Ballantyne & Mike Keating
08
A view from the top – leadership, claims and clarity in an evolving MGA market Charlotte Halkett, Steve Kingshott and Mark Eastham
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AI happened: where insurance goes next
18
Jonathon Valentine & Nigel Walsh
22
Seeing clearly – Bdeo puts visual intelligence in focus
Generation next – securing the future of claims talent Jack Harding, Stephen Cowap, Andrew Pedler, Alistair Danesh & Anjli Khawani
26
David Morris
Blending brains and bots – Unitary’s human-plus AI approach to claims automation Sasha Haco
30
Stronger together – commercial claims through a collaborative lens
36
Mike Keating, Dean Fairburn, Gavin Lillywhite & Louise Carroll
40
Voice of capacity – Wakam on claims, capital and collaboration Stuart Ballantyne, Nika Lee & Dean Witherington
4
Trust, transparency and the truth of claims – FCA sets out sector priorities Mike Keating & Lisa Sturley
44
Partnership over procurement – rethinking the TPA relationship Stuart Ballantyne, Leeann Chamberlain, Christopher Hunt & Joseph O’Connell
Better Tomorrow
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ILC MGA Claims Conference 2025
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ILC MGA CLAIMS CONFERENCE 2025
Claims at the core Stuart Ballantyne
Mike Keating
Partner & MGA Lead
MGAA
CEO
ILC
ILC
The opening session of the conference set out a clear message: the managing general agents’ (MGA) market is maturing at pace, but sustainable growth relies squarely on getting claims right. In a sector defined by agility, innovation and entrepreneurialism, the fundamentals of good claims handling remain the proof point for customers, capacity providers and carriers alike. Bringing together insights from Mike Keating, Chief Executive at the Managing General Agents’ Association (MGAA), and Stuart Ballantyne, Partner and MGA Sector Lead at ILC, the session framed the key pressures and opportunities facing MGAs today - and why claims performance increasingly sits at the centre of competitive advantage.
“The MGA sector is no longer something obscure on the sidelines. It has become firmly established and is now woven into the way brokers place facilities.” Mike Keating
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Market momentum
Claims as opportunity
Mike opened the session by highlighting
For Stuart, this year’s event represented a milestone
the extraordinary pace of MGA expansion in
for the MGA community and for ILC. With over 300
recent years. “Across our three tiers, we have
delegates registered – and more insurers, MGAs and
over 460 members. The membership has
carriers present - the scale of engagement signalled
grown by 60% in the last five years,” he told
a clear appetite to collaborate on sector-wide
delegates, emphasising how this growth
challenges. “It speaks volumes for the need for us to
underpins both the scale and maturity of the
service this sector by creating a centre for discussion
sector.
and discourse on how to handle claims best,” he said.
He also pointed to significant developments
In a recent paper, Mike had suggested that claims
outside the UK, noting the establishment
could represent one of the major “fault lines or
of the European MGA Federation (FASE)
opportunities for MGAs in delivering successful
and the rise of the US programme manager
outcomes”. Stuart returned to this point, emphasising
market. In the US alone, dedicated carriers
how central claims handling has become to market
supporting programme managers are now
credibility, customer experience and capacity
underwriting $110bn of MGA business, with
relationships.
premium volumes growing by 240%. Mike sees the implications clearly: “The MGA sector is no longer something obscure on the sidelines. It has become firmly established and is now woven into the way brokers place facilities.” That recognition, he argued, brings a renewed focus on the industry’s ability to deliver. “Today is an absolutely fantastic opportunity for the claims community to ensure that the delivery mechanism in terms of carriers, third party administrators (TPAs) and MGAs… is always fit for purpose.” Claims, he suggested, have become a defining marker of professionalism and performance - an insight echoed throughout the day’s programme.
Looking ahead The opening session set an energetic tone for the day, grounded in realism but framed with optimism. MGAs have become a core part of the insurance landscape - agile, expert and increasingly influential. But with growth comes scrutiny, and with scrutiny comes the need for robust, reliable claims performance. Mike and Stuart’s message was clear: the MGA sector has momentum, scale and opportunity. The
“Claims could be one of the fundamental fault lines or opportunities for MGAs.”
next stage of its growth will be defined by its ability to deliver consistently excellent claims outcomes, harness technology, invest in talent, and strengthen the partnerships that underpin capacity and customer trust. In doing so, the sector continues to drive towards
Mike Keating (referenced by Stuart
a better tomorrow - one built on transparency,
Ballantyne)
collaboration and a shared commitment to improving the claims experience.
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ILC MGA CLAIMS CONFERENCE 2025
A view from the top – leadership, claims and clarity in an evolving MGA market Charlotte Halkett Senior Consultant Milliman
Strategic clarity, cultural alignment and customer outcomes took centre stage during the A View from the Top keynote. In a wide-ranging discussion led by Charlotte Halkett, Senior Consultant at Milliman,
Steve Kingshott Experienced Insurance CEO, Executive Director and Advisor
two seasoned insurance leaders - Steve Kingshott and Mark Eastham - reflected on what it takes to drive sustainable growth and build truly differentiated propositions in today’s market. Together, they brought decades of insight spanning underwriting, distribution, customer experience and claims leadership - offering delegates not just a high-level
Mark Eastham CEO
perspective, but tangible lessons for building MGAs that thrive amid change.
Homeprotect
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Experience across the spectrum
“Put the customer outcome at the centre and every partner has a fighting chance.”
Charlotte opened the session by describing both speakers as “thought leaders, people who really have changed the industry”. Steve introduced himself with a nod to his nearly 40-year career. Having spent 30 years on the underwriting side and the past
Steve Kingshott
decade in distribution - with Tesco and Saga among his roles - he’s seen the sector evolve through multiple lenses. “The MGA sector, because of its agility and innovation, is really vital,” he said. “And I’ve always had a huge passion for claims because, let’s face it, it is the moment of truth”. Mark, in contrast, entered insurance following two decades in food, consumer electronics and telco retail. Since joining Homeprotect, part of the Avantia Group 10 years ago, he’s found deep resonance between the sectors - especially in customer-centricity and supplier collaboration. “The last ten years have been the most enjoyable of my career,” he said. “Insurance has surprised me - in a good way”.
Scaling with capacity and transparency Charlotte steered the conversation towards capacity - a critical concern for many MGAs. Mark highlighted Homeprotect’s longstanding relationship with AXA, with a multiyear extension to the partnership recently announced (read more). Transparency underpins the the arrangement. Mark said, “They get access to a segment of the market they couldn’t reach otherwise, and we get capacity plus input, challenge and commercial support.” Mark continued, “It’s a true partnership built on openness and alignment.” From a carrier perspective, Steve underscored the value MGAs offer - particularly in specialist or underserved sectors. “MGAs bring distribution reach and underwriting expertise that carriers can’t always build internally,” he said. “Especially
“I’ve always had a huge passion for claims because, let’s face it, it is the moment of truth.” Steve Kingshott
ILC MGA Claims Conference 2025
in commercial lines, that sectoral knowledge is key”. He noted the growing tension between carrier priorities - such as risk selection, pricing and data quality - and MGA concerns around capacity sustainability. “You’ve got to deliver underwriting discipline and returns on capital if you want long-term support,” he said.
