This article is shared with the kind permission of AIRROC.
As we move into the second half of 2025 and start casting a cautious eye toward 2026, the legacy and run-off re/insurance market continues to play an increasingly pivotal role in the broader insurance ecosystem. No longer viewed as a quiet corner of the industry, the legacy sector is now a dynamic space where balance sheet optimisation, capital efficiency, and operational simplification are converging in sophisticated and often innovative ways.
What we’re witnessing is a maturing market, characterised by orderly deal flow, deepening specialisation, and a growing recognition of the long-term value legacy solutions can offer, beyond distressed scenarios, but as a proactive component of corporate strategy.
A Solid Start to 2025
H1 2025 saw a steady stream of legacy transactions across Europe and the UK, underscoring the enduring demand for liability portfolio offloading and finality solutions. DARAGs acquisition of wefox Insurance AG’s run-off portfolio in Germany, Italy and Switzerland was one of several notable transactions.
This deal followed wefox’s strategic divestment of non-core operations and marked a significant restructuring milestone for the insurer, illustrating how legacy transactions can act as enablers of broader business transformation.
Likewise, DARAG’s UK-focused loss portfolio transfer with Soteria Insurance Ltd., which involves commercial lines policies in run-off, is emblematic of a healthy legacy market in the UK. Notably, this transaction is structured with a subsequent Part VII transfer, reinforcing the importance of regulatory foresight and robust planning in legacy deals.
Across both deals, we see not just the removal of liabilities, but also the freeing up of capital, resources, and strategic bandwidth. It’s not about winding down, it’s about moving forward.
Crossroads of Innovation and Complexity
While traditional run-off and loss portfolio transfer (LPT) deals continue to underpin the market, there’s an increasingly innovative edge forming at the intersection of legacy and alternative capital. Recent ILS-based legacy transactions in Bermuda are quietly reshaping perceptions of what legacy can mean in the capital markets context.
By offering finality for trapped capital in property ILS portfolios, these deals are unlocking new types of value for investors and reinsurers alike. However, adoption remains niche for now. Appetite for these structures is still constrained by long investment horizons and the inherently forensic nature of legacy transactions, which makes it difficult to match them to the return expectations of most ILS investors.
Nevertheless, the convergence of ILS and legacy is a trend worth watching. It suggests that market participants are willing to explore increasingly bespoke solutions to address long-tail risks.
An Orderly Market with Headroom to Grow
Looking ahead to H2 2025 and into early 2026, we expect continued activity in Europe and the UK, particularly among mid-sized carriers looking to divest non-core portfolios or streamline historical liabilities. The market has matured considerably over the past five years, and today’s transactions are characterised by pragmatism, commercial logic, and regulatory rigour.
That said, we should not mistake a stable outlook for a simple one. Every run-off transaction presents its own complexities, whether it’s cross-border regulatory challenges, data quality issues, or legacy systems that require unpicking. The need for experienced counterparties and advisors remains paramount, particularly as deal sizes become more substantial and execution timelines more compressed.
In parallel, the growing focus on ESG and corporate governance is prompting insurers to look more closely at how they manage their legacy liabilities from a capital or solvency perspective as well as a reputational and operational standpoint as well.
What to Expect in 2026
Looking ahead, the outlook for 2026 remains fundamentally positive. We anticipate that legacy will continue to be used as a proactive strategic tool rather than just a back-end fix. There are three broad areas to watch:
Ultimately, the legacy market has evolved far beyond its historical image as a niche clean-up service. It is now an essential tool in the modern insurer’s toolkit, whether the goal is to restructure, exit, simplify, or redeploy.
As long as carriers continue to manage long-tall exposures and face capital efficiency demands, the need for high-quality, strategic legacy solutions will remain constant. The challenge for the market will be to continue evolving at the same pace as the problems it aims to solve.
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Name: Richard Emmett
Job title: Head of Insurance Services
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It’s a misconception that continues to create risk across the insurance value chain: the idea that because surplus lines insurers doing business in the US (wherever domiciled) are “non-admitted,” they are also somehow “non-regulated.” This is a “non-truth” and recent regulatory developments in Florida provide a stark reminder of what’s at stake.
Florida, like other states, maintains strict statutory obligations for surplus lines insurers and agents, including timely and accurate premium reporting. Non-compliance can lead to serious consequences, up to and including removal from the state’s eligibility list for surplus lines transactions. Market participants will be aware of a recent notice involving several carriers referred to the Florida Office of Insurance Regulation due to reporting failures.
