Auto liability insurance is mandatory almost everywhere in the United States. Although few motorists question the product's necessity, many are anxious about paying for it due to the growing distrust of private insurers. Many policyholders feel uncertain about whether they can rely on their insurance carriers in their hour of need. Countless horror stories reinforce the perception that insurers would drag their feet when it's time to pay or unfairly deny valid claims altogether — and get away with it.

Significant rate hikes erode any remaining goodwill American adults have toward auto insurance companies. In a car-dependent society, being forced to spend more on an inescapable auto-related expense would leave a bad taste in people's mouths. Charging higher premiums is justifiable and even vital in many cases, but is the insurance industry blameless for the public's prevailing sentiment?

An Epidemic of Excess Premiums

Car insurers had windfall profits in 2020. The pandemic compelled different levels of government to impose lockdowns to help curb the spread of COVID-19, which reduced the number of miles driven. Less vehicular traffic meant fewer car crashes and insurance claims, shrinking insurers' risk exposure overnight.

The business shutdowns and stay-at-home orders caused by the coronavirus outbreak economically affected tens of millions of policyholders. In the spirit of solidarity, auto insurance carriers provided relief to customers.

In April, over 80% of insurers announced that they would rebate policyholders more than $6.5 billion over the next two months. State Farm credited customers an average of 25% of premiums from March 20 to May 31. American Family paid customers $50 for every insured vehicle in April. Farmers Insurance gave a discount of 25%, while Progressive refunded about 20% of all premiums paid for April and May.

In addition, many insurers temporarily paused policy cancellation due to nonpayment and waived late fees in the spring of 2020. Most premium relief programs ended in June, but some providers continued to entertain requests for flexible payment plans or similar concessions on a case-by-case basis. They were particularly considerate of financially distressed customers, especially those furloughed or laid off.

The Consumer Federation of America (CFA) welcomed the news. The nonprofit noted that car insurers would've overcharged customers whose premiums were based on driving 1,000 miles monthly and imposed rates considered unreasonable due to the sharp decline in vehicular accidents had they not returned a portion of their revenue to policyholders.

While the premium givebacks were a positive gesture from the industry, the CFA claimed that auto insurers shortchanged policyholders. In August 2021, the pro-consumer group and the Center for Economic Justice (CEJ) analyzed the insurance providers' premiums and claims data. They found that the companies collected $42 billion in windfall profits and returned less than a third of them to payers.

About $30 billion in excess premiums remained in the insurers' coffers. The CFA and CEJ claimed that the insurance carriers used the money to inflate the payouts to their senior executives and stockholders.

Government Inaction — Regulators Becoming Bystanders

The CFA and CEJ had been vocal about the possibility of excess premiums as early as March 2020. The organizations foresaw that the then-current insurance prices would be too high when governments prohibited people from moving freely across jurisdictions.

Granted, the COVID-19 outbreak was a black swan event, and no underwriter could have predicted that American roads would be virtually empty for an extended period. However, the regulators could have stepped in and ordered car insurers to return some of the premiums they raked in during the early months of the pandemic.

The CFA and CEJ wrote letters to state insurance regulators tasked with ensuring rates aren't excessive throughout 2020, urging them to take action and require car insurers to return more of their profits. However, the warnings were brushed aside. The consumer advocates asserted that virtually all regulators did nothing to stop insurance companies from pocketing excessive premiums.

A Stern Counterstatement

The American Property Casualty Insurance Association (APCIA), the national trade association representing auto, home and business insurers, denied the findings of CFA and CEJ and called them misinformation.

In a statement released a day after the CFA and CEJ's report came out, APCIA Vice President David Snyder said everything about the consumer advocates' analysis was incorrect. Snyder said that most of what the CFA and CEJ label as profit was expenses paid to sell and service policies, handle claims, cover regulatory fees and pay taxes. The vice president added that auto insurer profits accounted for just 2% of each premium dollar.

Snyder explained that the number of miles driven quickly resumed to pre-pandemic levels after governments lifted the lockdowns — only this time, motorists' driving habits worsened. Data from the U.S. Department of Transportation's National Highway Traffic Safety Administration (NHTSA) backed this claim.

According to the NHTSA, fatal crashes jumped by 6.8% in 2020. About 45% of the drivers of the passenger vehicles involved were speeding, alcohol-impaired, not wearing a seat belt or any combination of the three risky behaviors.

A Period of Underwriting Losses

The property and casualty segment of the insurance industry was in the red in 2022 and 2023. Rick Gorvett, a Casualty Actuarial Society (CAS) fellow, described the two-year period as part of the insurance business's multiyear cycle. The market was soft, partially driven by competition and the ebb and flow of alternative risk management mechanisms.

Supply-chain disruptions contributed to the underwriting losses. The pandemic exacerbated the existing chronic semiconductor shortage due to lockdown-related production downtime, consequently limiting new vehicle production. Lower car inventories drove up the cost of new and used automobiles, ultimately increasing the value of assets insurers have to cover. Rising repair costs due to modern vehicle designs added more burden to insurance companies.