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AND CLARITY IN AN EVOLVING MGA MARKET
A VIEW FROM THE TOP – LEADERSHIP, CLAIMS
Claims as a strategic lever
Supply chain and service mindset
Throughout the discussion, claims
Charlotte asked both leaders what defines
emerged not as a back-office function
a high-performing claims supply chain. For
but as a strategic differentiator. Steve
Steve, it starts with keeping the end customer
shared a detailed case study from his
in focus. “Customers don’t care how complex
time at Tesco, where motor claims NPS
your operations are. They want speed, accuracy
(net promoter score) was transformed
and clarity,” he said. “Put the customer outcome
through customer-led redesign. “We
at the centre - and every partner has a fighting
spoke to 2,000 customers and built
chance”.
the journey around what they actually needed,” he explained. “NPS rose from the high 50s to north of 70 - and we
He described good supply chain management as a blend of capability, consistent review and a
reduced call failures at the same time.”
mindset of partnership. “It’s about sharing ideas,
He said this success rested on
through problems together.”
reviewing performance regularly and working
balancing three fundamentals: “Control the indemnity cost, satisfy your customers, and manage the cost
From specialism to scale
of administration. If any of those get
On the topic of specialist propositions, Mark
out of sync, you’re in trouble”.
described how Homeprotect found success by focusing solely on non-standard home
Mark shared how Homeprotect moved
insurance. “We wake up in the morning thinking
from a TPA-led model to bringing
about non-standard. We go to bed thinking
more of the claims journey in-house.
about non-standard,” he said. “That focus has
“We took delegated authority in 2019.
driven seven years of double-digit growth”.
Initially we outsourced, but we wanted to bring our decisioning technology
He credited the company’s “decisioning layer” -
into claims,” he said. “It gives us better
a technology platform originally built for pricing
control over cost, experience and
- as a key enabler. It’s now being extended
outcomes.”
into claims, helping unify underwriting and operational logic.
However, success required more than systems. “Culturally, we had to
Charlotte asked how Homeprotect avoids
move away from ‘I’ve ticked my box’
silos while scaling. Mark said open-source
behaviour,” he said. “We embedded
technology attracts entrepreneurial talent
ownership, recruited strong claims
and creates a culture of collaboration. “We’ve
talent, and changed how we worked
structured teams around strategic pillars,
cross-functionally.”
not functions,” he explained. “So marketing, underwriting, claims and tech are all aligned not working in separate lanes.”
“Talent is everything. We look for people who are excited to solve problems, not just do tasks. That’s what drives change.” Mark Eastham
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Customer expectations and the experience gap Steve reflected on how leadership expectations around claims have shifted. “At Tesco and Saga, our focus was on customer outcomes, senior leadership and shareholders didn’t want to hear about the intricacies of call routing or internal process. They just wanted the customer experience to work - fast, fair and seamless,” he said. “The complexity is real, but customers only see the outcome. That’s what matters.” He reinforced that the moment of claim remains the truest test of any insurer or MGA. “You can sell all day, but if you don’t deliver when it counts, trust is lost - and it’s very hard to win back”.
Leadership for a better tomorrow As the session drew to a close, Charlotte invited both leaders to summarise what they see as the key ingredients for MGA success going forward. Steve pointed to operational discipline, clear proposition, and claims maturity. “You need to control cost, empower your claims partners, and keep innovating - because the market, and your customers, will not stand still.” Mark emphasised culture and capability. “Talent is everything. We look for people who are excited to solve problems, not just do tasks. That’s what drives change.” The discussion served as a reminder that leadership in the MGA space today demands more than just underwriting expertise. It requires a blend of strategic foresight, operational sharpness and cultural commitment - anchored always in what the customer needs most. As MGAs continue to navigate a challenging landscape of regulatory scrutiny, tech disruption and economic pressure, the message from the top was clear: success lies not in doing everything, but in doing the right things, well - and doing them together.
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ILC MGA CLAIMS CONFERENCE 2025
AI happened: where insurance goes next Jonathon Valentine
Nigel Walsh
ClaimsTech Lead, ILC
Global Head of Insurance
CIO, ThingCo
ServiceNow
ILC
Two years ago, Nigel Walsh joined ILC on stage to explore the emerging potential of artificial intelligence (AI). At that point, AI felt like an exciting but distant horizon. When he returned to the same stage this year, the tone was very different. As the Global Head of Insurance at ServiceNow put it simply: “AI happens, right? That’s what you wake up to in the news every single day.”
“If we don’t get our data and our process in order, we’re hosed.”
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In a session guided by Jonathon Valentine, ClaimsTech Sector Lead at ILC and CIO at
Boring is beautiful
ThingCo, Nigel reflected on what has changed,
His second principle was simple: “Boring is
what still holds insurers back and what the
beautiful.”
sector must do next to build a better tomorrow for customers and colleagues alike.
Nigel explained that insurers often focus on the most glamorous use cases, when in truth
Setting the pace
the biggest gains come from addressing long-
Nigel opened by highlighting how dramatically
quality, process clarity and consistency across
the industry’s environment has shifted. With
the supply chain.
a background spanning Google, Deloitte and almost four decades in insurance, he has seen many waves of technological disruption. But none, he argued, have moved as quickly or as visibly as AI. He recalled working on a major claims transformation programme early in his career a project that took five years and almost 100,000 man-days. “We can’t wait for that sort of stuff these days,” he said. “We’ve got to be quick and agile. Two-week sprints were mentioned earlier in the day. Find me an insurer that’s working like that right now - it’s just not happening.”
standing foundational issues such as data
“If we don’t get our data and our process in order, we’re hosed,” he said plainly. “There’s just no hope of making any of this stuff work.” He warned that organisations risk digitising processes that were never right to begin with. “We keep making faster horses because it’s the way it was always done,” he said. “Are we starting with the customer and working back? That’s the question.”
Mind the expectation gap The third principle centred on what Nigel
That gap between pace, possibility and practical
described as the “expectation gap”. This gap
reality was a recurring theme throughout the
exists both internally and externally.
conversation.
Internally, teams are asking for better tools
No silver bullet
to support their work. “People are crying
Nigel structured his message around three
better, faster and smarter,” he said. They want
principles. The first was clear: there is no single fix that will unlock AI potential overnight. “AI is now everything,” he said, “but you have to get into the detail to work out where you apply it.” He stressed that the sector risks treating AI as a broad brush solution, when in reality its value emerges from specific, well-designed use cases. That means resisting the temptation to chase headlines and instead targeting problems that genuinely matter to customers and colleagues.
out: give me the tools to serve my customers to remove the “swivel chair integration” and multiple hand-offs that slow down service and erode morale. Externally, customers assume AI has already transformed insurance. Having experienced highly personalised, friction-free services in other sectors, they expect the same from their insurer. But as Jonathon pointed out, insurance remains unique in its visibility. “If you get declined by a bank for a loan, the tabloid media doesn’t write about it,” he said. “But if your claim gets denied or the tech fails, it becomes a big thing.”
“Be the five-year-old - ask why a hundred times.”
ILC MGA Claims Conference 2025
This reality raises the stakes for insurers. Errors are not just expensive - they are reputational.
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WHERE INSURANCE GOES NEXT
AI HAPPENED:
Building AI-native capability
Jonathon added a warning from lived
Nigel spoke about the emergence of the
and say ‘Let’s apply AI to it’, it’s a square peg
AI-native insurer. He described a future
in a round hole. You almost have to rip up all
model that puts data platforms, AI-driven
the processes and start again.”
decision making and an orchestration layer at the heart of operations. He emphasised that around half of the future model is focused on decisioning.
experience: “If you take an existing process
Nigel agreed. “Be the five-year-old,” he said. “Ask why - a hundred times if you have to.”
When agents talk to agents
“It’s the thousands of decisions we make each week - underwriting, supply chain,
Looking to the near future, Nigel highlighted
claims - and how we make them smarter,
the rise of agentic systems - software agents
faster and better.”
capable of interacting with each other. He estimated that a million such agents already
The orchestration layer is where he sees
exist across industries.
the biggest leap. “We tried this with robotic process automation (RPA) years
What has been missing until now is a
ago,” he said, “but it was still automating
common language. “That’s what’s different
arms and legs with a human doing bits.
today,” he said, pointing to the newly
Now we’re asking: what if you could
released A2A (agent-to-agent) framework.
orchestrate all of these things together?”
“It allows multiple agents, wherever they are, to talk to each other in a sensible way with
This, he argued, is essential for closing
security and task management built in.”
the expectation gap. Customers do not care whether a process is linear or multi-
He also referenced AP2, the agent payments
layered; they care that it is clear, fast and
protocol, which allows an agent to make
fair.
transactions on a customer’s behalf. Although early in development, this raises
AI first, but not everywhere One of the strongest messages in Nigel’s session was the importance of disciplined
significant implications for future buying behaviour - including buying insurance.