Where Things Can Go Wrong: Pitfalls of Poor Reporting
Surplus lines insurers must take proactive steps to prevent data-related shortcomings and incomplete or inaccessible information from the surplus lines insurer’s MGA partner’s creating regulatory risk.
This highlights a critical yet sometimes overlooked component of surplus lines compliance: carrier reliance on the operational integrity of their MGAs. When oversight is weak or incomplete, reporting slips. When reporting slips, compliance suffers, and regulators take notice.
Pro Global’s audit and advisory work has uncovered the same pattern: MGAs underestimating the importance of data quality and compliance reporting. Many are operating under outdated assumptions about the regulatory leeway in the surplus lines space. But while surplus lines carriers are not subject to the same rate and form filing requirements as admitted insurers, they are absolutely subject to financial, tax, and operational reporting obligations. And increasingly, regulators are holding carriers – and, by extension, their MGA partners – to account.
What “Good” Looks Like
Best-in-class MGA oversight is not just about contractual compliance. It’s about establishing clear governance structures, aligning data standards, conducting regular audits, and creating feedback loops that catch issues before they escalate.
If you’re a carrier working with MGAs in the surplus lines market, ask yourself:
Do we have visibility into the quality and timeliness of our MGA reporting
Are we auditing data submissions for accuracy and consistency?
Have we educated our MGAs about their regulatory obligations in each state they operate
Do our contracts and controls allow us to intervene when reporting standards slip?
A Shared Responsibility
Ultimately, the reputation of the surplus lines market depends on all players understanding and fulfilling their roles. Regulators are sharpening their focus, and the days of flying under the radar are behind us.
The audit experts at Pro Global here in the US and indeed globally are working with carriers and MGAs alike to ensure that their compliance infrastructure can stand up to increased scrutiny. Whether through advisory support, audit programs, or data reconciliation, the goal is the same: robust, reliable operations that protect carrier eligibility, agent trust, and market reputation.
Further reading: How Louisiana’s House Bill 672 Is Reshaping the MGA and TPA Landscape
Find out more about how we can support you: https://pro-global.com/specialists/robert-sherman/
Name: Robert Sherman
Job title: US Head of Audit & Advisory
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As the MGA market continues to evolve and expand globally, Danny Maleary, CEO of Pro MGA Global Solutions, shared his perspective on the sector’s trajectory, the drivers behind its resilience, and the mindset needed for MGA success, with the Insurance Insider’s Behind the Headlines podcast.
With nearly four decades in the insurance industry, Danny has seen the MGA model transform from a niche concept to a central pillar of insurance innovation and distribution. What began as an idea in earlier iterations of incubator businesses came to life with the founding of Pro MGA Global Solutions in 2016, launched online in 2017 with a clear vision: to create a global framework for underwriting talent and insurance entrepreneurs.
“The MGA model is not just a boom or a phase, it’s a consistent, increasing presence driven by insurers, reinsurers, investors, and distributors who are actively seeking to handle insurance differently,” Danny explains.
One of the most frequent misconceptions about launching an MGA is that it’s simply a more agile version of working inside a large insurer. But, as Danny notes, being an MGA principal means being a regulated individual, and that requires a fundamental mindset shift.
“There’s a huge difference between being employed in a corporate setting and being responsible for every aspect of your own regulated entity. From governance to making sure there’s milk in the fridge, you’re accountable. It’s a steep learning curve, and not everyone is suited to it.”
While capacity is a common talking point, Danny stresses that it’s not just about securing capacity; it’s about aligning with the right capacity partner. “The biggest challenge isn’t just finding capacity, it’s finding the right partner whose vision aligns with yours. That alignment is what ultimately determines success or failure.”
Danny also emphasises that the value of MGAs lies in their entrepreneurial people, many of whom bring new energy, product innovation, and a desire to deliver one-to-one value to customers that corporates sometimes struggle to replicate.
Pro MGA Global Solutions now sees 10 to 15 MGA approaches per month, a sharp increase from the 5 to 10 seen in prior years. That growth is global, not just limited to London or the UK, and driven by individuals seeking greater autonomy and product ownership.
“What’s interesting is seeing big corporate brands now embracing the MGA model, something that would have been unthinkable a decade ago,” Danny says.