Gorvett pointed out that the social factors, like increased litigiousness, inflated insurance losses. A 2024 joint study by Triple-I and the CAS found that auto liability losses and defense and cost containment expenses spiked by $76.3 billion to $81.3 billion from 2014 to 2023 due to the involvement of billboard attorneys in claims and considerable tort awards.

A Loss-Loss Scenario

The U.S. Bureau of Labor Statistics said that vehicle insurance prices skyrocketed by 17% in 2023 year-over-year, outpacing those of food away from home, housing and electricity by a mile.

Such inflation happened at a time when car insurance underwriters were seeking sustainable rate adequacy levels. Considering that a 2019 study revealed that Americans already overspend about $37 billion yearly on auto insurance, the 2023 figure meant that car-related expenses made up a larger chunk of household budgets.

Elevated crime rates also fueled the 2023 premium hike. 2022 was the worst year for vehicle theft since 2008. Data from the National Insurance Crime Bureau showed that thieves stole over 1 million automobiles that year, some of which ended up in the hands of vehicle traffickers operating in foreign countries.

Underwriters had to factor crime rates into the equation. Underwriting decisions affected customers living in hot spots, whether or not they had fallen victim to car theft.

So consumers and insurers both lost.

The Post-Pandemic Premium Surge

Since the pandemic, 2024 has been the most profitable year for personal auto insurance carriers. The industry segment recorded a net combined ratio of 95.3 and posted a 13% increase in net written premiums year-over-year.

Pundits credited the improvement in underwriting performance to pricing realignment. Efforts to align auto insurance prices with soaring risk levels and implement more effective control loss measures paid off.

Low claim frequency was another 2024 highlight. While the number filed remained below pre-pandemic levels, claim severity was high. Shifting attitudes toward car insurance can explain these two phenomena.

The Jerry 2025 State of the American Driver Report revealed that more consumers are motivated to shop around after seeing rates balloon by over 50% over the past three years. In 2024, 55% of motorists sought better deals in the past 12 months, and some changed vendors to obtain more affordable rates.

Moreover, many drivers bought less coverage and agreed to higher deductibles to lower their premiums. These decisions suggest that more policyholders are keener on filing claims to cover larger losses. Prudent consumers know their claim histories can drive up their future rates, so they only want to call their insurer when it counts the most.

Increasing Auto Insurance Rates Legally

The compulsory nature of car insurance policies makes premium hikes unpopular at best and controversial at worst. Policyholders almost always feel the pinch, regardless of whether auto insurance turns a profit. Judging by how effective the legal system can be when compensating the insured, insurers must navigate the regulatory landscape carefully to raise premiums accordingly without breaking the law.

Independent insurance agencies are operating under pressure unlike ever before. Customer expectations are shifting rapidly toward digital, always-on service. The talent pool is tightening as seasoned producers retire and fewer younger professionals enter the field. And direct-to-consumer players as well as digital-first aggregators are compressing margins and encroaching on traditional distribution territory. In this environment, "business as usual" is no longer enough. Agencies must modernize or risk being left behind.

The good news: Artificial intelligence (AI) is not simply a buzzword. When done right, it can become foundational to how agencies operate, liberating teams from administrative burden, enabling deeper relationships, and powering smarter revenue generation. And for independent agencies that embrace transformation, it can mean resilience in a turbulent market.

Why Now?

We see several converging forces making AI not just helpful, but essential, for agencies.

Let's start with talent constraints. Industry data shows that fewer than 25% of insurance professionals are under 35, and within the next decade or so, half the workforce may retire. With fewer experienced staff members and increased pressure on the remaining staff, agents are challenged to allocate their time to what matters most.

Second, the workflows of our industry are still heavily reliant on repetitive tasks — policy checking, reconciliation, submissions triage, renewal data entry, and servicing follow-ups, to name a few. These are necessary, but they absorb time that could otherwise be spent on the complex, value-generating work of advising clients, developing relationships, and growing the book.

Third, the competitive landscape now rewards speed and precision. Clients expect the same friction-free experience they get everywhere else. Carriers are more likely to prioritize more efficient agency partners. And digital competitors are not slowing down. In this environment, agencies that still run on time-consuming, manual workflows are at a structural disadvantage. Efficiency is no longer optional. It is a requirement to be competitive.

When we recommend AI for agencies today, we're not offering aspirational, "maybe someday" theories. We're talking about a prerequisite to transform capacity, accuracy, and human focus.

Vertical AI: The Right Kind of Intelligence

It's important to clarify what we mean by "AI," as there's a big difference between horizontal and vertical AI. Vertical AI is industry-specific models trained on the terminology, workflows and data of insurance. Horizontal AI is generic, one-size-fits-all models like ChatGPT that don't understand how agency workflows work or what a "policy binder" is, for instance.