Sovereign AI and resilience
deployment. Referring to work with a consultancy, he noted: “AI first - but please
A question from the audience turned
not everywhere.”
attention to global dependency and resilience. With most frontier AI models
He urged insurers to understand where
built in the United States, and hyperscalers
automation is appropriate, where humans
also dominated by US firms, the question
must remain in the loop and where AI
was simple: how does the UK maintain
should augment rather than replace.
sovereignty?
He used first notification of loss as an example, showing how different parts
Nigel acknowledged the concern. He
of the same journey require different
highlighted the risk of bias, the geopolitical
approaches.
fragility of cloud infrastructure and the need for local capability. But he offered a pragmatic solution: the rise of small language models (SLMs).
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“Frontier models can do summarisation and tasks
He also highlighted examples where
that don’t really matter,” he said. “But the real insight
organisational structures are flattening as
comes from the small language model attached to
technology expands the span of control. One
your data and your business in country.”
notable case was Moderna, where HR now leads
Jonathon supported this, noting that the Financial Conduct Authority is actively exploring sovereignty issues. But, as he put it, “No one has the answer yet.”
People before technology Despite the pace of AI development, Nigel returned repeatedly to one core truth: “AI can’t happen without people.” He pointed to Nationwide’s recent announcement a $1.5bn technology investment, with an expectation that 90% of employees will use AI tools internally. In contrast, most insurers today see only 20-33% uptake after deploying tools such as ChatGPT or Gemini. Nationwide’s focus on six scaled use cases, rather than thousands, resonated strongly with his earlier theme of discipline and clarity.
a merged technology and IT function. “It’s back to people,” he said. “This is a people industry at the end of the day.”
Towards a better tomorrow Nigel closed by bringing the discussion back to culture and purpose. “AI happened,” he said. “But AI can’t happen without bringing people into every facet of our organisation, our supply chain and so much more.” For the claims sector, the challenge is not simply adopting new tools but redesigning processes, building orchestration, investing in skills and anchoring every decision in customer experience. Doing so will not only meet rising expectations but help create a genuinely better tomorrow for the insurance community and the people it serves.
“AI can’t happen without people.”
ILC MGA Claims Conference 2025
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ILC MGA Claims Conference 2025
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ILC MGA CLAIMS CONFERENCE 2025
Generation next – securing the future of claims talent Jack Harding
Stephen Cowap
Underwriter - Cyber DA
Chief Insurance Officer
Tokio Marine Kiln
Urban Jungle Insurance
Group Ltd
Andrew Pedler
Alistair Danesh
Vice President
Strategic Business
Reserv UK
Development Manager Pen Underwriting
Anjli Khawani Business Architect Gallagher Bassett
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Attracting the next generation of insurance professionals is no longer an aspiration - it is an operational necessity. With a significant proportion of the market’s workforce edging towards retirement and a surge in digital-native customers redefining expectations, the need for fresh talent, new skills and forwardthinking leadership is more pressing than ever. This reality was firmly in focus during the MGAA Next Gen panel session where a range of speakers shared their insights into what will make the industry future-ready. Introduced by Jack Harding, Underwriter – Delegated Cyber at Tokio Marine Kiln and Chair of the MGAA’s Next Gen Committee, the session brought together: Andrew Pedler, Vice President at Reserv UK; Stephen Cowap, Chief Insurance Officer at Urban Jungle; and Anjli Khawani, Business Architect at Gallagher Bassett. Moderating was Alistair Danesh, Strategic Business Development Manager at Pen Underwriting. Together, the panel explored how MGAs can combine innovation, culture and leadership to create an environment where next-generation talent can thrive.
A changing workforce
of the $1bn of global Q3 investment tracked by Gallagher Re went into AI, a sign that the market is already adapting at pace. For Alistair, the challenge is clear - the industry must maintain innovation while nurturing talent. “We want people to participate in an industry that resonates,” he said, “one that feels current and future-facing.”
Cultural alignment Andrew, whose background spans large carriers and now a tech-led TPA, highlighted the cultural changes driving MGA growth and the implications for workforce dynamics. “The number of MGAs is rising sharply,” he said. “But there’s only so much talent in the market.” He argued that MGAs tend to attract people who seek agility, responsibility and innovation - the type who are drawn to entrepreneurial environments rather than corporate structures. He noted that the UK is now catching up with US trends. “There’s a tail delay of Americanisation in our industry. The venture culture, the ‘move fast and break things’ mantra - we’re seeing that influence come through,” he said. “The type of person that appeals to is changing.” Stephen agreed, describing how talent at Urban Jungle - a personal lines insurtech MGA - often identify more with the tech world than with insurance. “If you ask our software engineers or data scientists where they work, they’ll say a tech startup - not an insurance company,” he explained. “That perception works in our favour when recruiting talent with digital or analytical skills”.
Alistair opened the session with a candid observation: a quarter of professionals in the London market are now over the age of 50. “It’s a problem that will become increasingly relevant,” he said. “We have to ensure the legacy of innovation continues - and one of the answers to that lies in people.” He pointed to recent investment trends in insurtech, noting that 75%
ILC MGA Claims Conference 2025
“One of the answers to continuing innovation lies in people.” Alistair Danesh, Pen Underwriting
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SECURING THE FUTURE OF CLAIMS TALENT
GENERATION NEXT –
AI as an enabler Much of the discussion centred on technology - not as a replacement for people, but as a catalyst for their development. “AI is a competency accelerator,” said Andrew. “It enables newer professionals to learn faster - to run real-time scenario modelling, understand policy wordings, and build knowledge that would once have taken years”. He explained that Reserv is focused on turning these capabilities into smart tools embedded within workflows. “Our copilot models enable claims professionals to see across entire portfolios in real time. It gives them a holistic view and speeds up decision-making.” This, he said, is a critical shift - from individual claim handling to portfolio-level performance management. Anjli offered a strategic lens, describing how Gallagher Bassett is embedding AI across its operating model, while maintaining a strong governance framework. “Business architecture ensures our strategy, services and talent are aligned,” she said. “We look at where AI fits best - which use cases enhance outcomes, where humans are still essential, and how we ensure responsible use”.
Balancing automation with empathy Stephen explored the balance between automation and human service particularly in claims. “There are moments when technology works well - like for a cracked phone,” he said. “But when someone returns from holiday to a flooded home, empathy matters more.” He warned that automation must never erode the human value of claims support. He also reminded the audience that customer expectations have changed. “People coming through now have only known the internet. The next generation will only have known life with ChatGPT. They expect speed and simplicity - but also trust and understanding.” Anjli echoed this point, explaining how organisations must be deliberate in their deployment. “Some use cases are ideal for automation; others need humans in the loop,” she said. “We need to be confident that every tool we deploy enhances trust and delivers good outcomes.”
Talent development and inclusive innovation Asked what ecosystems and cultures will attract future talent, Anjli highlighted the
She noted the growing influence of regulation, including the EU AI Act, and stressed the importance of embedding transparency and auditability into every solution. “We are crawling before we run,” she said. “But the guardrails we put in place now will shape our ability to innovate safely and sustainably.”
importance of inclusion and flexibility. “Next-gen talent expects to work virtually, to use tools like AI assistants, and to collaborate in real time,” she said. “We must build systems that support both new and experienced employees - helping both groups see the value of innovation”.
“AI is a competency accelerator - it supercharges how fast people can learn.” Andrew Pedler, Reserv UK
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Andrew added that innovation must be allowed to fail in order to succeed. “Startups work on the principle of affordable loss. You test things some will work, some won’t. But that’s how you find what sticks,” he said. “In large organisations, everything needs a business case. But topdown perfectionism can stall progress”. He encouraged the audience to try new tools in their personal lives as a low-risk way to build familiarity. “Not everything works, but you start to learn what does,” he said.
