However, there is strong evidence to indicate that artificial intelligence (AI) and automation combined with trusted expertise can transform the way public sector claims are handled, ultimately saving money for the public purse.
We have demonstrated through harnessing technology that operating expenditure savings can be derived at circa 15%, with projected indemnity savings in the millions of pounds through improved IBNR (Incurred But Not Reported) for existing clients. This data underpins the financial benefits of leveraging smart automation and AI-driven claims solutions in the public sector.
The Digital Transformation of Public Sector Claims
At Pro Global, we understand the challenges that local authorities face in complex liability claims management. That’s why we offer a fully integrated solution combining human expertise supported by our PELICAN software – a one-stop platform designed to enhance efficiency, control, and claims outcomes.
Key Benefits of PELICAN:
A Unified Claims View – A single source of the truth i.e., a centralized system where all claims are handled and accessible in real-time, ensuring consistency.
Seamless Integration – Our fully integrated platform enables all key stakeholders and suppliers to streamline their operations by eliminating duplication, avoiding unnecessary handovers reducing time and cost.
Automated Workflows – Administrative tasks are automated providing real time workflow data speeding up resolution times and reducing administrative overhead.
Enhanced Data Quality – Improved data visibility via real time analytics and automated reporting suites leads to better decision-making, reduced claims leakage, and more robust fraud detection.
Cost Savings – By optimizing claims management processes, reducing legal fees, and enhancing operational controls, local authorities can achieve significant financial savings.
Transforming Claims Management for Better Outcomes
We are working closely with local authorities to support them in harnessing the power of technology to achieve a more effective, transparent, and data-driven approach to complex claims management. We are seeking to prove that by applying targeted AI and automation solutions local authorities can reduce the burden of handling complex liability claims but also enhance compliance, mitigate risks, and improve overall outcomes.
At Pro Global, we’re committed to supporting public sector organisations in navigating the complexities of claims management with innovative, technology-driven solutions.
Our team will be attending the ALARM Risk National Conference from 22 to 25 June, 2025. Are you a local authority looking for a more efficient way of handling claims? Get in touch to find out more and arrange a meeting if you are attending: getintouch@pro-global.com
Name: Michael Mackenzie
Job title: Head of Specialist Claims
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The MGA model continues to gain momentum globally, fuelled by entrepreneurial ambition, underwriting expertise, and a growing appetite for agility and innovation. But with this growth comes increased scrutiny, particularly from regulators who rightly want to ensure that innovation doesn’t come at the expense of governance, transparency, or long-term value for policyholders.
At Pro MGA Global Solutions, we welcome this attention. In fact, we see it as a necessary evolution – one that makes us stand out as true long-term partners contributing to a sustainable growth sector and a key voice in the ongoing dialogue with regulators.
There’s a lot of noise in the market around what MGA incubation should look like. Too often, the focus is on speed: getting a business to market as fast as possible. But responsible incubation is about more than simply lighting the match. It’s about ensuring the flame is sustainable, well-governed, and capable of growing without burning out.
Tangible value creation
We think of ourselves as part infrastructure partner, part strategic advisor – and, yes, part therapist. That human, relationship-led side of our work is where real value is created. Supporting a founder in launching an MGA is a deeply personal process. It’s not just about providing regulatory permissions or access to capacity. It’s about asking the tough questions, pressure-testing the business plan, and being there when things get challenging – as they inevitably do in any start-up journey.
Since launching in 2016, our platform has grown to manage over $1bn in forecasted GWP and support in excess of 40+ MGAs across three continents. That growth hasn’t come from a race to sign as many partners as possible. It’s come from a deliberate commitment to high standards: rigorous onboarding, robust governance, and long-term relationships built on mutual trust and strategic alignment.
In a shifting regulatory landscape, we believe this approach matters more than ever. As frameworks like the FCA’s Consumer Duty reshape expectations around fairness and value, we’re proud to work with MGAs who see compliance not as a box-ticking exercise, but as a chance to lead by example. It’s why we’re active in conversations with regulators in regions like the Middle East, where we’re helping shape new standards for MGA operations.
