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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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
To contact our PR team directly please use the link below
Coming from a legal background, Alex joined Pro Global in the Summer of 2022 as part of the Complex Claims team, which was relatively new. She had previously worked for a Claimant Solicitor, bringing asbestos-related claims, and subsequently for an Insurer, working on a portfolio of complex claims.
We were lucky enough to catch up with Alex and shine the spotlight on her role – including her journey at Pro Global, her perspective on the evolving claims landscape, and the rewarding – and sometimes challenging – nature of handling complex claims.
Alex highlights that complex claims often present consistent challenges, particularly due to intricate policies with lengthy exclusions and confusing excess terms. Additionally, meeting Service Level Agreements (SLAs) – contracts that outline the required service standards for insurance providers – is essential for securing client agreements.
But now “everything is becoming more streamlined” with technology and data analytics playing a major role in improving claims processes.
Alex says: “We have end-to-end claims processing, everything is within the same system – from intimation, policy record searching, payments, to closure.
“Pro Global Claims is also developing an updated claims processing system, which will speed things up even further, as well as provide transparency to clients as they can access the system – our team for Prudential’s claims are already using it, and it will be ready to use by leading insurers within the next few months. Data capture – this is easily extracted so we can see trends in our handling and SLA efficiency.”
In addition, with fraudulent claims, data capture is pivotal in triaging suspect claims and identifying fraudulent patterns through comparison with other evidence.
Despite this digitalisation, Pro Global advocates a balanced approach between technology and the human in the loop. As trusted advisors to the global re/insurance sector, the experts at Pro Global have an unmatched perspective of the trends, opportunities and challenges impacting the sector operationally and financially around the world.
“When I started my very first job in the legal sector, it was pretty much all paper files. At Pro Global it’s all electronic, you can answer any query, and I can do more in less time,” Alex adds.
She pinpointed 2014 to 2015 as the “pivotal years” for the changeover from manual to digital systems.
Alex says: “Before joining Pro Global, I had never worked with such a diverse group of professionals. There’s always someone to turn to for questions, each bringing valuable experience and insights.” The most rewarding part of her job is successfully navigating intricate legal challenges that arise as well as working with her team.
The business has an open forum where case or trial legalities as well as unusual or groundbreaking evidence can be shared.
Alex says: “We have a mixture of experience – many people who worked for years directly for insurers, now work on their book of business within Pro Global. This brings such a depth of understanding of policies and procedures. We then also have a vast range of experience from other insurers, law firms, and industries, it is the most cohesive and knowledgeable workforce I have ever been part of.”
Describing the claims team in one word – ‘strategic’ – she concludes: “Every claim is different, and from the outset needs a unique strategy”.
Name: Alexandra Hebblewhite
Job title: Senior Claims Technician – Complex Claims
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This article was originally published on TheInsurer.
Steve Bellingham, head of claims strategy at Pro Global, on the risk of rising silicosis compensation claims…
With growing media coverage warning of a potential epidemic, increased enforcement by the Health and Safety Executive (HSE) and heightened activity from claimant lawyers seeking cases, how significant is the risk of rising silicosis compensation claims for UK insurers?
Silicosis is an incurable occupational lung disease caused by inhaling respirable crystalline silica dust, commonly found in materials such as stone, sands, clays and engineered stone.
There are three forms of silicosis: chronic, accelerated and acute, all of which can progress even after exposure has ceased.
Industries at risk
Employees in industries such as construction, mining, foundries, glass manufacturing and, more recently, stone fabrication are particularly vulnerable. The growing popularity of engineered stone for kitchen and bathroom countertops has introduced additional risks.
Engineered stone, which can contain more than 90 percent crystalline silica, has seen rapid adoption globally. For instance, the US reported a 700 percent increase in imports of engineered stone between 2010 and 2019. The material’s fabrication processes, as cutting and polishing, can release hazardous levels of silica dust if not adequately controlled.
International trends: lessons from the US and Australia
In the US, states such as California have introduced enhanced safety standards for stone fabrication in response to rising silicosis cases, particularly among small businesses with poor health and safety practices.
In Australia, silicosis has long been associated with mining and construction, but recent cases have highlighted risks linked to engineered stone. Once rare, civil compensation claims have re-emerged as diagnoses increase.
Engineered stone, introduced in 1998, became a dominant material for countertops until its ban by the Australian government in June 2024. This surge in popularity led to a proliferation of small, often poorly regulated businesses, creating widespread exposure risks.
The UK landscape
In the UK, silicosis-related claims remain low, with only 35 Industrial Injury Disablement Benefit applications in 2023, up from 30 in 2022 and 25 in 2021.
While modest, this increase could mirror trends observed in other countries where engineered stone usage surged.