Gone are the days when MGAs were seen as stop-gaps or quick exits. The perception is shifting. While some still imagine MGAs as launchpads to a capital event or exit strategy, Danny cautions against oversimplifying.
“There’s a snowball effect happening. We’re seeing more MGAs launched with a long-term strategy and with a mature understanding of what it means to build and run a regulated insurance business.”
Many thanks to the Insurance Insider host Sam Casey for this engaging discussion. Listen to the full podcast here.
Pro MGA Global Solutions continues to support this new wave of MGA leaders, helping them understand the responsibilities of running an MGA, connecting them with aligned capacity partners, and building frameworks for long-term success.
For more insight into Pro MGA’s work or to explore launching your own MGA, visit: Pro MGA Global Solutions
Name: Danny Maleary
Job title: CEO, Pro MGA Global Solutions
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Underwriting has never stood still. It’s a discipline constantly shaped by shifting market dynamics. But today, that evolution is being tested from a resourcing perspective. With talent in short supply and demands growing more complex, underwriting teams are under pressure to do more, faster, and with fewer resources. This isn’t simply a staffing issue. It is a broader challenge around how we reshape underwriting operations to stay resilient and responsive, without losing the depth, consistency, and expertise that high-quality underwriting demands.
This strain is being felt across the board. Traditional international insurers are competing to retain experienced underwriting professionals, while scale-up MGAs are vying for the same pool of entrepreneurial talent. The latter often offer flexibility and autonomy but can lack the mature support structures needed to help underwriters thrive. Both ends of the market are learning that without the right operational support, even the best talent can’t deliver their full potential.
Tuning into TUPE
One increasingly effective solution is to rethink how underwriting support functions are structured, starting with the people. TUPE (Transfer of Undertakings Protection of Employment) arrangements, often seen as dry legal processes, can in fact be strategic tools for protecting knowledge, enhancing team continuity, and ensuring a smooth operational transition when support services are outsourced or reshaped.
When underwriting assistants and support teams are transitioned under TUPE, their skills, systems understanding, and business knowledge stay within the organisation, even if their employer changes. More importantly, when the transition is handled with care – through transparent communication, structured change management, and training support – it boosts morale, sharpens role clarity, and strengthens operational resilience. This is true whether you’re managing global portfolios or scaling a specialty MGA.
This people-first approach contrasts sharply with traditional offshoring models, which often fall short in high-touch, specialist environments like underwriting. While offshoring might offer cost savings, it frequently introduces challenges such as time zone delays, poor service continuity, and limited sector expertise. These risks are amplified in underwriting, where responsiveness, judgement, and accuracy are critical.
More than admin support
Underwriters don’t just need admin support. They need informed, empowered teams who understand the nuances of the business, can anticipate bottlenecks, and actively support process improvement. Best practice models are now building support functions that are not just efficient, but embedded in the underwriting ecosystem.
That begins with consistency. Standardised operating procedures, tailored by line of business and shaped by input from frontline staff, are essential. Clear task ownership is equally important. Every task needs an accountable owner, so underwriters can focus on decisions rather than chasing actions or fixing duplication.
Upskilling also plays a major role. Training should be ongoing, adaptive, and tracked. This is particularly important in fast-moving MGA environments, where junior staff or regional teams may not have the benefit of sitting alongside experienced underwriters. Structured training builds confidence, quality, and cohesion across hybrid teams.
Collaboration, too, must be intentional. Whether in London, Liverpool or Luxembourg, support teams need to be connected through shared goals, aligned tools, and integrated communication channels. A truly collaborative culture turns support staff into strategic partners, not just process handlers.
Optimisation is not a one-off event. It demands continual refinement; understanding what’s working, identifying friction points, and adapting quickly. Root cause analysis, performance insight, and staff feedback all play a part. But the foundations for success are often laid at the outset, during moments of operational transition.
This is where TUPE can be especially powerful. When handled well, it creates the stability and continuity that enable real improvements in underwriting processes to take hold. In one case, Pro Global supported the TUPE transfer of 50 staff members from an outsourced service provider, where the team had been embedded within a major specialty re/insurer’s operations, , implementing risk mitigation strategies, conducting a thorough root cause analysis, and enhancing operation resilience and allowing the business to maintain high quality onshore service while benefitting from a more cost-effective approach.
These optimisation efforts led to improved operational efficiency, enabling the re/insurer to handle increased underwriting workloads, deliver higher levels of service and continue expanding its capabilities.
