Howden’s entry into the United States market represented more than a geographic expansion for the heritage UK brokerage; it signaled a fundamental operational shift. For Dale Krupowicz (pictured), head of operations for Howden US, private client, the mandate was not merely to facilitate coverage but to dismantle the traditional transactional model of the high-net-worth sector.
Established in 1994, Howden has long been a dominant force in the UK and international markets. Its arrival in the US space, however, followed a decade of strategic planning culminating in a push to build a modern operating model from the ground up. According to Krupowicz, the goal was to integrate risk management and data-driven insights into every step of the client journey, moving beyond the industry’s legacy focus on simple policy placement.
“Traditionally speaking, personal insurance – especially high net worth – has been a transaction-first business, but we’re flipping the switch on that,” Krupowicz said. “We are looking at the client from an entire risk architecture rather than just their insurable exposures.”
The transformation relied on a three-pronged strategy: operational efficiency, client experience, and scalability. Krupowicz noted that in a market as competitive as the US, speed and accuracy were the baseline. The real differentiator lay in how the client perceived the broker’s role.
“We want to differentiate ourselves by having the client view us as a risk advisor first and their broker second,” Krupowicz said. “As we build this out nationally, we want to make sure we don't sacrifice accuracy, compliance, or any other service quality.”
She emphasized that, as the new strategy takes shape, one of the key indicators of success in the first 12 months will be demonstrating consistent growth. Drawing on a guiding principle from the group’s founder - “Look after our people, they’ll look after our clients, and the money will look after itself” - she noted that success will come from building a stable portfolio, writing high-quality business and maintaining strong bind ratios as the foundation for that growth.
To achieve this scale without compromising service, Howden invested heavily in a hybrid technology stack that combined proprietary data models with external AI solutions. The firm actively vetted partners in the insurtech space, looking for tools that could seamlessly integrate into their ecosystem rather than creating data silos.
“We will absolutely be working with a lot of outside providers, with AI tools and with things from risk resiliency to workflow automation,” Krupowicz said. “The key is that they have our same philosophy around risk and resilience.”
Specific areas of focus included wildfire prevention and hurricane-related tools – critical components for high-net-worth portfolios in vulnerable US regions. However, Krupowicz acknowledged where there may be some limitations of commercial off-the-shelf solutions. Where market data fell short, the firm has started to build its own IP.
“Alongside using external AI solutions, we’re building our own IP, from tools that help us collect and use data more effectively to manipulating and mapping data. It all connects into our digital backbone, which will let us move and use data instantly across the business,” she said. “We believe that our proprietary insights will be something that you just can’t get out in the market.”
Effective transformation required buy-in from those closest to the client. To ensure new tools actually solve real-world problems, Howden implemented a collaborative design model. Technology teams, operations leaders, and frontline risk advisors meet regularly in “huddles” to co-design processes before they are deployed.
“We have created a model where technology, operations, and frontline risk advisors are getting together on a regular basis and co-designing what we're going to do right from the beginning,” Krupowicz said. “Executive leadership is involved in those.”
This feedback loop allowed the operations team to identify gaps – or “voids” – in efficiency and rapidly vet solution providers that could fill them. Krupowicz described it as a pursuit of “speed to value.”
The collaborative approach is supported by platforms like Viva Engage, which the firm uses to maintain connectivity across its global offices. Krupowicz also offered examples of interoffice collaboration with colleagues in Dubai connecting instantly with US counterparts to solve market access issues, illustrating how a social-style platform could drive business outcomes.
“Everybody is keeping the ultimate goal in mind,” Krupowicz said, “which is using innovation and data to bring our clients the best experience we can.”
