CFC is in the midst of a sweeping organizational transformation, one that spans multiple departments and business functions. Daniel Keeler (pictured), head of digital underwriting, joined the company just seven months ago, but he has already witnessed the breadth and depth of change underway.
“Honestly, at least half of the departments are transforming in some way,” Keeler said. “There are pockets of innovation across the business, all driven by one overarching goal: transformation at CFC. What really sets us apart is that we’re not operating in silos. People see the upstream and downstream impacts of change, but they also take ownership of their slice of the pie.”
A prime example of this approach is the company’s product strategy. Keeler explained that the products team is redefining coverage structures to bring clarity and better benefits to customers. “It’s about creating a new product structure that will serve as a unique selling point for CFC,” he said. “What’s remarkable is the way teams rally around this initiative. Rather than small, isolated changes, we have real organizational transformation that is structured and collaborative.”
At CFC, transformation isn’t the responsibility of a single innovation department. Instead, every department head plays a role in driving change, aligned with a central innovation and change leadership function. “George Beattie, our head of innovation, spurred the initial ideas, but each department head now acts almost as a head of innovation for their area,” Keeler said. “It’s a true team-sport approach. We’re all pulling in the same direction, but each team contributes ideas, improves processes, and executes in their domain.”
This structure is unusual. Many companies centralize innovation, placing both responsibility and execution on a single leader or department. At CFC, the innovation spearhead sets the vision, while department heads rally teams to implement meaningful change. “It’s refreshing to see transformation executed this way,” Keeler said. “Everyone has agency and accountability, and that drives engagement and creativity across the organization.”
Technology transformation presents one of the biggest challenges. “Implementing new platforms while keeping incumbent systems operating is a delicate balancing act,” Keeler said. “Transformation takes months or years, but the business can’t stand still. We’ve had to make careful prioritization calls to evolve capabilities without disrupting day-to-day operations.”
CFC’s solution is a measured, strategic approach, particularly in digital trading. Keeler explained that a dedicated team is focused on evolving digital trading capabilities over the next two years, ensuring broker service remains seamless while the company prepares for its new technology platform. “We’ve scoped out what is agnostic to the future state, so we can keep moving while building the world we want,” he said.
For CFC, digital trading covers all business traded through the company’s proprietary platform, Connect, or via API and integration partners. It encompasses underwriting, operations, and broker engagement. Keeler emphasized the importance of clearly defining what a technology solution must deliver before engaging third-party providers.
“Knowing your requirements at the outset is half the battle,” he said. “Once that is clear, a robust, unbiased proof-of-value or RFP process ensures partners are capable, experienced, and aligned with our goals. Finally, we look for alignment in values and ways of working. Like-minded partners deliver more impact because their culture and approach integrate seamlessly with ours.”
Keeler highlighted three key principles that guide CFC’s approach to selecting third-party partners:
Keeler’s observations underscore a larger trend: organizational transformation is not just about technology, but about people, culture, and collaboration. CFC’s approach—pockets of innovation amplified through a team-sport structure, supported by thoughtful technology and partner selection—illustrates how a scaling insurer can evolve while remaining nimble and customer-focused.
“Transformation is not a single project or department. It’s a continuous journey where every team contributes, every process evolves, and every partnership is strategic,” he said.