We’re also investing in broker-facing solutions, algorithmic models, and data-driven tools that simplify placement and support better outcomes. Our goal is to build sustainable MGA businesses that deliver for all stakeholders – insurers, brokers, regulators, and ultimately, policyholders.
Focus fuels success
Incubation done well isn’t glamorous. It’s detailed. It’s demanding. And it’s driven by purpose, not just profit. We don’t just get businesses to market, we help them stay there, thrive, and grow into confident, well-run MGAs that raise the bar for what good looks like.
As the MGA space matures, our industry has a responsibility to lead with integrity, to invest in long-term partnerships, and to welcome the scrutiny that comes with growth. At Pro MGA Global Solutions, that’s the only way we do business.
To speak to the Pro Global team please feel free to reach out to us at:
To contact our PR team directly please use the link below
The Rising Burden of Motor Claims
Motor liability claims in Argentina have surged in recent years due to increasing accident rates and vehicle theft, exacerbating financial and operational strains on insurers. As inflation continues to be volatile, claims costs have escalated sharply. Additionally, prolonged delays in official foreign exchange rate announcements have created further uncertainty, impacting insurers’ financial planning and claims reserves.
This challenging landscape has resulted in a negative outlook for Argentina’s insurance industry, according to AM Best’s latest market segment report. The sector’s overall profitability remains under pressure, particularly as auto insurance continues to be one of the major drivers of claims. Insurers are now seeking innovative solutions to maintain operational efficiency while addressing the growing complexities of motor liability claims management.
Outsourcing: A Strategic Solution for Surge Periods
Given the volatility in claims volume and the operational burden it creates, outsourcing claims management is emerging as a crucial strategy for insurers in Argentina. Leading insurance providers – both domestic and international with local branch offices – are turning to specialist outsourcing partners to manage claims efficiently, enhance turnaround times, and improve customer service levels.
The benefits of claims outsourcing include:
How Pro Global Supports Insurers in Argentina
At Pro Global, we provide tailored outsourcing solutions to help insurers in Argentina navigate the complex motor liability claims landscape. Our expertise in claims handling, digital automation, and regulatory compliance allows insurers to optimize their processes and respond effectively to surging claims volumes reducing the average number of days for final closure of these.
Through Pro Global Digital Services, we offer:
Pro Global is ready to support your motor claims operations with cutting-edge outsourcing solutions: GetInTouch@Pro-Global.com
Name: Martin Smith
Job title: Director, Latin America
To speak to the Pro Global team please feel free to reach out to us at:
To contact our PR team directly please use the link below
El Creciente Peso de los Siniestros Automotores
Los siniestros de responsabilidad civil automotor en Argentina han aumentado en los últimos años debido al incremento en la tasa de accidentes y robos de vehículos, lo que ha agravado las tensiones financieras y operativas de las aseguradoras. A medida que la inflación sigue siendo volátil, los costos de los siniestros se han disparado. Además, los prolongados retrasos en los anuncios oficiales del tipo de cambio han generado aún más incertidumbre, afectando la planificación financiera de las aseguradoras y sus reservas para siniestros.
Este complejo panorama ha derivado en una perspectiva negativa para la industria aseguradora argentina, según el último informe de segmentación de mercado de AM Best. La rentabilidad general del sector sigue bajo presión, especialmente porque el seguro automotor continúa siendo uno de los principales impulsores de siniestros. En respuesta, las aseguradoras buscan soluciones innovadoras para mantener la eficiencia operativa mientras enfrentan la creciente complejidad en la gestión de siniestros de responsabilidad civil automotor.
Tercerización: Una Solución Estratégica para los Picos de Demanda
Dada la volatilidad en el volumen de siniestros y la carga operativa que genera, la tercerizaciónde la gestión de siniestros se está consolidando como una estrategia clave para las aseguradoras en Argentina. Tanto aseguradoras nacionales como internacionales con oficinas locales están recurriendo a socios especializados en tercerización para gestionar los siniestros de manera eficiente, mejorar los tiempos de respuesta y elevar los niveles de servicio al cliente.