Creating a feedback culture The panel closed with practical guidance for those looking to integrate innovation into their organisations. Stephen shared how Urban Jungle invites all employees to suggest tools and improvements - regardless of job title. “One team member with no connection to claims
A better tomorrow through collaboration As Jack reflected in his introduction, ILC and the MGAA are committed to creating platforms where emerging talent can be heard. “It’s always great to shine a light on the next generation within our industry,” he said, thanking the panellists and attendees for their support. The session underscored that while AI and automation may dominate headlines, the future of the MGA claims sector will ultimately be defined by its people - their curiosity, adaptability and drive to improve outcomes. For those committed to building a better tomorrow, the message was clear: create the conditions, and the talent will thrive.
built a tool to track inflation in an hour,” he said. “That kind of curiosity and experimentation is exactly what we want to encourage”. Anjli described how Gallagher Bassett collects feedback from across the organisation on its internal AI assistant. “We invite colleagues to share how they’re using it, where it helps, and where it needs improvement,” she explained. “This informs our strategy and keeps innovation grounded in user experience.”
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ILC MGA CLAIMS CONFERENCE 2025
Seeing clearly – Bdeo puts visual intelligence in focus David Morris Head of New Markets Bdeo
Visual intelligence is transforming the speed, accuracy and efficiency of motor claims - but as AI-generated fraud grows more sophisticated, technology must do more than just automate. It must also protect. That was the message from David Morris, Head of New Markets at Bdeo, during a dynamic showcase. As part of ILC’s ClaimsTech track, David presented a live walkthrough of Bdeo’s visual intelligence (VI) platform, illustrating how it supports faster triage, fraud detection and claims optimisation - all in real time, and all through the policyholder’s smartphone. Introduced by Jonathon Valentine, ClaimsTech Sector Lead at ILC and CIO at ThingCo, the session formed part of ILC’s continuing mission to explore practical AI use cases. “It’s easy to talk about the theory,” said Jonathon. “But this session is about real-world application - how AI is actually being used to improve the claims journey.”
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A new standard in automation
Fighting fraud in real time
David began by outlining Bdeo’s roots.
David was clear that VI’s strength isn’t only
Founded in Spain in 2017, the company
in operational efficiency - it’s also a frontline
was created specifically to advance visual
defence against fraud. “We’re seeing an
intelligence in insurance - a form of AI
increase in image manipulation and even AI-
that analyses images to detect damage,
generated fake photos,” he said. “So we’ve
determine severity, and support claims
developed fraud detection tools that look for
decisions. “We connect policyholders
inconsistencies - was the photo taken live?
to their insurers at the point of need,” he
Do the timestamps and locations match?
explained. “It’s about helping people get
Has the car changed colour between shots?”.
clarity, quickly”.
He shared examples of fraudulent images,
The platform is built for ease of use. After
including pixelated screen captures and AI-
a motor incident, policyholders receive a
fabricated vehicles. “The only way to fight AI-
link that opens in their phone browser - no
generated fraud,” said David, “is with better
app download required. They are guided
AI. We’re using deep-learning models that
through a short series of photographs,
can spot when a scratch doesn’t look quite
typically completed in under four minutes.
right, or when metadata is missing.”
“We’ve worked hard to make this as simple as possible,” said David. “The aim is to get what we need in one go - no callbacks, no re-
This has become especially important in markets where image-based claims are
requests”.
common - such as South Africa, where
Once uploaded, the system instantly begins
platform to manage high volumes of cash-
assessing the images, detecting damage
settled claims. “The ability to flag suspicious
at a part-by-part level. “We’re looking at
images early helps prevent leakage and
individual components - bumpers, mirrors,
improves control,” he explained.
insurers like Hollard have adopted Bdeo’s
wings - and classifying the damage based on size, type and severity,” he said. Within 30 seconds, the platform provides a
Repair triage, smarter and faster
recommended next step, whether that’s
David described how Bdeo’s system
referral to a smart repairer, bodyshop,
supports smarter triage. “We categorise
engineer, or total loss route.
damage on a scale according to the insurer/ accident managers’ need” he said. “From there, we can route the claim – for example smart repair, network bodyshop, or engineer assessment.” The key, he said, is flexibility. “We’re not removing engineers from the process. If there’s any doubt, the case gets
“We’re not removing engineers from the process — if there’s any doubt, it gets referred.” David Morris
ILC MGA Claims Conference 2025
referred. But if it’s clear-cut, decisions can be made quickly.” Insurers using the system have reported impressive results. “Some clients are optimising up to 70% of claims,” said David. “The remainder go to engineers. So imagine the inspection cost reduction - it’s significant”.
23
VISUAL INTELLIGENCE IN FOCUS
SEEING CLEARLY – BDEO PUTS
He also highlighted other use cases, including checking historical images
Vision for the future
for pre-existing damage, aiding
When asked about accuracy and
workshops in preparing estimates,
variance, David emphasised that Bdeo
and supporting authorisation by
is not yet replacing full estimates.
validating repairer estimates against
“We’re not trying to write full
image data. “It gives insurers vision
engineering reports,” he said. “Our
- literally. We add a layer of visual
focus is on routing - making sure the
verification to the whole process,” he
vehicle is steered correctly, and that
said.
clear cases are automated, while grey
Adapting to different markets While Bdeo’s UK operations focus on claims, David shared examples of international applications. In Spain, for instance, the same technology is used for underwriting inspections of used vehicles. In Mexico, Zurich has integrated the platform to provide rapid customer responses. And in Germany, Bdeo’s integration with local telematics providers enables automatic incident detection and instant VI capture. “Wherever we work, the feedback is the same,” said David. “Customers want fast answers. Workshops want visibility. Insurers want control. Visual intelligence delivers on all three.” Jonathon acknowledged the system’s value, particularly in an environment
areas go to human review”. Looking ahead, while continuing to work on improving and extending the reach of its existing claims solution into the claims process touchpoints, David confirmed that Bdeo is exploring new lines, including property claims. While early trials with escape-of-water models were promising, localisation remains a challenge. “The Spanish housing stock is different,” he explained. “We’d need more UK-specific training data. But the principle is there - detect stains, predict cause, and dispatch the right tradesperson. It’s definitely a viable use case”. He concluded with a challenge to the audience. “The question isn’t if you adopt this - it’s when. The technology’s ready. The results are proven. And the longer the delay, the more opportunity is missed.”
where generic AI platforms can’t always meet specific needs. “There’s always a risk of over-relying on the big four AI providers,” he said. “What’s exciting here is the bespoke nature - it’s not just AI, it’s your AI, purposebuilt for claims”.
“The only way to fight AI-generated fraud is with better AI.” David Morris
24
Better Tomorrow
A better-connected claims journey With around 70 insurers across 30 countries now using Bdeo’s technology, the company is quickly becoming a benchmark in how claims can be transformed with visual
“It’s not just AI - it’s your AI, purpose-built for claims.” Jonathon Valentine
intelligence. From early triage and fraud detection to customer engagement and workshop efficiency, the benefits are increasingly tangible. As Jonathon summarised, the true strength lies in specificity. “This isn’t AI for AI’s sake,” he said. “It’s AI embedded with real claims logic, built around real customer needs.” In a sector striving for speed, trust and control, the ability to see clearly - and act quickly - is no longer a luxury. It’s a fundamental part of building a better tomorrow for policyholders, supply chains and insurers alike.
ILC MGA Claims Conference 2025
25
ILC MGA CLAIMS CONFERENCE 2025
Blending brains and bots – Unitary’s human-plus AI approach to claims automation Sasha Haco CEO Unitary AI
26
“Virtual agents give you the same response where it matters - and human-level reasoning where it helps.”
Better Tomorrow
The insurance sector is under pressure to move faster, deliver better and operate leaner - all without compromising accuracy or compliance. For MGAs and claims organisations, automation is a tempting solution. But how do you cut through the hype, avoid the common traps, and actually deploy AI in a way that works?
“No integration, no engineering time. It’s like hiring a digital colleague.”