Despite these figures, comparisons to asbestos are, for now, alarmist. The widespread and prolonged exposure associated with asbestos, combined with its latency period, created a unique compensation landscape that silicosis has yet to approach.
Prevention and insurer considerations
Unlike asbestos, exposure to silica dust is preventable with effective controls. Measures include dust extraction, wet-cutting techniques and appropriate respiratory protective equipment. The HSE has ramped up its efforts to educate employers, particularly those in stone fabrication and kitchen supply industries, on minimising exposure risks.
For insurers, assessing risks in relevant occupations hinges on identifying high-exposure industries, scrutinising health and safety practices, and monitoring compliance with workplace exposure limits.
Looking ahead
While the evidence suggests that silicosis cases in the UK may rise, particularly with increased clinical awareness and reporting, the scale of the risk remains far from the levels seen with asbestos.
However, heightened vigilance is essential to manage emerging risks and ensure that preventative measures are enforced across the most affected industries.
Name: Stephen Bellingham
Job title: Head of Claims Strategy
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As the Lloyd’s and London Market grows – forecasted to expand from $115 billion to $150 billion over the next five years – the importance of effective and resilient claims handling has never been more critical. Claims Third-Party Administrators (TPAs) play a pivotal role in ensuring smooth operations within this expanding ecosystem. However, Lloyd’s 2025 Market Oversight Plan has made it clear that there’s room for improvement, particularly in claims cost management and business retention.
How can TPAs can strengthen their operations to align with Lloyd’s new focus on raising claims to a “hurdle principle,” ensuring market-wide excellence in claims service?
Why the Focus on Claims Now?
Lloyd’s has identified claims handling as a cornerstone of market resilience and customer satisfaction. The 2025 Market Oversight Plan specifically states that elevating claims as a “hurdle principle” aims to “deliver a superior claims service to customers and contribute positively to the overall market financial performance through tangible improvements in claims cost management and business retention”.
This strategic shift underscores the importance of enhancing claims data accuracy, improving forward-looking case reserve management, and embedding operational resilience into claims handling processes.
Challenges Facing Claims TPAs
With over 300 TPAs supporting the Lloyd’s market, the variability in capabilities and practices presents significant challenges, including:
Best Practices for 2025
1. Data-Driven Decision-Making
Accurate and timely claims data is critical for effective decision-making. Lloyd’s has highlighted the need for improvements in how delegated claims data is used to drive performance. Pro Global’s advanced platforms ensure transparency and deliver actionable insights, helping to proactively manage claims reserves and improve outcomes and setting the standard for TPA best practice.
2. Operational Excellence
The Lloyd’s Market Oversight Plan emphasises operational resilience as a key focus area. Pro’s hybrid onshore-offshore delivery models and scalable claims platforms exemplify how TPAs can meet these demands. For instance, Pro’s UK claims platform, managing over £2 billion in liabilities, is built to handle complex specialty claims while maintaining efficiency and compliance.
3. Technology and Automation
Lloyd’s Blueprint Two and the 2025 oversight framework stress the importance of leveraging technology for claims management. Automation tools, like those deployed by Pro, streamline repetitive tasks and enable TPAs to allocate resources to high-value activities, reducing operational costs and improving client satisfaction.
4. Enhanced Governance and Compliance
With the integration of claims as a “hurdle principle,” Lloyd’s is prioritising governance in claims handling. Pro has already implemented a unified panel of law firms and robust compliance frameworks to support clients in navigating regulatory complexities.
5. Proactive Risk Management
The oversight plan also calls for better case reserve management influenced by emerging risks. Pro’s predictive analytics capabilities enable TPAs to identify and mitigate potential issues before they escalate, ensuring a proactive approach to risk management.
Setting a New Standard
Strengthening claims management capabilities is about delivering operational excellence in a complex, ever-changing environment. Complex claims require focus, dedicated expertise, trusted advisors, and a consistent commitment to best practices to manage them effectively and at scale.
As Lloyd’s pushes for a more customer-centric and resilient claims process, TPAs have an opportunity to raise the bar by adopting these principles. Pro Global is proud to be at the forefront of these developments, consistently delivering solutions that combine deep expertise, innovation, and resilience. This approach ensures not only the smooth functioning of the claims process but also sets new benchmarks for complex claims management excellence in one of the world’s most dynamic insurance markets.
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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This article was originally published on Claims Media.
Recent litigation in the USA has shone a spotlight on the risks associated with contact sports, but fewer people may be aware of similar legal actions now emerging in England and Wales.
These lawsuits allege that sports governing bodies have failed to protect professional athletes from neurological conditions, allegedly resultant from repeated concussive and sub-concussive impacts experienced during game play and training.