Entre los beneficios de la tercerización de siniestros se incluyen:
– Escalabilidad: Despliegue ágil de equipos expertos durante períodos de alta demanda.
– Eficiencia de Costos: Reducción de costos operativos sin comprometer la calidad del servicio.
– Procesamiento Más Rápido de Siniestros: Soluciones digitales avanzadas optimizan los flujos de trabajo, minimizando demoras.
– Cumplimiento Normativo: Garantiza el cumplimiento de regulaciones locales y estándares de la industria en constante evolución.
Cómo Pro Global Apoya a las Aseguradoras en Argentina
En Pro Global, ofrecemos soluciones de tercerización a medida para ayudar a las aseguradoras en Argentina a gestionar el complejo entorno de siniestros de responsabilidad civil automotor. Nuestra experiencia en gestión de siniestros, automatización digital y cumplimiento normativo permite a las aseguradoras optimizar sus procesos y responder de manera efectiva a los aumentos en el volumen de siniestros, reduciendo el tiempo promedio de resolución.
A través de Pro Global Digital Services, brindamos:
Pro Global está listo para apoyar sus operaciones de siniestros automotores con soluciones de tercerización innovadoras: GetInTouch@Pro-Global.com
Name: Martin Smith
Job title: Director, Latin America
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To contact our PR team directly please use the link below
This article is shared with the kind permission of The European Financial Review.
It’s a moment that every insurance executive knows all too well – the start of a new year, full of fresh opportunities, ideas – and the arrival of the much-anticipated “Dear CEO Letter” from the Prudential Regulation Authority (PRA) outlining its supervisory priorities for 2025.
These priorities – reinforcing the need for robust governance, risk management, and operational resilience across the insurance sector – while aligned with long-term market stability, will require insurers to proactively reassess compliance strategies, resource allocation, and risk frameworks.
Breaking Down the PRA’s 2025 Priorities – Key Focus Areas:
1. Solvency UK Implementation and Other Policy Reforms The PRA will prioritise ensuring that Solvency UK reforms are implemented and embedded. Following its consultation on proposed reforms to the UK Insurance special purpose vehicle (ISPV) regulatory framework (closing February 2025), the PRA expects to issue its final policy (with a specific timeline not yet confirmed, but expected around mid-2025). This will be a crucial milestone for insurers to follow in ensuring full regulatory compliance.
2. Bulk Purchase Annuity (BPA) Market Developments, Including Funded Reinsurance Firms should consider the PRA’s July 2024 supervisory statement on funded reinsurance (SS5/24). The PRA’s view is that more work is needed, and expects rapid progress from firms. In particular, the PRA will include a funded reinsurance recapture scenario in the 2025 life insurance stress test (LIST).
3. Cyclicality in the General Insurance (GI) Market Insurers should remain vigilant regarding changes in pricing conditions. Natural catastrophe and cyber underwriting risks continue to be PRA priorities, and firms must ensure their underwriting and reserving strategies reflect current market realities.
4. Stress Testing The LIST 2025 exercise, launching later in February, will provide valuable insights into the financial resilience of the largest firms operating in the UK life insurance sector. Disclosure of individual firm results and aggregate results is expected by Q4 2025.
5. Liquidity Resilience The PRA’s focus is on improved liquidity reporting, and it will engage with firms on its proposals in CP19/24. The PRA encourages insurers to sign up early for the Bank of England’s contingent Non-Bank Financial Institution (NBFI) repo facility (CNRF).
Firms will also recall that in 2024, the PRA conducted a thematic review of life insurers’ liquidity risk appetites. The PRA will continue to follow up with firms on this in 2025.
6. Solvent Exit Planning for Insurers The PRA will begin to engage with insurance firms on the final policy regarding solvent exit planning for insurers (PS20/24) to support understanding of its expectations. This will be in preparation for the requirements that come into force in June 2026.