We’ve seen firsthand how a deliberate, strategically managed transfer and support model can transform underwriting capacity – delivering onshore quality, cost-efficiency, and scalable underwriting growth in equal measure. As the talent squeeze tightens, the winners we feel are those who invest in people-centric support today to underwrite their success tomorrow.
This article is shared with the kind permission of insurance Edge
Name: Shayne Caple
Job title: Head of Underwriting Services
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Probablemente hoy estés debatiendo si lanzar un proceso de automatización dentro de tu sector. Es evidente que la automatización está en boca de todos, pero algo de lo que no se habla mucho es de los costos de implementación.
Hoy en día muchas empresas consideran que no son buenas candidatas para la automatización debido a los costos iniciales que estos proyectos implican. Por eso aprovechamos esta oportunidad para explicar en qué consisten realmente estos costos iniciales.
En Pro Global, los proyectos de automatización consideran dos costos principales: el costo de la herramienta y el costo de implementación. Aunque combinados puedan parecer altos al principio, un análisis más detallado suele revelar que son más accesibles de lo que esperas.
En cuanto a la implementación, es fundamental optar por una herramienta líder de automatización low-code como Automation Anywhere®, que permite un desarrollo más rápido en comparación con otras, reduciendo las horas de desarrollo y, por consiguiente, los costos del proyecto. Además, esta herramienta (la más usada por Pro Global) es intuitiva y fácil de usar.
Otro factor clave es seleccionar el Partner adecuado para liderar el desarrollo. Es esencial que tenga experiencia en seguros y reaseguros para evitar retrasos o malentendidos durante el proyecto. Además, algunos socios ofrecen el valor añadido de capacitar a un miembro interno del equipo para que luego pueda gestionar las mejoras por sí mismo.
Por último, no debemos olvidar la herramienta en sí. Aunque suelen tener un precio fijo en dólares y requieren una inversión anual, tendemos a pasar por alto que funcionan 24/7, expandiendo enormemente nuestra capacidad productiva. Al hacer números, a menudo queda claro que la automatización ofrece mayor capacidad a un costo más competitivo.
Según nuestra experiencia, implementar estas soluciones también reduce drásticamente los errores en tareas repetitivas que no aportan valor a la organización y, en muchos casos, el retorno se puede ver en menos de dos años.
Por ello, si tú o tu organización piensan que la automatización es demasiado costosa, Pro Global te invita a reconsiderar esa idea y contactarnos para explorar la viabilidad de automatizar un proceso ya identificado, o incluso para ayudarte a identificar qué procesos dentro de tu organización podrían automatizarse.
Name: Aldo Alvarez
Job title: RPA Developer, Latin America
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You might currently be debating whether to launch an automation process within your sector. It’s clear that automation is a hot topic, but something that’s not often discussed is the cost of implementation.
Many companies today assume they’re not good candidates for automation due to the upfront costs such projects entail. That’s why we’re taking this opportunity to explain what these initial costs actually involve.
At Pro Global, automation projects are viewed as having two main costs: the cost of the tool and the cost of implementation. Although these combined might initially seem high, a closer look often reveals that they’re more accessible than you might expect.
On the implementation side, it’s crucial to opt for leading low-code automation tool like Automation Anywhere®, which allow for faster development compared to others, thereby reducing development hours and consequently, project costs. Additionally, this tool (the most used by Pro Global) is intuitive and user-friendly.
Another key factor is selecting the right partner to lead the development. It’s essential that they have experience in insurance and reinsurance to avoid delays or misunderstandings during the project. Moreover, some partners offer the added value of training an internal staff member so they can later handle improvements themselves.
Lastly, we mustn’t forget about the tool itself. While it’s true that these usually have a fixed price in US dollars and require annual investment, we tend to overlook the fact that they operate 24/7, vastly expanding our productive capacity. When we crunch the numbers, it often becomes clear that automation delivers greater capacity at a more competitive cost.
From our experience, implementing these solutions also dramatically reduces errors in repetitive tasks that add no value to the organisation and in many cases, the returns can be seen in less than two years.
Therefore, if you or your organisation are thinking that automation is too expensive, Pro Global invites you to rethink that idea and get in touch with us to explore the feasibility of automating an already-identified process, or even to help identify which processes within your organisation could be automated.