Currently, multi-claimant actions are ongoing in Rugby Union, Rugby League, and professional football, with over 500 claimants to date – a number that continues to grow. The claimants argue that, at the relevant times, these governing bodies had sufficient knowledge of the risks involved and failed to implement adequate measures to prevent injuries or materially reduce the risk.
The players argue that it’s not about avoiding all head impacts, but that they were exposed to far too many, sometimes in a very short period. They claim this has caused serious conditions like post-concussion syndrome, chronic traumatic encephalopathy (CTE), and early-onset dementia.
The organisations involved deny all the claims and strongly defend their actions.
When it comes to litigation, procedurally, these actions are moving very slowly, with the first Letter of Claim being issued in December 2020, and all actions have now litigated.
The Court has postponed its decision on issuing formal Group Litigation Orders but is currently managing claimants by their respective sports, while allegations and defenses remain broad, with key elements of disclosure still pending. Things are expected to speed up in 2025, however.
There are several tricky legal issues, and many questions remain unanswered. These organisations have told their insurers about the claims, but there’s still doubt over how these policies might be triggered to provide indemnity. Key questions being debated include:
The claimants have not specified when they believe each governing body became aware of the risks or the nature of the knowledge they allegedly possessed. Given the complex nature of the allegations, they will need to show more than a basic understanding of the risk in order to be successful.
The extent of any duty of care owed will impact whether there has been a breach. The Terms of Reference of each body, and their ability to take protective action will be relevant, and has not yet been fully interrogated.
Even if they had a duty to protect players, the court will consider what, if anything, they could have done to reduce the risk. For example, could they have changed the rules of the game; reduce the number of games played; or enforced longer recovery times after concussions?
Many of the conditions being cited could have multiple possible causes, not just head injuries.
Claimants will need to demonstrate a connection between their condition and the concussive events suffered, but it’s unclear what legal test will be applied.
Can claimants prove the index incidents made a direct contribution to their injury or merely the risk of that injury? If the latter, they may need to extend legal principles.
The court will also look at whether the conditions are “indivisible” (meaning they are entirely caused by head injuries) or “divisible” (meaning the severity of symptoms depends on the number of head impacts). This difference could affect the amount of Damages that might be recovered.
Issues for insurers and reinsurers remain significant and the policy trigger will determine if, and to what extent, coverage is affected. PL policies invariably were written on a “happening” or “occurring” trigger, raising the question: when did these neurological conditions manifest in legal terms?
Another key point will be medical evidence. The trigger could be the index concussion incidents or later when the neurological symptoms manifested or became inevitable.
In addition, indivisible conditions could result in a single policy trigger, but divisible conditions are likely to have multiple triggers, similar to what we see in abuse scenarios. Multiple triggers will also spread individual claims spend over several primary policies protecting carriers on excess of loss layers and bringing focus to specific contract wordings and opportunities to aggregate claims together.
The ongoing litigation against sports governing bodies in England and Wales could significantly impact the future of professional sports. These cases challenge how player safety is managed and raise key legal questions around duty of care, foreseeability, and causation. The outcomes may reshape how certain sports are played, and clarify the legal responsibilities of the organisations overseeing them.
For insurers and reinsurers, issues surrounding policy triggers and coverage remain crucial. The resolution of these cases will influence how policies respond to claims related to neurological injuries and will likely shape future risk management for both sports bodies and the insurance industry. With developments expected to accelerate, the results will be pivotal for all involved.
Name: Stephen Bellingham
Job title: Head of Claims Strategy
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This was our second year at the conference, and it was heartening to see the increased recognition of Pro Global as a Claims management provider for local authorities. Unlike last year, where many of our conversations were introductory, this year, attendees proactively approached our stand seeking support with claims, ideas, concepts, and clarifications. This shift indicates that our solutions are resonating well, particularly with local authorities, which is incredibly encouraging.
The conference agenda was rich with learning, networking, and training opportunities, allowing us to connect with members and industry experts. Our involvement in the logistics of the event provided us valuable insights into how we can refine our approach for next year to better serve the community.
One of the standout themes from our discussions with delegates this year was the integration of technology in claims handling, particularly automation and AI. The interest in digital transformation was palpable, with many questions about how these innovations can streamline claims processes and enhance efficiency. It is evident that the market is currently underserved in terms of smart automation due to the perceived high barriers to entry. At Pro Global, we are committed to lowering these barriers and enhancing our support with advanced digital services, ensuring local authorities can benefit from cutting-edge claims management solutions and smart automation.
Our support for Employers’ Liability (EL) and Public Liability (PL) claims handling, bolstered by our technology enablement, resonated strongly with attendees. The discussions reinforced the need for robust claims management solutions that leverage technology to improve efficiency and overall outcomes.