7. Operational Resilience, Cybersecurity, and Third-Party Risk The deadline of 31 March 2025 marks the end of the transition period for in-scope firms to comply with the FCA’s enhanced operational resilience requirements. The PRA expects insurers to continue working toward that deadline, ensuring that boards and senior management functions (SMFs) are actively monitoring and managing risks arising from digital transformation and vendor relationships. The PRA also anticipates the release of thematic findings from the latest Cyber Stress Test, which should be reviewed carefully by firms. Additionally, a PRA and FCA consultation on ICT and cyber risk management policy is expected in H2 2025.
8. Climate Risk Management The PRA has identified that firms are yet to fully embed its climate-related expectations, particularly in terms of scenario analysis and risk management. Further engagement with firms is planned for 2025, and the PRA is also preparing to consult on an update to its supervisory statement on enhancing banks’ and insurers’ approaches to managing financial risks from climate change (SS3/19).
Each of these priorities places significant ongoing demands on insurers, from tightening internal controls to ensuring greater transparency and reporting efficiency. The challenge lies in balancing regulatory adherence with available resources and operational agility.
With the PRA reinforcing its focus on long-term financial stability, insurers must act now to avoid reactive compliance strategies that drain resources and expose firms to regulatory risk.
Embedding Regulatory Reforms into Business Operations
The transition from Solvency II to Solvency UK requires more than policy adjustments; it demands a cultural shift towards sustained regulatory alignment. Insurers must establish clear governance structures, with cross-functional teams dedicated to embedding Solvency UK requirements into investment decisions, capital management, and risk reporting.
Strengthening Risk and Reserving Strategies
With increased scrutiny on BPA transactions and reserving assumptions, insurers need to enhance their risk modelling frameworks. The PRA has highlighted concerns over optimistic profitability assumptions in general insurance underwriting—this means firms must ensure internal models are stress-tested against real-world claim trends and economic volatility.
Automating Compliance and Reporting Processes
The scale of regulatory demands could make manual compliance unsustainable for many insurers. Digital transformation is key to ensuring accuracy, consistency, and efficiency in reporting. Automated systems can help insurers track and validate risk exposures, meet data governance requirements, and align internal controls with regulatory expectations.
Reviewing Appointed Representative (AR) Arrangements
The FCA’s enhanced scrutiny of Appointed Representative (AR) models has already impacted the market, and the PRA is expected to maintain pressure on firms to ensure ARs operate with appropriate oversight. Insurers must review existing partnerships to assess risk exposure, compliance processes, and governance frameworks. A structured due diligence and monitoring approach can help mitigate regulatory risks and protect against potential supervisory interventions.
As insurers continue to navigate the PRA’s evolving regulatory landscape, the emphasis will remain on strengthening resilience, enhancing governance, and embedding forward-looking risk management practices into daily operations.
So, as you dust off your resolutions and dive into another year of opportunities, remember that the PRA’s “Dear CEO Letter” is less of a surprise and more of an annual tradition – like the office birthday cake you didn’t ask for but always end up sharing. It’s a reminder that while the year may be new, the regulatory challenges remain just as persistent.
But, waiting for a regulatory review to identify weaknesses is a high-risk approach. Early action is critical to meeting the PRA’s expectations and maintaining compliance in an increasingly complex environment. Regular internal audits and third-party assurance reviews that focus on areas such as cyber resilience, reserving adequacy, and capital management will allow firms to stay ahead of supervisory interventions.
To speak to the Pro Global team please feel free to reach out to us at:
Name: Richard Emmett
Job title: Head of Insurance Services
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In January 2024, Emily Lewis joined Pro MGA Global Solutions as a Business Development Representative, bringing her expertise and enthusiasm to a dynamic and evolving sector. A year on, Emily has become an integral part of the team, contributing to the growth of the MGA market and helping Pro MGA navigate new opportunities and challenges.
As the MGA market continues to develop globally; shaped by regulatory shifts, capacity dynamics, and technological advancements, Emily’s first year has been both rewarding and insightful. We caught up with Emily to hear about her transition into the MGA space, her key highlights over the past year, and her thoughts on where the market is heading in 2025.