Beyond the AI buzzwords With MGAs under pressure to reduce
Sasha Haco, Co-founder and CEO of Unitary, used
costs, manage rising volumes and deliver
her showcase to tackle exactly that question.
better experiences, many are turning to
Drawing on her experience building AI agents for
automation. But, as Sasha warned, results
content moderation and operational workflows,
often don’t live up to expectations. “Almost
Sasha outlined a practical path for insurers to adopt
$40bn has been invested in generative
automation in claims - without the need for expensive
AI in the last year,” she said. “But 95% of
integrations, system overhauls or false promises.
enterprises have reported no measurable
“We launched our product for insurance about a year
ROI. That’s a massive disconnect”.
ago,” said Sasha. “And what we’ve learned is that for
To avoid becoming part of that 95%, Sasha
automation to work, it has to blend intelligence with
argued that insurers must understand what
structure - the human with the machine”.
type of automation fits where. “There’s
From black holes to better workflows
robotic process automation (RPA), intelligent document processing (IDP), AI underwriting platforms, AI agents - all useful, but not
Sasha’s journey to insurance was unconventional. A
interchangeable.”
former black hole physicist, she worked alongside Stephen Hawking before moving into applied AI. “I
Her key message was to distinguish
wanted something faster-paced - something where I
between deterministic and probabilistic
could solve real problems every day,” she said.
systems. Deterministic systems follow fixed logic - same input, same output -
Her company, Unitary, began by building AI to support
making them ideal for high-compliance,
content moderation on social platforms, reducing the
repeatable tasks. Probabilistic systems, like
need for humans to manually review distressing or
large language models, offer flexibility and
inappropriate material. From there, they developed
reasoning, but aren’t suitable when strict
“virtual agents” - a blend of software, AI and human
outcomes are required.
decision-making that mimics how real people perform complex workflows.
“Virtual Agents,” she said, “combine both, blending probabilistic reasoning with
“We realised the same approach could work for
deterministic rules. They can make nuanced,
operational tasks in insurance,” she explained.
judgment-driven decisions, but they do so
“Especially in claims, where processes are repetitive,
inside strict logical constraints that ensure
messy, and stretched across multiple systems.”
reliability and compliance at scale.”
ILC MGA Claims Conference 2025
27
AI APPROACH TO CLAIMS AUTOMATION
BLENDING BRAINS AND BOTS – UNITARY’S HUMAN-PLUS
AI that learns on the job
“There’s a temptation to launch huge
Unitary’s virtual agents work by logging into
they take forever,cost a fortune, and take a
systems just like a person would - reading
long time to prove ROI. With Virtual Agents,
emails, accessing dashboards, downloading
you can start small, prove valuefast, and
documents, making decisions. “You give us
avoid heavy integration.”
a user login, and we do the rest,” said Sasha. “No engineering time, no tech integration. It’s like hiring a digital colleague”. She showed a video demo of an MGA client Attune in the US - where Unitary replaced a manual, BPO (business process outsourcing) driven loss run process with near-complete automation. Within five weeks, 99% of the workflow was automated. Cost savings hit 50% on day one. Customer satisfaction improved. And because every human intervention trained the model further, the system continued to improve over time. “If we can’t guarantee human-level accuracy, the task is kicked to a person,” she explained. “But every time that happens, the system learns and the automation rate increases”.
Claims, triage and beyond While Unitary is still new to UK claims, Sasha confirmed the company is working with insurers in the US and Europe. “Our first UK claims customer is going live now,”
transformation projects,” said Sasha. “But
Managing complexity, ensuring compliance One of the key advantages of Virtual Agents is their ability to manage complex, crossplatform workflows. Sasha described tasks where staff were switching between email systems, spreadsheets, dashboards and portals just to process a single claim. “That’s where humans shine - using judgment, navigating context. But it’s also where burnout happens,” she said. “Virtual Agents take over that grunt work freeing people to focus on exceptions, not repetition.” Compliance is built in. “We always prioritise predictability where it’s needed,” Sasha explained. “If a task requires a consistent outcome, we default to deterministic logic. But when interpretation is safe and useful, we let the AI reason through it. That’s how we ensure safe, human-like automation.”
she said, “and we’re finding commercial lines especially receptive to this kind of automation”. Use cases include: •
Claims processing and triage
•
Loss run handling
•
Bordereaux submissions
•
Multi-system workflow coordination
Crucially, all of these tasks can be addressed without re-engineering core systems.
28
“$40bn has been invested in Gen AI but 95% of enterprises report no ROI. That’s a disconnect.”
Better Tomorrow
Building trust, one task at a time During the Q&A, one audience member asked what percentage of tasks still require human intervention. Sasha replied: “It varies. On day one, it might be 95% human, five per cent automated. But within two months, we typically hit 80% automation. And from there, it keeps improving”. Another asked about UK uptake. “We’re just getting started,” she said. “But the demand is there. As long as we keep proving that it works - that it saves time, reduces cost, and delivers quality - adoption will follow.” For Sasha, success isn’t about flashy AI demos - it’s about impact. “The goal is to help people do their jobs better. To reduce friction. To scale without losing control. That’s how you build a better tomorrow.”
ILC MGA Claims Conference 2025
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ILC MGA CLAIMS CONFERENCE 2025
Stronger together – commercial claims through a collaborative lens Mike Keating
Dean Fairburn
CEO
Head of Claims
MGAA
Bspoke Group
Gavin Lillywhite
Louise Carroll
SVP Operating Leader
Senior Claims Adjuster,
– UKI & Europe
MGA & Programs
Xceedance
SiriusPoint
“We’ve moved away from master and servant - MGAs and TPAs are now seen as extensions of the insurer.” Dean Fairburn, Bspoke Group
30
Better Tomorrow
Collaboration, communication and clarity were front and centre in a panel session exploring the evolving role of claims in the commercial market. With capacity under pressure and premiums tightening, the ability of MGAs, carriers and TPAs to work together has become essential - not just to manage cost but to maintain trust and deliver consistency. Chaired by Mike Keating, CEO of the MGAA, the session brought together: Dean Fairburn, Head of Claims at Bspoke Group; Louise Carroll, Senior
Gavin echoed this sentiment. Drawing on his background in corporate underwriting, he described early industry hesitation to embrace delegated models, but noted that even traditionally cautious carriers are changing their stance. “Data is only an asset if you use it,” he said. “MGAs have the agility to turn claims insights into product innovation and risk prevention. That’s the opportunity”.
Claims in a softening market Mike pointed out that, as rates decline across commercial lines, claims inevitably come under greater scrutiny. “Claims should always be front and centre,” he said. “But realistically, the focus increases when premium income drops.”
Claims Adjuster – MGA & Programs at SiriusPoint;
In response, Gavin stressed the need for greater
and Gavin Lillywhite, SVP Operating Leader for UKI
efficiency, sharper fraud detection and better use
and Europe at Xceedance.
of data. “We need to protect profitability, but also
Each speaker offered a distinct perspective, but all echoed a common theme: commercial claims are becoming more complex, but strong relationships
educate and support our commercial clients,” he said. “It’s about feeding insights back to underwriters especially in areas like failure rates or surge events”.
and shared data can drive a better tomorrow for
Dean highlighted the importance of claims ownership
everyone in the ecosystem.
throughout the lifecycle. “Customers get lost at the
Moving beyond ‘parent and child’ Mike opened the session by asking how well the claims ecosystem is currently functioning. Louise responded by underlining the importance of empowering MGAs. “The parent–child relationship doesn’t work anymore,” she said. “What matters
hand-off points,” he said. “Real ownership drives faster outcomes, lower indemnity spend and higher satisfaction.” He also stressed the role of recoveries and shared governance. “We’ve got business intelligence teams feeding claims insights into underwriting and product forums. It breaks down silos and sharpens decision-making”.
is collaboration from the outset - ensuring MGAs are supported with loss funds, delegated authority agreements and direct specialist contacts”. Dean agreed. “We’ve moved away from master and servant,” he said. “There’s now greater recognition that MGAs and TPAs are an extension of the insurer’s claim service. The conversations are happening earlier, and there’s better alignment on loss funds, philosophies and operations.” He gave the current state of collaboration a “seven out of 10” - a marked improvement from the past, but with room for growth, particularly around data sharing.
