David V. Cabral is the founder and managing director of Artemis Specialty Ltd., a consulting firm that helps clients develop new products, reduce risk, improve operational efficiencies and increase profits. The company is structured to deliver the best solutions for its clients around the world through an international network of independent consultants and service providers.
Cabral is also an active participant in the insurtech ecosystem as a mentor and community builder, bridging the gap between commercial insurance services and emerging insurtech companies. He is an insurance innovator with more than 37 years of experience in global (re)insurance, building successful franchises and delivering sustained profits across multiple products, divisions and geographical territories.
Cabral holds a B.A. (Hons) degree from the University of London/School of Oriental & African Studies (SOAS), where he specialized in the comparative economic development and political analysis of China, Southeast Asia, Africa and Latin America. He is also a member of the Pan-Asia Risk & Insurance Management Association (PARIMA).
Over the past few weeks, I had the pleasure of meeting with a number of insurtech startups. Their mission? To create a customer-first company. One team is finding that customers believe insurance has more of a transparency challenge than a trust deficit – there is an increasing desire to know how their premium dollars are […]
In my previous article, I stressed that a new commercial insurance model is about breaking down existing operations and rebuilding a collaborative and innovative model. The rebuilt model would improve operational efficiencies, control costs, create innovative products, improve customer engagement experiences and produce sustained profitability. But, if you think operational silos are challenging, I suggest […]
Let’s be realistic. Managing customer requirements is expensive and exhausting with current structures for commercial insurance operations! While insurtech is currently seen as incorporating technology into an organization to produce new products or touch customers in new ways, it also must mean breaking down existing operational silos and building new, streamlined structures. Any reengineering should incorporate strategic […]