What initially motivated you to transition into the MGA space, and what opportunities did you see in this market?
Emily: “I was drawn to the MGA sector because of its innovation, entrepreneurship, and the passion of the people within it. MGAs solve real market needs, often driven by founders with personal experience of the challenges they are looking to address.
One of the key attractions was the ability to work with multiple stakeholders across the insurance value chain – brokers, insurers, reinsurers, investors, technology firms, and MGA owners. This breadth of interaction provides a unique perspective on the industry as a whole. Additionally, MGAs operate across multiple lines of business and territories, meaning no two days are ever the same.
A major advantage of MGAs is their ability to bring niche and specialist products to market. I saw an opportunity to contribute by helping these innovative solutions gain traction and supporting MGAs in their growth. The sector itself is one of the fastest-growing within insurance, as highlighted at the recent MGAA AGM, reinforcing the scale of opportunity available. The combination of pace, growth, and purpose made it a compelling career move.”
How has your role as a Business Development Representative evolved in response to the changing dynamics of the MGA market?
Emily: “My role has evolved in step with market trends, reflecting the growing appetite for expansion across classes, products, and geographies. MGAs are no longer solely the domain of startups; we are increasingly seeing larger insurers and reinsurers adopting the MGA model as part of a broader strategy, sometimes operating multiple MGAs within their portfolios.
Regulatory changes and international growth have also required us to adapt. As new markets open up, we need to expand our knowledge base, stay ahead of compliance developments, and support our clients in navigating new landscapes, particularly in the US and European markets.
Beyond business development, an important part of our role is raising the bar in best practices across the MGA sector. We don’t just help launch MGAs; we incubate them, ensuring they are structured for long-term success. This involves a rigorous assessment process – discovery, design, and setup – to validate conceptual ideas and transform them into sustainable businesses. Seeing these ideas take off has been one of the most rewarding aspects of my role.”
What key trends or developments in the MGA sector have stood out to you during your first year at Pro MGA?
Emily: “Several key trends have emerged over the past year, and they vary depending on the stakeholder perspective:
These trends are shaping the future of the MGA space, and I anticipate continued evolution as stakeholders refine their strategies and seek new opportunities.”
What have been the most rewarding aspects of your work over the past year, both personally and in terms of contributing to the MGA market’s growth?
Emily: “The most rewarding part of my role has been seeing businesses go live—helping turn an initial idea into a fully operational MGA. There are now a number of clients I’ve worked closely with from the early stages whose businesses are either live or in the final stages of launch, which is incredibly exciting.
Our incubation model allows us to support talented individuals in bringing their expertise to market, introducing new products that benefit both businesses and consumers. We also play a facilitation role, helping MGAs navigate the placement process efficiently, which ultimately leads to better pricing and improved market alignment.
On a personal level, working with such a diverse range of individuals, from industry veterans with established reputations to ambitious entrepreneurs, has been inspiring. The energy, ideas, and expertise they bring to the table make every day engaging and dynamic.”
Looking ahead to 2025, how do you see the MGA market evolving, and what role do you hope to play in driving innovation and growth within the sector?
Emily: “The MGA market is set for continued expansion, with an increasing number of opportunities emerging. Key stakeholders, including brokers, insurers, and investors, are actively using the MGA model as a preferred route to market.
I expect to see further advancements in underwriting solutions designed to simplify placement, drive efficiency, and enhance pricing strategies. There is also a growing focus on international expansion, particularly in Europe. The Insurer’s upcoming EU MGA Summit in Amsterdam in June 2025 highlights the momentum in this region and the untapped potential it presents. While we have been active in Europe – particularly in Germany – there is clear scope for further growth.
My role in this evolving landscape is to be a visible, proactive presence in the market, attracting new businesses to Pro MGA and helping them achieve their goals. Now that I’ve firmly established myself in the role, I’m excited to take on a more outward-facing position, engaging with new clients and helping shape the future of the MGA sector.