Name: Aldo Alvarez
Job title: RPA Developer, Latin America
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Since joining RSA in 2015, and moving to Pro in 2020, Natalie has embraced the technical challenges of legacy claims with enthusiasm and curiosity, supported by a network of experts across disciplines. She recently attended her first IRLA Congress in Brighton this May and is part of IRLA’s latest cohort of Future Leaders – an initiative designed to connect and nurture rising stars in the legacy market.
We caught up with Natalie to talk about her experience learning the ropes in the complex world of legacy claims, her first time meeting the market at Congress, and what it means to be part of the IRLA Future Leaders community.
Q1: You recently attended your first IRLA Congress – what was that experience like, and how did it feel to meet the legacy market for the first time?
Natalie: “It was a brilliant experience, I feel very grateful I was able to attend. I have heard so much about how beneficial Congress is for anyone in the legacy space, but being there in person really brought it to life. It gave me an opportunity not only to meet individuals involved in claims, but others across the industry as well. Everyone was so open and willing to share insights, which gave me a real sense of how interconnected everything is. As someone who is looking to progress in my career, I found it incredibly valuable to get a feel for the wider market, and how many opportunities there are to grow if you’re curious and proactive.”
Q2: You’re also part of the IRLA Future Leaders cohort – how has that helped shape your career?
Natalie: “I have worked in the Legacy Market for some time now, but recently I have been looking to progress my career. The Future Leaders programme has come at the perfect time and has been a huge confidence boost for me. It’s great to be surrounded by people who are equally passionate about the industry. There’s a real sense of camaraderie and shared learning, through the training sessions or informal chats with the other cohort members. I’ve come away with new ideas, a broader understanding of the market, and some great mentors too. It’s has helped me realise how I can make a difference as a Leader in the Legacy Market”
Q3: What’s it like working at Pro when it comes to handling complex claims?
Natalie: “One of my favourite things about Pro is the people. I’m surrounded by a fantastic team of experts with a depth of knowledge in areas such as legal, underwriting, and loss adjusting. There’s a real culture of knowledge-sharing, which makes such a difference when you’re navigating complex claims. I’ve learned so much just by being part of conversations with my colleagues, where we mutually share knowledge and claims experiences, which enhances the service we provide for our clients. It is exciting to be part of an organisation that has seen such growth over the last few years. I look forward to understanding more about the wider business and continuing to progress my career.
Thanks for taking the time, Natalie. Stay tuned for more stories from across our team as we continue to Meet the Pros.
Name: Natalie Smithson
Job title: Claims Technician
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Roman Claren leads the Pro Global team in Germany as Managing Director. From their headquarters in Cologne, the team are working together closely with clients to spearhead the next wave of digital enablement in the German insurance market.
Their combined expertise in complex disability claims and product innovation is helping transform how (re)insurers manage the notoriously challenging landscape of employment disability claims in Germany. We caught up with Roman to discuss the opportunities and challenges ahead.
What are the biggest challenges that the insurers you work with are facing?
“The German disability insurance market is vast and complex. With over 17 million active policies and around 80,000 new claims each year, the volume and intricacy of claims management can overwhelm even the most seasoned insurers. The ongoing management of more than 500,000 benefit cases demands continuous oversight, while compliance with strict regulatory frameworks adds further complexity.
The biggest challenge today is managing complexity and volume while maintaining compliance with evolving regulations. Manual processes and legacy claims systems struggle to keep pace, causing backlogs and increased risk. But this also creates a major opportunity: by digitising workflows and automating routine tasks, insurers can improve efficiency, reduce errors, and focus on fair, transparent claims handling.”
Where do regulation and technology come in?
“The German regulatory environment prioritises transparency, timely decisions, and robust policyholder communication – areas where digital enablement can make a real difference. However, many insurers still rely heavily on traditional in-house claims management models that can’t scale efficiently or adapt quickly.
Technology is no longer a nice-to-have – it’s foundational. We are developing data-driven, customised solutions that streamline the entire claims lifecycle, from intake to resolution. By integrating automation, advanced analytics, and flexible workflows, we help insurers reduce backlogs and enhance compliance, while giving their teams more bandwidth to focus on complex cases requiring expert judgement.
Pro Global’s digital platform leverages automation and seamless communication channels to make the claims process faster, more transparent, and more efficient. We believe this not only benefits insurers operationally but also improves outcomes and experiences for policyholders.
Looking Ahead: What’s Next?
