The insurance industry is currently navigating a period of significant transformation, driven by rapid advancements in AI and new technologies. But in an environment increasingly dependent on speed, innovation, and real-time data, a critical challenge emerges: how do carriers maintain proper oversight of insurance programs without stifling creativity?
For QBE North America, the answer lies in specialization. Jim Haggerty (pictured), head of commercial programs, champions a go-to-market strategy centered on collaborating with niche program administrators who bring deep, specialized knowledge, unique technology, and tailored approaches that generalists often lack
“Specialists leverage innovation - through technology, products, rating algorithms, and services - to disrupt or outperform in the market,” added Haggerty. “We evaluate how they are leveraging their specialist expertise to differentiate themselves in the marketplace.”
The focus on specialization is part of a broader strategy to build long-term, performance-driven partnerships, Haggerty said, pointing out success doesn’t begin with underwriting or policy issuance, it starts well before that in how QBE evaluates potential partners and lays the foundation for mutual growth.
“We invest the time to understand their business,” he explained. “If there’s a mutual fit, we then proceed with a very robust due diligence process.”
That due diligence is far more than a checkbox exercise. It’s designed to ensure that both parties enter the relationship with clear expectations and aligned goals.
“When you start off the relationship that way, it really helps reinforce the partnership,” he said. “It creates transparency.”
This foundation allows QBE to step back once the program is up and running but nonetheless remain involved. The balance between independence and accountability is managed through regular dialogue and data sharing.
“We build in a feedback loop - sharing data, assessing market risks, and identifying opportunities to strengthen the relationship,” Haggerty explained.
And this need for a collaborative model is only increasing as the insurance marketplace becomes more fragmented and competitive.
“Specialist program administrators are often equipped with advanced technology capabilities or unique distribution channels that would be difficult or costly for us to access directly,” he said. “They scale quickly, often within three years, because they have the right products and broker relationships.”
Speed to market is another plus in the program space. Time-to-launch expectations have shifted dramatically, pressuring carriers to onboard programs faster without sacrificing control or due diligence.
“Speed to market can mean different things,” Haggerty clarified. “From an onboarding perspective, some carriers claim they can go from initial conversation to issuing policies in just one or two months.”
Here, QBE takes a more measured approach, balancing efficiency with realism.
“We take a practical approach with clear timelines,” he said. “We assess capabilities, conduct due diligence, and then proceed to onboarding which typically takes a couple of months. This ensures speed to market while maintaining transparency and efficiency, so we stay aligned on goals and expectations.”
What’s more, technology further underpins the model’s success in determining onboarding speed and operational success moving forwards.
“Whether the broker is leveraging its own platform or our technology systems, our goal is create a seamless experience that empowers brokers and delivers exceptional value to policyholders,” added Haggerty.
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This article was created in partnership with QBE.