Final Thoughts
Emily: “One of the most significant milestones in an MGA’s journey is its eventual independence – when it outgrows the incubation phase and is ready to stand on its own. This is an essential part of our purpose at Pro MGA, and I’m looking forward to experiencing this process firsthand with the businesses I’ve supported. Seeing an MGA transition from a startup to a fully-fledged entity is the ultimate validation of the work we do, and I can’t wait to be part of that success story.”
Name: Emily Lewis
Job title: Business Development Representative, Pro MGA Global Solutions
To speak to the Pro Global team please feel free to reach out to us at:
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The Industry’s Gender Parity Problem
Women make up a significant portion of the insurance workforce, yet they remain underrepresented at senior levels. To create real change, action must be intentional, transparent, and measurable. At Pro Global, we have taken deliberate steps to challenge the status quo and ensure gender equality is more than just an aspiration.
Measuring Impact: The Hard Numbers
Change must be backed by data. Since 2019, we have reduced our mean gender pay gap from 45% to 23%, and our median pay gap from 35% to just 2%. These figures are encouraging, but they also highlight the extent of the problem we started with. Gender parity is not a one-time fix; it requires continuous monitoring, commitment, and adaptation.
What Needs to Happen Next
Insurance companies cannot afford to view gender equality as an optional initiative – it must be a strategic priority. This means:
Final Thoughts: Driving Lasting Change
At Pro Global, we believe that true inclusion is not about ticking boxes or meeting quotas, it is about creating a culture where everyone feels valued, respected, and empowered to succeed. The insurance sector must move beyond slow, incremental progress and commit to transformative change. It is time to accelerate action.
To speak to the Pro Global team please feel free to reach out to us at:
Name: Patrick Francis-Lang
Job title: Head of Group Human Resources
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Ein Markt im Wandel
Der deutsche Berufsunfähigkeitsversicherungsmarkt befindet sich in einem tiefgreifenden Wandel, bedingt durch steigende Nachfrage, digitale Ineffizienzen und einen zunehmenden Fachkräftemangel.
Obwohl mehr als 80 Versicherer diesen Markt bedienen, bleibt er weitgehend analog, was zu Ineffizienzen wie schlechter Datennutzung, veralteten Kundenerlebnissen und einem wachsenden Rückstau bei Schadensfällen führt.
Mit Blick auf 2025 und darüber hinaus ergibt sich daraus eine herausfordernde, aber chancenreiche Marktsituation, die Raum für Innovationen durch strategische Neuausrichtung bietet. Hier kommen Drittanbieter ins Spiel: Durch Outsourcing an Unternehmen, die agiler und anpassungsfähiger sind und skalierbare, technologisch fortschrittliche Lösungen anbieten, können Versicherer die Lücke schließen, die sie selbst nur schwer schnell genug überbrücken können.
Ein wachsender, aber unterversorgter Markt
Der deutsche Berufsunfähigkeitsversicherungsmarkt umfasst derzeit 17 Millionen aktive Policen und deckt eine Erwerbsbevölkerung von 45 Millionen Menschen ab. Aktuare schätzen, dass jeder vierte Arbeitnehmer im Laufe seines Berufslebens eine Form von Berufsunfähigkeit erfahren wird. Der Markt wächst daher weiter und verzeichnet jährlich mehr als 80.000 neue Leistungsanträge.
Da diese Ansprüche in der Regel über mehrere Jahre ausgezahlt werden, müssen derzeit mehr als 500.000 laufende Leistungsfälle mit rund 45.000 jährlichen Überprüfungen bearbeitet werden. Fachkräftemangel und eine alternde Belegschaft im Schadenmanagement führen jedoch zu erheblichen Bearbeitungsrückständen.
Derzeit bearbeiten externe Schadenregulierer (Third-Party Administrators, TPAs) weniger als 2 % des gesamten Schadenvolumens. Zudem sehen 70 % der Versicherungsentscheider die Digitalisierung als zentralen Wachstumstreiber der Branche – ein weiteres klares Argument für die Auslagerung an technologiegestützte Schadenlösungen.
