For Luke Solomou (pictured), Marsh McLennan Agency’s (MMA) chief operating officer, the mandate for company-wide digital transformation is clear: simplify the operating model while unlocking data-driven productivity.
Over 15 years, MMA expanded into a multi-billion-dollar business through strategic M&A and organic growth. With that growth it also inherited a diverse range of existing systems and technologies from acquired agencies. While those tools served their teams well for the time, they also introduced operational complexity - and made clear the need for consistency across systems, processes, and the client experience.
The centerpiece of that effort is the rollout of a single agency management platform, Applied Epic. The system is intended to create a unified client interface and consolidate data into a single environment. Solomou said this “single pane of glass” not only standardizes workflows but also establishes a scalable data asset that can be leveraged for both operational insight and commercial advantage.
Beyond platform optimization, MMA has focused heavily on operational efficiency as a precursor to innovation. The firm is rationalizing its application landscape, reducing a sprawl of approximately 600 systems, and streamlining vendor relationships to eliminate duplication.
This operational reset is not purely about cost reduction. Solomou positioned it as enabling capacity for higher-value work. “We have to do all the basics,” he said, emphasizing that removing inefficiencies creates the foundation for technology-driven growth.
A notable differentiator in MMA’s approach is its use of captive delivery centers rather than reliance on a single outsourcing partner. By shifting work from legacy providers into its own global centers, MMA aims to retain control while achieving scale efficiencies.
At the same time, the firm is investing in internal engineering capability. A team of more than 20 engineers is being built within Marsh’s innovation center in Ireland, tasked with developing targeted solutions tied directly to revenue growth.
With the operational groundwork in place, MMA is focusing on tools designed to increase producer productivity. The emphasis is not on broad experimentation but on specific, high-impact use cases identified through market scanning and internal analysis.
Solomou cited coverage-gap analysis, quote comparison, and contract review as priority areas. These functions, traditionally manual and time-consuming, are being automated to provide producers with data-driven recommendations. “That’s the whole name of the game: driving growth and increasing the productivity of our 2,800 producers,” he said.
The firm has drawn insight from existing digital-native offerings available on the market, inspiring new strategies and technologies that fit within the MMA workflow. These benchmarks have helped MMA prioritize technologies that directly influence sales velocity rather than incremental process improvements.
Automation of data ingestion, according to Solomou, is another major focus area, given it’s potential to minimize duplicative efforts and free up capacity for client-facing activities.
Beyond P&C, MMA is also developing digital platforms for employee health and benefits and expanding capabilities for Private Client Services. These initiatives reflect a broader strategy to diversify growth drivers while improving client engagement through technology.
MMA’s deployment model for new technology follows an iterative, pilot-led approach. Tools are initially rolled out to small user groups, with feedback gathered daily and refinements made continuously before broader scaling.
“We’re trialing and running before we fully deploy,” Solomou said, underscoring the importance of measurable outcomes.
Performance is assessed using pre- and post-adoption metrics, including sales velocity and new business generation per producer. This data-driven approach allows the firm to quantify the impact of specific tools and adjust accordingly.
However, technology implementation is only part of the challenge. Change management remains a critical factor, particularly with such a large workforce to tailor communication to. While Solomou acknowledged this complexity, he expressed confidence in adoption, citing strong demand within the industry for tools that simplify workflows.
Integration with legacy systems presents another hurdle. MMA continues to navigate the technical complexity of connecting new platforms with older infrastructure while building a cohesive data architecture. Investment in data leadership is intended to address this, ensuring that the firm can fully leverage its consolidated data environment post-Epic.
Leadership has also been strengthened with senior hires, including veterans from AIG and Oliver Wyman, alongside a long-tenured transformation leader from Accenture, Carrie Lonze, to serve as MMA’s chief information and digital officer. These additions reflect MMA’s recognition that execution capability is as critical as strategy.
MMA’s approach blends internal development with selective external partnerships. Solomou described this as a “build and buy” model, combining proprietary engineering with targeted insurtech collaborations. “I don’t think any company should be solely focusing on one versus the other,” he said.
As MMA moves through this phase, its transformation strategy reflects a broader industry shift: from entrepreneurial growth to integrated scale, where data, platforms, and productivity tools define competitive advantage.