ILC MGA Claims Conference 2025
“Data is only an asset if you use it otherwise it becomes a liability.” Gavin Lillywhite, Xceedance
31
THROUGH A COLLABORATIVE LENS
STRONGER TOGETHER – COMMERCIAL CLAIMS
Louise added that early and accurate
Gavin spoke of retention. “You have to hold
reserving is critical - both for pricing teams
on to what you’ve earned during the hard
and capital allocation. “Through our claims
market. Demonstrate your value through
meetings, we assess TPA performance, audit
evidence - show why clients should stay.
outcomes and ensure we’re minimising
That requires aligned strategies between
leakage,” she said. “It’s that virtuous cycle
underwriting and claims.”
- underwriters, claims, MGAs and TPAs all communicating clearly and consistently”.
Louise added that the strength of claims
Data as a differentiator
“Carriers like SiriusPoint are investing
Asked how MGAs and carriers should
expertise and technology,” she said. “But
respond to declining rates, Dean offered
it’s trust that secures that investment long
a simple answer: “Data is your friend.” He
term.”
explained how Bspoke is moving from static
partnerships can influence capital appetite. in MGAs because of their underwriting
management information (MI) packs to
Addressing the communication
dynamic, interactive sessions with carriers.
gap
“We sit down with the data, identify the issues, and act on them. It’s not about
Mike cited the Clyde & Co report, which
waiting for red flags - it’s about getting
revealed a stark disconnect: 58% of MGAs
ahead of them”.
and TPAs believed communication was
Louise emphasised the value of mutual transparency. “It’s about creating space for open and honest discussions - especially when headwinds hit,” she said. “When everyone’s talking, we can weather those challenges together.” Gavin reinforced the commercial benefit of closing claims faster. “There’s a cost to holding capital,” he said. “Every extra month a claim is open, there’s a working capital impact. Improving timeliness helps reduce that burden”.
Shared action, shared accountability
improving, but 60% of carriers disagreed. Louise acknowledged the disconnect. “We’ve seen that ourselves,” she said. “It’s why we built our MGA proposition at SiriusPoint around tailored support, transparency and joint decision-making. It’s about aligning on what success looks like”. Dean emphasised mutual accountability. “We expect our TPAs to be transparent with us, just as we are with our carriers. There’s no room for blame culture - we want challenges brought to the table early.” Gavin encouraged carriers to assess how strategically they treat MGA partnerships. “If you don’t see the MGA as core to your business, you’re unlikely to build the trust
Mike then challenged the panel to define
needed. But when you do, the benefits can
the “sliding doors” moment - the point at
be exponential - not just in claims handling,
which organisations need to pivot as market
but in underwriting, risk modelling and
conditions shift. Dean pointed to proactive
customer retention”.
oversight. “It’s not enough to do what you’ve always done,” he said. “Oversight has to be dynamic. Analytics need to tell you where to focus - which perils, which products, which points in the lifecycle”.
32
Better Tomorrow
The supply chain question
Trust, transparency and technology
In response to audience questions, Dean addressed
The session closed with a clear message:
whether MGAs should own their supply chain or rely
commercial claims are not just a cost centre,
on that of the TPA or insurer. “We currently don’t
but a strategic enabler. In a softening market,
operate our own supply chain,” he said. “It can work
stronger partnerships, better data and honest
well if done properly, but the overheads are high. We
communication are vital.
prefer our TPAs to take full accountability - it keeps things aligned and avoids fragmentation”.
As Mike summarised, “Whatever part of the claims ecosystem you’re in - MGA, carrier or TPA - ask yourself: how good is your data, and how
“We built our MGA proposition around support, transparency and shared success.”
well are you using it?” For those committed to that challenge, the path to better outcomes - and a better tomorrow - is clear.
Louise Carroll, SiriusPoint
ILC MGA Claims Conference 2025
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34
Better Tomorrow
ILC MGA Claims Conference 2025
35
ILC MGA CLAIMS CONFERENCE 2025
Trust, transparency and the truth of claims – FCA sets out sector priorities Mike Keating
Lisa Sturley
CEO
Insurance Head of
MGAA
Department FCA
The Financial Conduct Authority (FCA) has reiterated the vital role that trust, transparency and accountability play in delivering good customer outcomes in claims. Lisa Sturley, Head of Insurance at the FCA, outlined the regulator’s position on claims handling, oversight, innovation and growth - and set out a vision where trust and market progress go hand in hand. In a comprehensive keynote and live Q&A with MGAA CEO, Mike Keating, Lisa delivered a ‘state of the nation’ from the FCA’s perspective, focused on the claims ecosystem, MGA sector and wider regulatory priorities.
36
Better Tomorrow
The moment of truth Lisa opened her remarks with a reminder of the core principle at the heart of the FCA’s agenda: delivering outcomes. “Claims handling is the moment of truth for our industry - where promises meet reality,” she said. “If customers can’t count on their insurance when it’s needed most, trust evaporates. And trust is the bedrock of our market”. That trust, she emphasised, is not at odds with economic growth. In fact, the FCA sees the two as mutually reinforcing. “Protecting consumers, maintaining market integrity, and promoting competition all contribute to building confidence in financial services,” she said. “That
Claims complaints and consumer confidence Turning to the FCA’s claims-focused work, Lisa cited several drivers for concern. “Our Financial Life survey showed that 66% of adults have low trust in insurance companies,” she said. “And one in 12 claimants experience delays in settling claims. Complaints are rising. Clyde & Co’s research showed that 77% of MGAs believe improvements are needed in claims processing with carriers - up from 59% the previous year”. She drew attention to the FCA’s July 2025 review of travel and home claims, which uncovered: •
Lack of control over outsourced claims
UK needs.”
•
Poor management information
MGAs as drivers of innovation
•
Weak customer communication
•
High use of cash settlement without
confidence, in turn, helps to spur the growth the
Addressing the MGA sector directly, Lisa praised
appropriate controls
its role in fuelling growth and innovation. “You have firmly established yourselves as a mainstay,” she said. “Agility in product development, innovation in distribution, and flexibility in operating models - you have embodied what many parts of financial services aspire to”. She highlighted the MGA role in tackling emerging risks - from climate change and cyber to AI liability - and referenced the economic importance of insurance in national resilience. “You are a vital part of this story,” she said. “The economy increasingly relies on you to help manage risk.”
•
Low settlement rates during major weather events
Lisa stressed that these issues were especially prevalent where claims were outsourced - particularly across longer chains. “When done well, outsourcing brings dedicated case handlers, bespoke tech, and good outcomes. But when done poorly, we see delays, unhappy customers, and firms losing sight of the end customer experience.”
Oversight and responsibility One key message was clear: the insurer always retains ultimate accountability for claims handling. “You can delegate - but you can’t abdicate,” said Lisa. “Insurers must be able to see through the entire chain. That means good oversight, good management information (MI),
“Claims handling is the moment of truth - where promises meet reality.”
ILC MGA Claims Conference 2025
and a clear focus on outcomes”.
37
– FCA SETS OUT SECTOR PRIORITIES
TRUST, TRANSPARENCY AND THE TRUTH OF CLAIMS
During the Q&A, Michael asked what the FCA expects when MGAs sub-delegate claims handling. Lisa was unequivocal: “The insurer must have very good oversight and management information coming from the MGA. If something goes wrong, we go to the insurer first. They
“You can delegate - but you can’t abdicate. The insurer retains responsibility.”
carry the responsibility.” She also highlighted the importance of data. “We are a data-led regulator. But we’re also trying to reduce the burden,” she said. “We’ve already removed four elements of insurance returns. But we still
“These tools are there to support innovation in products and operations,” said Lisa. “If you have a new idea, come and talk to us.”
need MI to do our job properly - and we
Cash settlements and claims
expect it to be available and reviewed by
oversight
boards.”
