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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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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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
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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
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Name: Roman Claren
Job title: Managing Director
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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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One of the most effective ways to reduce the overall cost of a claim is to act early and proactively. Prompt notification, triage, and evidence gathering can significantly limit cycle times and costs. By establishing clear reporting processes and using digital tools to log and track claims from the outset, authorities can reduce lifecycle costs and improve outcomes.
For example, enabling online claims submission with automatic ingestion of work items and alerts to internal teams and claims handlers ensures no time is lost. Claims can be assessed for fraud risk, policy coverage and liability upfront – reducing the chance of protracted investigations or litigation.
Many local authorities may not be making full use of the support available through their insurance arrangements. From risk management advice to expert loss adjusters and legal services, a collaborative approach with brokers, insurers, and TPAs can unlock hidden value.
Take time to review service level agreements (SLAs) and policy wording to identify underused benefits or areas where service delivery could be improved. Consider renegotiating terms to ensure you’re getting the most cost-effective and responsive support possible. Using smart technology to automate complex excess/LOI calculations in long tail claims ensuring the insurance assests are maximised and leakage is avoided.
Shared service models and regional risk pools are becoming more popular – especially for smaller councils. Pooling resources and data helps to reduce duplication, drive down administration costs, and create more consistent claims-handling processes.
We’re seeing local authorities increasingly open to collaboration – not just between councils, but also with their partners and technology providers – to benchmark performance and deliver joined-up claims strategies. Smart technology solutions provide fully integrated solutions minimising unnecessary duplication and enabling smart handovers/instructions to suppliers and lawyers, ensuring real time access to claims and ensuring secure data transfer.
The future success of public sector claims management lies in the ability to harness data. With the right analytics in place, local authorities can gain powerful insights into the root causes of claims, identify recurring trends, and focus resources where they will have the greatest impact.
Data visualisation dashboards can track KPIs such as average claims cost, time to close, and frequency by type or location. This not only supports better internal reporting but also enables more strategic conversations with insurers about risk appetite, pricing, and cover.
Looking Ahead: Digital Maturity as a Cost Control Lever
As we discussed in our previous blog, adopting the right digital tools is critical to achieving sustainable cost reduction. Whether through automation, AI – enabled triage, or improved integration with supplier and insurer systems, technology is no longer a ‘nice – to – have’ – it’s a cost – control lever.
Want to learn more about how to manage claims more effectively under pressure? Let’s talk.
Pro Global will be at ALARM Risk 2025 – come and meet the team and explore how we can help your authority navigate today’s challenges and tomorrow’s risks.
Name: Michael Mackenzie
Job title: Head of Specialist Claims
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Marina Belardo, Head of Operations and People, brings a unique mindset to Pro LatAm, ensuring operations are not just about processes, technology and service-levels, but about the people who drive them.
As Head of Operations and People at Pro LatAm, Marina Belardo sits at the intersection of two critical pillars of business – strategic operations and human capital. Her journey with Pro Global began nearly three years ago when she joined as Head of People, a role that expanded in scope last year to include operations. With a background in consultancy and operations management, Marina brings a unique dual lens to leadership, one that fuses performance-driven systems with a deep understanding of people.
Before joining Pro, Marina spent seven years in consultancy, managing a range of transformation projects. That experience laid the foundation for her operational mindset but also sharpened her awareness of the human element in business success. “In consultancy, you’re there to deliver a project – but it’s the people who make it happen. Improving service quality isn’t just about fixing processes; it’s about engaging the people who run them,” she explains.
New challenges for a maturing market
This belief has guided her approach at Pro LatAm, especially during a period of significant market and organisational change. In the last 18 months, the Latin American insurance sector has been navigating new challenges. As inflation began to drop after a long period of economic instability, insurers could no longer rely on financial instruments to bolster results. The new focus has been to do more with less, essentially needing to become leaner, more agile, and more efficient.
For Pro LatAm, this pivot meant doubling down on service quality and employee engagement. “In Argentina, we were facing challenges with the level of service being delivered. The first step was to re-engage our teams. We worked closely with managers to instill the right mindset and align our people with shared values,” Marina says. This people-first approach led to measurable improvements in service delivery and client satisfaction.
But Marina’s transformation plan didn’t stop there. Alongside cultural shifts, Pro LatAm has undergone a wide-reaching evolution in its use of technology and process optimisation. By focusing on enhancing both tools and talent, the company is helping client organisations not only stay profitable but also thrive under new operational demands.
Focus Fuels Success
What sets Pro Global apart, according to Marina, is its singular focus on insurance services. “Unlike our competitors, we’re not diluted across multiple markets. We’re specialists – and that makes a difference.” Pro also brings a distinctly English model to its work in Latin America, which encompasses a results-oriented, well structured, and strategic approach. “We take a 360-degree view of our clients’ operations,” she adds. “That means we can identify and improve every touchpoint – from internal workflows to end-client delivery.”
Under Marina’s leadership, Pro LatAm has embraced this full-spectrum approach with momentum and purpose. Her belief in aligning operations with people strategy is more than just a management philosophy, she believes it’s a blueprint for long-term success.
As the insurance sector continues to evolve, Marina Belardo’s blend of operational rigor and human insight ensures that Pro LatAm remains a catalyst for meaningful change in the industry.
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Name: Marina Belardo
Job title: Head of Operations and People
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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.
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