We extend our heartfelt thanks to the ALARM team for organising such a stimulating and successful conference and everyone who took the time to engage with us during the event. Your insights and feedback are invaluable as we continue to innovate and enhance our offerings.
If you would like to find out more about how Pro Global can support your claims management needs, please get in touch.
Name: Michael Mackenzie
Job title: Head of Specialist Claims
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Having worked for large insurers earlier in your career, what attracted you to Pro Global?
The Insurance sector, whilst large in size, is full of small circles (everyone knows everyone). I was aware of Pro and the work they did in the Employers’ Liability legacy space. Working as a Third Party Administrator was something I had experience of. I was familiar with – and liked – the Pro values, the work they did and the client base they had. I believed I had a skillset that could enhance that further.
You’ve worked in the Claims sector for most of your career – how have you seen it evolve?
I think we have seen significant evolution in the last 15-20 years. When I started my career everyone was looking at how to offshore their claims work – I even spent some time in India as part of the project team doing exactly that. However, now we’re seeing a lot of that work coming back onshore with Insurers and Reinsurers looking for either a full onshore model or a hybrid model, and for UK TPA’s to be working collaboratively with offshore providers.
We’ve also seen changes in technology. This will be an ever-evolving reality as automation and AI continue to grow and develop. However, whilst technology has a part to play in creating greater claims efficiencies, I believe that we still require the skill set that only our people bring, to handle the more complex claims.
What challenges do you think your clients face and how can Pro Global help solve them?
Our clients today are looking to reduce cost and settle genuine claims quickly. Pro has the technology in place along with an expert Disease and Illness team who can best advise on Strategies for these portfolios, streamline processes and ensure the right outcome, always ensuring customers are treated fairly.
What do you see as the market opportunities and challenges over the next 12 months?
Pro continues to work with the market and clients on a number of strategies which will see some good opportunities in the Legacy space. We see Head Injury in Sport as the ongoing market challenge and this is likely to gain momentum over next 12 months.
What is your call to action for claims specialists in insurance?
We all have a part to play in ensuring the next generation of Claims specialists have the right knowledge, skillset and confidence to continue handling these legacy books. My call to action is for all of the existing Claims Specialists to ensure they spend time training the more junior members of staff, passing on the knowledge you have like others did for you.
Name: Debbie Roome
Job title: Client Engagement Executive (Claims)
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Global insured natural-catastrophe losses in 2023 surpassed $100bn for the fourth year in a row, according to Swiss Re. The carrier said the main driver of last year’s $108bn in losses was the frequency of events, with severe convective storms (SCS) accounting for a record $64bn in losses during the year.
The North Atlantic Hurricane season officially begins on June 1, 2024, and ends on November 30, 2024.
Here are three key tips to help insurers prepare now, to prevent claims delays when it matters most for policyholders.
1. Plan for Surge Resources
First and foremost, insurers need robust surge resource plans tailored to handle the expected influx of claims. Putting policyholders front and center means ensuring fast, efficient, and fair payment of claims as soon as possible after a catastrophe strikes. Questions to ask your operational team include:
2. Streamline Claims Processing
Efficient claims processing hinges on streamlined workflows and effective collaboration, especially with reinsurers. It’s crucial to have the correct approval protocols in place to ensure smooth authorisation and payment of large catastrophe claims. Moreover, anticipating and preparing for business interruption and related liability claims in the medium-term aftermath of a storm is imperative.
3. Leverage Expertise and Experience
At Pro Global, our team boasts extensive experience in supporting insurance businesses during surges in claims, including the aftermath of Hurricanes Irma and Maria in 2017. We understand the criticality of accuracy and efficiency in the loss adjusting and claims handling process. By identifying common challenges faced by our clients, we develop best-in-class solutions aligned with the demands of catastrophic hurricanes.
4. Act Now
Don’t wait for the storm to hit—act now to put resources in place. Getting in touch with claims experts like those at Pro Global can help insurers proactively prepare for the challenges ahead. By leveraging our expertise and tailored solutions, insurers can navigate the complexities of an above-average hurricane season with confidence.
Efficient claims servicing during a surge in catastrophe claims can make or break an insurer’s reputation. Proactive planning, streamlined processes, and expert support are essential. By prioritising policyholder needs, optimising workflows, and leveraging industry experience, insurers can ensure they are ready to fulfill their commitment to customers in times of crisis, where the promise of insurance matters most.
Get in touch with the claims experts at Pro Global today to fortify your claims servicing capabilities and prepare for the challenges ahead.
Name: Guillermo Ogan
Job title: Claims Manager (LatAm)
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