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
Meet our expert
Name: Shayne Caple
Job title: Head of Underwriting Services
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