The regulator’s role in innovation Lisa used the platform to reinforce the FCA’s commitment to supporting innovation. “You told us that fair value assessments, co-manufacturing agreements and the definition of large risk were creating unnecessary burden,” she said. “In May, we launched a consultation - CP25/12 - proposing changes to those areas. We listened, and we acted”.
Asked about the FCA’s stance on cash settlements, Lisa clarified that the issue is not the method, but the monitoring. “Cash can be the right answer - but only if it’s properly oversighted,” she said. “Particularly for vulnerable customers, there must be assurance that it’s delivering the right outcome”. This theme of outcomes came up repeatedly, with Lisa urging the market to focus on simplicity, transparency and speed. “Good claims handling is not just a regulatory expectation,” she said. “It’s good business. It builds trust, drives
The FCA’s innovation toolkit now includes:
loyalty, and improves performance.”
•
Regulatory sandbox
•
Innovation hub
Young consumers and the confidence gap
•
AI lab
•
Smart data accelerator
younger consumers. Lisa acknowledged
•
Scale-up initiatives
products behave at the point of need,” she
A question from the floor raised concerns about declining confidence among the challenge. “It comes down to whether said. “If claims are paid quickly and the journey is clear, confidence increases”.
38
Better Tomorrow
Asked whether the industry must move toward real-time, Amazon-style service levels, Lisa pointed
CPD hours and practical changes
to the FCA’s value measures data, which tracks
In a final question, Mike asked about changes to
claims performance. “We use that data to inform
regulatory CPD requirements. Lisa confirmed that
our interventions, and we use many other data
the FCA is moving away from tick-box targets.
points to track performance. Will we go fully real
“We’re not saying CPD isn’t important; well trained,
time? We are constantly looking at ways to improve
knowledgeable staff are essential. But 15 hours
the data we use to supervise our firms".
might not be the right number for everyone.
Future-proofing with AI The discussion turned to the role of AI in claims and workforce development. Lisa was pragmatic. “AI is powerful, but not perfect,” she said. “Firms must ensure oversight of any AI-generated activity. You can’t rely on it blindly. Future-proofing means combining tech with good governance.” She reiterated the FCA’s support for innovation, not just in product but also in process. “That’s why we launched the AI Lab,” she said. “We want to work with you - to ensure innovation delivers better outcomes, not just efficiencies.”
Firms know their staff best. We want meaningful development, not just formulaic compliance”.
A better tomorrow, built on better outcomes In closing, Lisa thanked the audience for their engagement and reaffirmed the FCA’s commitment to collaboration. “Your attendance here shows your willingness to deliver better claims outcomes. When you succeed, the market succeeds - and consumers benefit.” It was a message that resonated throughout the conference: trust is earned in the claims journey. And with transparency, data and collaboration, the sector can not only meet expectations - but exceed them.
“Good claims handling builds trust, drives loyalty, and improves performance.”
ILC MGA Claims Conference 2025
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ILC MGA CLAIMS CONFERENCE 2025
Voice of capacity – Wakam on claims, capital and collaboration Stuart Ballantyne
Nika Lee
Partner & MGA Lead
UK
ILC
Wakam
Chief Underwriting Officer
ILC
Dean Witherington Chief Claims Officer Wakam
As the insurance sector grows more complex and technology-led, capacity providers are increasingly called upon to do more than simply carry risk. They’re expected to lead with insight, invest in innovation, and foster meaningful relationships with their MGA partners.
40
Better Tomorrow
This was the central theme of an exclusive ‘Wakam story’ session which featured a candid conversation
Claims that reflect customer values
between Nika Lee, Chief Underwriting Officer UK
For Dean, the priority is always good outcomes.
and Dean Witherington, Chief Claims Officer at
“Whether the MGA handles claims directly or
Wakam, hosted by ILC’s Stuart Ballantyne.
works through one of our TPAs, we’re on the hook
From claims strategy and capital exposure to data, oversight and the evolution of AI, the discussion offered a rare window into how a digitally focused insurer is shaping a new kind of underwriting partnership - one built on trust, transparency and a shared commitment to better outcomes.
From start-up to standout
for the customer experience,” he said. “That means I need to be confident that the right technical disciplines are in place - fraud, recoveries, credit hire, escape of water, third-party intervention - all of it”. Dean revealed that Wakam provides delegated authority up to £100,000, with claims above that threshold referred to his team. “We’re not a huge claims department – it’s myself and two
Nika opened with a concise history of Wakam.
colleagues,” he said. “So we rely heavily on high-
Originally operating in the UK through cross-border
quality management information (MI), regular
permissions, the business underwent significant
audits, and real partnership working.”
change following Brexit. “We launched Wakam UK in April 2024 as a fully regulated UK entity, with our
He explained that physical site visits remain a key
own board and team,” she explained. “We’re now
part of oversight. “It’s not just dashboards. We go
on track to write around €400m GWP in the UK this
out and meet people. We look at files. We talk face
year - that’s half the group’s global premium”.
to face. Because ultimately, this isn’t a parent-child relationship - it’s collaboration”.
As a B2B2C insurer, Wakam works exclusively through MGAs. “We have no direct operations, no policy admin systems, no in-house claims platform. That means we’re not competing with our MGAs we’re supporting them,” said Nika. She described Wakam as a “risk-retaining insurer, not a fronting company,” with substantial capital backing its UK exposures. A major differentiator, she said, is the firm’s reliance on real-time data and AI. “Because we don’t run legacy systems, we’ve built our operations around data from the ground up. And the AI that sits on top of that is genuinely impressive - it gets investment and focus”.
Oversight, ownership and open dialogue As the discussion turned to claims oversight, Dean was clear: “We don’t always mandate the TPA. We have two contracted ones, but several MGAs handle their own claims. That’s fine - provided they don’t sub-delegate. The more remote the process, the harder it is to control”. He noted that working with a single TPA across multiple partners offers economies of scale in governance, but acknowledged the specialist expertise that MGAs often bring. “Some of our MGA partners really understand their markets.
“We’re not competing with our MGAs - we’re supporting them.”
Their claims teams add real value, especially in niche sectors.” Nika supported this. “We’re not looking for a transactional relationship - we want to build things together. So yes, we ask for a lot of data, and yes, we engage frequently. Some of our MGAs we speak to daily.”
Nika Lee, Wakam
ILC MGA Claims Conference 2025
41
CAPITAL AND COLLABORATION
VOICE OF CAPACITY – WAKAM ON CLAIMS,
The pricing–claims dynamic
Scaling with intelligence
The pair also reflected on the importance
Dean also shared what it’s like to move
of joined-up thinking between pricing
from a large insurer to a lean MGA-
and claims. “There are natural tensions,”
focused operation. “At AXA I had 12 direct
said Nika. “Pricing sets assumptions, and
reports and a 700-person operation. Now
then claims sees the real-world outcomes.
it’s me and two colleagues,” he said. “But I
But the key is shared accountability - both
love it. We all know each other. It’s hands-
sides aiming for the same customer and
on. And with tools like AI, I can do the
financial results”.
analytics myself.”
Dean offered a live example: “We’re
He explained that Wakam’s small team
working with underwriting to analyse
still manages to provide meaningful
repudiation rates - looking at policy
oversight thanks to smart data use and
wording, interpreting trends, and feeding
consistent partner engagement. “Our
that into better product design. It’s a two-
dashboards are built from granular line-
way street.”
item data. We use that to create our own
He added that all of Wakam’s underwriters are signed up to ILC’s App to encourage knowledge sharing. “It’s about common enemies and shared solutions
KPIs, not just rely on what’s supplied. That gives us control.”
The power of transparency
- whether it’s third-party fraud or solar
Asked what makes MGA relationships
panel fires,” he said.
work - and fail - both panellists returned to one word: transparency. “It’s all about communication,” said Dean. “When something’s going wrong, tell us early. And give us the data to see the patterns ourselves. That’s how we avoid problems”. Nika added that regulatory maturity is
“It’s not about how big your claims team is - it’s about how good your insight is.” Dean Witherington, Wakam
equally important. “We need partners who take governance seriously. Wakam is a new UK entity, so we’re still building and we need MGAs who are on board with FCA compliance and Consumer Duty.” She cited financial resilience as another key factor. “We’ve seen MGAs fail unexpectedly. If a partner’s struggling, we need to know early - not three days before insolvency. It’s about planning, not firefighting.”