Skalierung für Marktführerschaft
In den vergangenen Jahren hat Pro Germany erheblich in die Entwicklung einer technologiegetriebenen, skalierbaren Plattform investiert, um diesen branchenspezifischen Herausforderungen zu begegnen. Die neue Plattform umfasst einen digitalen First Notification of Loss (FNOL)-Service, ein fortschrittliches Schadenmanagementsystem und ein innovatives Betriebsmodell, das die Abhängigkeit von schwer verfügbaren Fachkräften reduziert.
Gestärkt durch hochkarätige Branchenexperten und umfassende Marktaktivitäten ist Pro Germany bestens positioniert, diese Chancen im Jahr 2025 und darüber hinaus zu nutzen.
Ein zentraler Schwerpunkt ist die Erhöhung der monatlichen Schadenbearbeitungskapazität durch Automatisierung, begleitet von einer optimierten Ressourcenzuweisung. Zudem wollen wir analytische Erkenntnisse nutzen, um die Effizienz in der Leistungsprüfungen zu steigern.
Auch die interne Schulung und Weiterbildung unserer Mitarbeiter wird für Pro Germany in diesem Jahr eine Schlüsselrolle spielen, um unsere Talentpipeline langfristig zu sichern.
Die Erweiterung unserer Datenanalyse- und Prozessautomatisierungsfähigkeiten bleibt ebenfalls eine strategische Priorität.
Bis Ende 2025 strebt Pro Germany einen Umsatz von fast 5 Millionen Euro im Bereich Berufsunfähigkeitsversicherungen an, mit einem Fünfjahresziel von über 14 Millionen Euro.
Ein zentraler Baustein dieses Wachstums ist die Weiterentwicklung von ProConnect – von einem Schadenmanagement-Tool zu einer kollaborativen Plattform für den gesamten Lebensversicherungsmarkt. ProConnect wird modernste Technologien, prädiktive Datenanalysen und intelligente Schadenbewertungen integrieren und Versicherern so eine umfassende Unterstützung über den gesamten Versicherungslebenszyklus hinweg bieten.
Neben einer starken Basis im Bereich Berufsunfähigkeitsversicherungen ist Pro Germany bestens aufgestellt, um auch sein Engagement als Dienstleister in der Bearbeitung komplexer Haftpflichtschäden weiterzuentwickeln – und so seine Marktführerschaft und Innovationskraft in der sich wandelnden Versicherungsbranche auszubauen und zu sichern.
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
A Market in Transition
The German disability insurance market is undergoing a profound transformation, driven by rising demand, digital inefficiencies, and a growing skills shortage.
Although more than 80 insurers serve this market, it remains largely analog, leading to inefficiencies such as poor data utilization, outdated customer experiences, and a growing backlog of claims processing.
Looking ahead to 2025 and beyond, this creates a challenging yet opportunity-rich environment that offers room for innovation through strategic realignment. This is where third-party providers come in: by outsourcing to companies that are more agile, adaptable, and capable of offering scalable, technologically advanced solutions, insurers can bridge the gaps that they struggle to close on their own.
A Growing but Underserved Market
The German disability insurance market currently includes 17 million active policies, covering a working population of 45 million people. Actuaries estimate that one in four employees will experience some form of disability during their working life. As a result, the market continues to grow, with more than 80,000 new claims submitted each year.
Since these claims are typically paid out over several years, more than 500,000 ongoing benefit cases require management, with around 45,000 annual reassessments. However, workforce shortages and an aging claims management staff have led to significant processing backlogs.
Currently, third-party administrators (TPAs) handle less than 2% of the total claims volume. Meanwhile, 70% of insurance executives view digitalization as a key driver of industry growth—another strong argument for outsourcing to technology-driven claims solutions.
Scaling for Market Leadership
In recent years, Pro Germany has made significant investments in developing a technology-driven, scalable platform to address these industry-specific challenges. The new platform includes a digital First Notification of Loss (FNOL) service, an advanced claims management system, and an innovative operating model that reduces reliance on scarce specialist personnel.