“I am optimistic about the rapid progression of digital enablement in the German market. “We’re entering a new phase where innovation is essential for insurers to stay competitive and compliant. In the coming months, we expect increased adoption of trusted AI-driven tools, more scalable third-party administration partnerships, and continued refinement of data analytics capabilities. Our goal is to enable clients to manage disability claims with unparalleled efficiency and fairness.
Product innovation will continue to accelerate. We’re focused on expanding our service portfolio and developing tailored, data-powered solutions that help insurers adapt quickly to market changes. This means smarter decision-making, better risk management, and ultimately, more resilient insurance portfolios.”
At Pro Global Germany, we are committed to supporting (re)insurers through this digital transformation journey – helping them to adapt, innovate, and lead.
Want to learn more? Contact us at Getintouch@proglobal.com
To speak to the Pro Global team please feel free to reach out to us at:
Name: Roman Claren
Job title: Managing Director
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Roman Claren leitet das Team von Pro Global in Deutschland als Geschäftsführer. Vom Hauptsitz in Köln aus arbeitet das Team eng mit Kunden zusammen, um die nächste Welle der digitalen Transformation auf dem deutschen Versicherungsmarkt voranzutreiben.
Dank ihrer gebündelten Expertise in komplexen Berufsunfähigkeitsfällen und Produktinnovationen gelingt es dem Team, die Art und Weise zu verändern, wie (Rück-)Versicherer das anspruchsvolle Umfeld der Berufsunfähigkeitsversicherung in Deutschland managen. Wir haben mit Roman gesprochen, um mehr über die Chancen und Herausforderungen zu erfahren.
Was sind die größten Herausforderungen für die Versicherer, mit denen Sie zusammenarbeiten?
„Der deutsche Markt für Berufsunfähigkeitsversicherungen ist groß und komplex. Mit über 17 Millionen aktiven Policen und rund 80.000 neuen Leistungsfällen pro Jahr kann das Volumen und die Komplexität des Schadenmanagements selbst erfahrene Versicherer an ihre Grenzen bringen. Die laufende Verwaltung von über 500.000 Leistungsfällen erfordert eine kontinuierliche Überwachung, während die Einhaltung strenger regulatorischer Vorgaben zusätzliche Komplexität mit sich bringt.
Die größte Herausforderung besteht heute darin, Komplexität und Volumen zu bewältigen und gleichzeitig die sich wandelnden regulatorischen Anforderungen zu erfüllen. Manuelle Prozesse und veraltete Schadenmanagementsysteme können da nicht mithalten – es entstehen Rückstände und höhere Risiken. Doch genau hier liegt eine große Chance: Durch die Digitalisierung von Arbeitsabläufen und die Automatisierung routinemäßiger Aufgaben können Versicherer ihre Effizienz steigern, Fehler reduzieren und sich stärker auf eine faire und transparente Schadenbearbeitung konzentrieren.“
Welche Rolle spielen Regulierung und Technologie?
„Die deutsche Regulierungslandschaft legt großen Wert auf Transparenz, zeitnahe Entscheidungen und eine klare Kommunikation mit den Versicherungsnehmern – genau hier kann digitale Unterstützung einen echten Unterschied machen. Viele Versicherer setzen jedoch noch immer stark auf traditionelle, interne Schadenmanagementmodelle, die weder effizient skalieren noch flexibel angepasst werden können.
Technologie ist längst kein ‚Nice-to-have‘ mehr – sie ist grundlegend. Wir entwickeln datengetriebene, maßgeschneiderte Lösungen, die den gesamten Schadenprozess – von der Meldung bis zur Entscheidung – vereinfachen. Durch den Einsatz von Automatisierung, fortschrittlicher Analytik und flexiblen Workflows helfen wir unseren Kunden, Rückstände abzubauen und regulatorische Vorgaben besser einzuhalten. Gleichzeitig gewinnen die Teams mehr Zeit für komplexe Fälle, die fundiertes Fachwissen erfordern.
Die digitale Plattform von Pro Global nutzt Automatisierung und nahtlose Kommunikationskanäle, um den Schadenprozess schneller, transparenter und effizienter zu gestalten. Davon profitieren nicht nur die Versicherer operativ – auch die Ergebnisse und Erfahrungen für Versicherte verbessern sich deutlich.“
Ein Blick in die Zukunft: Was kommt als Nächstes?