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Better Tomorrow
A better tomorrow, built together As Wakam continues to grow, Nika and Dean agreed that their role is not simply to provide capital, but to build capability - through smart tech, clear oversight and strategic partnerships.
“We don’t want transactional relationships. We want to build things together.” Nika Lee, Wakam
Their approach, rooted in pragmatism and powered by data, reflects the evolving expectations of MGAs and regulators alike. In an industry where speed, trust and outcomes matter more than ever, it’s a model designed for sustainability. As Dean put it, “It’s not about how big your claims team is. It’s about how good your insight is - and how open you are to working together.”
ILC MGA Claims Conference 2025
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ILC MGA CLAIMS CONFERENCE 2025
Partnership over procurement – rethinking the TPA relationship Stuart Ballantyne
Leeann Chamberlain
Partner & MGA Lead
Head of Market Strategy
ILC
Verisk
ILC
Christopher Hunt
Joseph O’Connell
Chief Operations Officer
Claims Director
SAGIC
The Acorn Group
As outsourcing continues to shape how claims are handled, the dynamic between MGAs, capacity providers and third-party administrators (TPAs) is evolving rapidly. While cost and efficiency remain important, more progressive partnerships are now being built on alignment, accountability and mutual ambition.
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In the final panel session of the day, Stuart Ballantyne, Partner and MGA Sector Lead at ILC, chaired a sharp, grounded discussion with three industry experts: Leeann Chamberlain, Head of Market Strategy at Verisk; Christopher Hunt, Chief Operations Officer at SAGIC; and Joseph O’Connell, Claims Director at The Acorn Group. Their collective message was clear: successful TPA relationships are rooted in clarity, not just contracts - and built around the customer, not just the cost.
Building capability through partnership
Insourcing, outsourcing and knowing when to partner Asked about his own strategy, Joseph explained that The Acorn Group has always prioritised internal claims handling. “We’ve had a strong in-house approach from early on - even when writing just £10m in GWP,” he said. “It allowed us to stay close to the customer and really own the process.” Still, he acknowledged there are areas where outsourcing adds value. “We’re not going to build cyber forensics or AI document scanning ourselves. In those cases, partnering with a TPA makes complete
Leeann opened the session by challenging a
sense - as long as the alignment is there.”
common perception. While Verisk is widely known for analytics and technology, it also
Christopher offered a balanced view. “The
runs a managed claims operation. “We’ve got a
conversation is shifting from outsource
100-strong team in Norwich delivering end-to-
Vs insource to buy Vs build, as technology
end claims handling,” she said. “We provide not
and automation allow capacity providers to
just scale but capability - built-in MI, governance,
handle high-volume, low-complexity claims
service level agreements (SLAs) and customer
internally.”
service.”
Both agreed that TPAs increasingly offer
She argued that this offers a crucial advantage
capabilities beyond pure processing.
to MGAs, especially those looking to grow
“Innovation is a big part of it,” said Joseph.
quickly or scale up a new product. “You don’t
“We’ve had TPAs bring AI and WhatsApp
have to build everything yourself to look like a
claims journeys to the table - things we
mature insurer. Working with an experienced
couldn’t have developed ourselves.”
TPA gets you there faster, with stronger oversight from day one”.
Value over volume
For Leeann, the MGA space benefits from
Stuart challenged the panel on cost
this flexibility. “Many operate in niche or
expectations, citing end-to-end motor
underserved markets. That makes them great
claims pricing as low as £200.
candidates for collaborative outsourcing provided expectations are aligned.”
Christopher said the problem isn’t the price itself, but how it shapes expectations. “If you’re engaging a TPA at the lower end of
“You don’t have to build everything yourself to look like a mature insurer.”
the fee scale, what do you really think you’re buying? A service, yes - but not a silver bullet. We’ve seen that misaligned expectations lead to disappointment. MGAs can benefit from full claims cost modelling before launching products, ensuring operational costs are reflected in pricing.”
Leeann Chamberlain, Verisk
ILC MGA Claims Conference 2025
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– RETHINKING THE TPA RELATIONSHIP
PARTNERSHIP OVER PROCUREMENT
Leeann was candid: “Buy cheap, buy twice. Claims quality costs money. Good handlers,
The weight of responsibility
strong fraud processes, empathetic
As Lisa Sturley from the FCA had
customer service - they all take investment.
earlier reminded delegates, the insurer
But they also drive better outcomes.”
retains ultimate responsibility for all
Joseph added that long-term thinking must underpin the TPA relationship. “We benchmark our claims against major insurers. If we want to compete, we have to match
claims - outsourced or not. Christopher echoed the warning. “Some MGAs still underestimate that. But it’s your name on the policy, your brand on the line.”
their approach - in planning, training, culture
Leeann added that values must be
and technology. That’s not something you
shared, not assumed. “When people treat
get from a lowest-cost provider.”
the claim like it’s their own money, you see
Defining the relationship: procurement and beyond When asked how they approach TPA selection, Joseph and Christopher said outcome clarity is paramount. “What’s the journey?” said Christopher. “Are you outsourcing just FNOL or the whole lifecycle? Is the customer touchpoint staying with you or the TPA? Those decisions shape how the
the difference,” she said. “That can’t be taught overnight. It has to be cultural.” Joseph noted that when outcomes fall short, the cause is often unclear expectations, not poor delivery. “TPAs want to deliver. But if we don’t set the right targets, or if we move the goalposts halfway through, we can’t blame them for missing the mark.”
whole relationship works.”
Accountability and agility
Joseph explained that his TPA partners must
The panel explored how to maintain
understand Acorn’s unique book - which includes foreign drivers, high-risk urban cover and specialist motor. “We don’t want process followers,” he said. “We want people who understand our customers and can
agility while still meeting compliance obligations. Christopher said that accountability must be clearly defined. “A good TPA contract doesn’t just list tasks - it defines responsibility,” he said. “Who
adapt with us.”
owns what, and what good looks like.”
Leeann noted that Verisk provides 24/7
Leeann added that scale should not dilute
claims dashboards to give MGAs, carriers and TPAs a shared view of performance. “There’s no need for second guessing - everyone sees the same data, in real time,” she said. “That transparency builds trust and drives faster decisions.”
ownership. “If you’ve got 10 partners using the same TPA, that’s not an excuse for one-size-fits-all. You still need a named handler, a feedback loop and a governance rhythm that works for you.” Joseph agreed. “We’re not looking to lose control - we’re looking to gain capacity.
“If your TPA doesn’t share your ethics or vision, there will be a clash.”
That’s only possible when both sides trust each other to deliver.”
Christopher Hunt, SAGIC
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The evolution of TPA value Stuart closed the session by asking each panellist how they see the future of TPAs evolving. Leeann predicted greater specialisation. “As technology becomes table stakes, human expertise becomes the differentiator,” she said. “TPAs who can blend claims insight with empathy, regulation and risk understanding will lead the market.” Christopher anticipated tighter integration.
A better tomorrow, built on alignment The session ended with a consensus: TPAs are not just vendors - they are strategic partners. When built on mutual goals, open communication and shared ownership, these relationships can drive real transformation. In an increasingly complex market, it’s that sense of alignment - rather than price alone - that will shape the claims partnerships of tomorrow.
“We’re already seeing more joint planning product, pricing, claims all connected. TPAs will need to become more embedded in the value chain as providing a technology service, not just bolted on.” Joseph concluded that accountability will define the next era. “It’s about shared outcomes. If we all take ownership MGAs, TPAs, capacity - then we don’t just improve claims. We improve the product, the experience and the customer’s view of
“TPAs want to succeed - but if expectations are unclear, outcomes suffer.” Joseph O’Connell, The Acorn Group
insurance.”
ILC MGA Claims Conference 2025
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ILC MGA Claims Conference 2025
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