Backed by top-tier industry experts and extensive market activities, Pro Germany is well-positioned to seize these opportunities in 2025 and beyond.
A key focus is increasing monthly claims processing capacity through automation, supported by optimized resource allocation. Additionally, we aim to leverage analytical insights to enhance efficiency in claims assessments.
Internal training and employee development will also play a crucial role for Pro Germany this year, ensuring a strong talent pipeline for the future.
Expanding our data analytics and process automation capabilities remains a strategic priority.
By the end of 2025, Pro Germany aims to generate nearly €5 million in revenue from the disability insurance sector, with a five-year target exceeding €14 million.
A cornerstone of this growth is the evolution of ProConnect—from a claims management tool into a collaborative platform for the entire life insurance market. ProConnect will integrate cutting-edge technologies, predictive data analytics, and intelligent claims assessments, providing insurers with comprehensive support throughout the entire insurance lifecycle.
Beyond a strong foundation in disability insurance, Pro Germany is also well-positioned to expand its role as a service provider in handling complex liability claims—further strengthening its market leadership and innovation capabilities in the evolving insurance industry.
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
Un paso hacia la estabilidad
Argentina ha experimentado una volatilidad económica significativa en los últimos años, con una inflación persistente y una incertidumbre financiera que han afectado a las empresas de todos los sectores. En este contexto, la decisión del regulador de imponer un requisito de capital mínimo unificado y más alto es un esfuerzo estratégico para fortalecer el mercado asegurador. Al garantizar que las aseguradoras cuenten con reservas financieras adecuadas, la reforma busca mejorar la resiliencia operativa y proteger a los asegurados de posibles insolvencias.
Otro cambio relevante es la eliminación de los requisitos de licencia diferenciados para distintas líneas de negocio. Anteriormente, una aseguradora especializada en caución y fianzas, por ejemplo, necesitaba una licencia completamente distinta para expandirse al ramo de daños y responsabilidad civil (P&C). La nueva regulación elimina estas barreras, brindando a las aseguradoras una mayor flexibilidad para diversificar sus carteras y responder de manera más dinámica a las demandas del mercado.
Desafíos potenciales para las aseguradoras más pequeñas
Si bien estos cambios están diseñados para fortalecer el sector asegurador, también representan desafíos, especialmente para las compañías más pequeñas. El aumento en los requisitos de capital mínimo implica que las aseguradoras deben reforzar su posición financiera en los próximos dos años para cumplir con la normativa. Las empresas que no logren ajustarse a estas exigencias podrían verse obligadas a fusionarse o ser adquiridas, lo que podría derivar en una mayor consolidación del mercado.
Aunque el regulador ha establecido un período de transición escalonado, con cumplimiento total esperado para mediados de 2026, las compañías deben actuar ahora para alinear sus estructuras de capital con el nuevo marco. Esto requerirá una planificación financiera cuidadosa y, en algunos casos, alianzas estratégicas para garantizar su competitividad.
Equilibrando crecimiento y seguridad financiera
La gran incógnita ahora es cómo la industria logrará equilibrar la seguridad financiera con el mantenimiento de un mercado dinámico y diverso. Las aseguradoras más grandes podrían beneficiarse de una menor competencia y una mayor cuota de mercado, pero un exceso de consolidación podría reducir la oferta para los consumidores y frenar la innovación. El desafío para reguladores y aseguradoras será garantizar que estas reformas cumplan su promesa de estabilidad sin comprometer la diversidad del mercado.
A medida que Argentina avanza en esta transformación regulatoria, las aseguradoras deben tomar medidas proactivas para evaluar sus estrategias de capital, explorar posibles asociaciones y adaptarse a un panorama en evolución. Aunque el camino por delante presenta desafíos, estas reformas ofrecen una oportunidad para construir un sector asegurador más resiliente y sostenible en el futuro.
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Name: Martin Smith
Job title: Director, Latin America
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