„Ich bin optimistisch, was die rasche Weiterentwicklung der digitalen Transformation auf dem deutschen Markt betrifft. Wir treten in eine neue Phase ein, in der Innovation für Versicherer entscheidend ist, um wettbewerbsfähig und regelkonform zu bleiben. In den kommenden Monaten erwarten wir eine verstärkte Nutzung vertrauenswürdiger, KI-gestützter Tools, skalierbare Partnerschaften im Bereich der Drittverwaltung und eine fortlaufende Verfeinerung datenanalytischer Fähigkeiten. Unser Ziel ist es, unseren Kunden zu ermöglichen, Berufsunfähigkeitsansprüche mit beispielloser Effizienz und Fairness zu managen.
Auch die Produktinnovation wird weiter an Tempo gewinnen. Wir konzentrieren uns auf den Ausbau unseres Serviceportfolios und die Entwicklung maßgeschneiderter, datenbasierter Lösungen, die Versicherern helfen, sich schnell an Marktveränderungen anzupassen. Das bedeutet smartere Entscheidungen, besseres Risikomanagement und letztlich widerstandsfähigere Versicherungsportfolios.“
Bei Pro Global Deutschland setzen wir uns dafür ein, (Rück-)Versicherer auf ihrer digitalen Transformationsreise zu begleiten – damit sie sich anpassen, innovativ handeln und die Führung übernehmen können.
Sie möchten mehr erfahren? Kontaktieren Sie uns unter Getintouch@proglobal.com
To speak to the Pro Global team please feel free to reach out to us at:
Name: Roman Claren
Job title: Managing Director
To contact our PR team directly please use the link below
At Pro MGA Global Solutions, we work closely with ambitious underwriting teams across Europe – and it’s clear that the MGA model has entered a new era of maturity. But with opportunity comes challenge.
The Rise of MGA-as-a-Platform (MGAaaP)
The next-generation MGAs are not single-product plays. Today’s market leaders are becoming platforms – building modular, API-first infrastructures capable of launching multi-line products, typically embedding insurance within partner ecosystems, and integrating underwriting, compliance, and distribution in one agile stack offering “insurance infrastructure” to third parties. These MGAaaP models turn traditional insurance distribution on its head, enabling new entrants and non-insurance platforms to plug in and offer protection at the point of need.
Consolidation, Capital, and the PE Effect
Private equity continues to shape the market. Roll-ups of MGAs by firms like Acrisure and Howden show that investors are betting big on capital-light, tech-enabled underwriting platforms. The rationale? Scale delivers efficiency in underwriting, compliance, access to data and talent, and deeper negotiating power with carriers.
However, consolidation isn’t just about financial engineering – it’s also about strategic specialisation. MGAs that win will be those who balance underwriting excellence with smart use of data and technology, allowing scalability, yet still staying service orientated, with a strong human touch . In a fragmented and increasingly regulated European market, scale must be matched by clarity of purpose,underpinned by high service standards.
Embedded Insurance: Disruption or Opportunity?
Embedded distribution has been evolving fast – shifting MGAs from intermediaries to infrastructure players. No longer confined to broker relationships, MGAs are powering insurance sales at checkout, inside mobile apps, or embedded into platforms from gig work to e-commerce.
This opens doors – but also competition. Over the last years, we have seen MGAs move into embedded ecosystems, they’re not just competing with brokers – they’re competing with carriers, reinsurers, and software vendors too. The key to success? Owning the user journey, controlling the data layer, and delivering hyper-relevant products at scale. There are still stong and viable opportunities to enter this space, yet barriers are higher with the tech-play coming at a cost and thereby still being dominated by the more pure tech players.
Looking Ahead
Part 2 of this series will explore the technological and regulatory headwinds shaping MGA strategy – from AI underwriting to cross-border complexity and ESG innovation. It’s clear that the MGA model isn’t just evolving – it’s converging with capital markets, tech ecosystems, and consumer demand in entirely new ways.
Experts from the Pro MGA Global Solutions team are attending The Insurer (Reuters) European MGA Summit 2025, 10–11 June, 2025, in Amsterdam. Get in touch to arrange a meeting: getintouch@pro-global.com
Find out more about the event: https://events.theinsurer.com/eumgasummit?utm_source=slipcase&utm_medium=affiliate&utm_campaign=slipcase
Name: Hans Martin Døhlen
Job title: Managing Director, Pro MGA Solutions Europe Gmbh
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