Why does that matter? Because workflows in insurance are deeply nuanced. Carriers have different requirements, agencies follow complex servicing and renewal paths, and the relationships between client, agent and underwriter are built on trust and insight. Generic AI may automate some tasks, but it often misses the context that drives value in our world. Vertical AI, by contrast, is designed to comprehend insurance-specific data, pinpoint coverage gaps, analyze risk patterns across a book, and seamlessly integrate into agency systems.

Agencies investing in AI-enabled, insurance-specific workflows can realize meaningful gains. In fact, our research concludes:

• Automating many manual tasks can free up 40-50% of an agent's time.
• AI-based renewal and cross-sell suggestions can boost cross-sell revenue by 20-30%.
• Reducing risk of errors and omissions by automating validation and data entry can cut operational mistakes by up to 90% in certain processes.

These aren't abstract numbers. They represent capacity unlocked, risk mitigated, and revenue uplift realized.

From Admin to 'Hero Work'

Here's where the transformation starts to feel concrete.

Imagine your average producer or account manager spends 10-20 hours per week on administrative tasks, including checking policies at renewal, chasing missing information, reconciling commission statements, and updating client profiles. Now imagine if a significant portion of that load is shifted to automation via vertical AI that understands your book of business, flags data gaps, pre-populates forms, surfaces cross-sell opportunities, and automatically updates the system.

That freed time can be re-invested into meaningful client conversations, strategic risk reviews, proactive outreach, renewal strategy, expanding existing accounts, building trust and loyalty – what we call "hero work." The human element doesn't disappear. It's amplified as agency staff migrates from order-takers to advisors.

When producers and service teams are focused less on "keeping the lights on" and more on value creation, the agency's relationships strengthen, the book grows, the retention rate improves, and profitability follows.

Resilience Enabled

What is resilience in this context? It's more than survival. It's the capacity to absorb disruption and convert it into advantage. And vertical AI sits at the heart of that capability.

Unlocking agent capacity creates room for people to evolve into higher-value roles as the workforce ages and expertise retires. Instead of trying to replace institutional knowledge one-for-one with new hires, AI takes on the repetitive load so existing staff can be trained and redeployed into the "hero work" that a retiring generation used to do. Automating administrative bottlenecks reduces error risk and rework, and it gives teams the time and space to build new skills while still delivering day-to-day performance.

Shifting people toward relationship work creates differentiation in a commoditized market. Direct and digital competitors may offer price, but they rarely replicate trust, insight, and service depth. An agency whose team is equipped — via AI — with the insights to talk to clients about risk trends, coverage gaps, emerging exposures, and value beyond price is one that can build stickiness.

Leveraging vertical AI's ability to identify emerging cross-sell and upsell opportunities using enriched data from public sources, your own book, and insurer signals, builds not just cost savings, but new revenue streams. That mix of operational efficiency plus revenue growth is the essence of resilience.

The Bottom Line

Independent agencies—and the people who lead them—face a choice: continue investing human effort in low-value administrative tasks or redirect that effort toward relationships, strategic advisory, and differentiated service. Vertical AI makes the latter possible.

When you move your teams from admin to hero work, you're investing not just in efficiency, but in resilience. You'll build an agency that can weather talent gaps, margin pressure, and digital disruption. You'll foster the kind of business that doesn't just survive change—but thrives because of it.

We believe deeply that the future of the independent agency distribution channel will belong to agencies that enable their staff to focus on hero work. AI and its impact are no longer theoretical. It is available today to relieve people of admin tasks and put their time back on value. The reward is an agency poised for growth, differentiation, and resilience. When your people spend less time processing and more time advising, you position your business not just for tomorrow but for the next decade of success.

According to a recent report, commercial auto insurance underwriting losses continue to climb.

As brokers and agents work with their clients, it's important they stress approaches that can enhance insurability and help manage costs. There are three major ways to do this:

• Create policies and procedures for driver screening, training and monitoring.
• Leverage technology to ensure drivers are making safe choices.
• Maintain and inspect vehicles on a regular basis.

Driver screening

While safety features are an excellent addition to modern vehicles, they ultimately can't make up for poor driving behaviors. To stay safe on the road, organizations must select drivers who have an exemplary motor vehicle record (MVR).

But maintaining safe drivers does not stop with the selection process. Employers must offer annual training programs and provide continuous monitoring (such as telematics) to ensure drivers are operating vehicles safely. It's all too easy for a driver to become complacent—especially when it comes to distracted driving.

In particular, training programs should stress no cell phone use while driving. In recent years, that has become one of the key causes of crashes. Organizations also should establish procedures their drivers can follow for breakdowns, accidents and adverse driving conditions.

Innovations in technology

In recent years, the auto industry has come far with innovation in technology. Organizations can use this technology to identify risky driving habits and offer drivers more high-level safety features that reduce the risk of a crash. Some of the most prevalent safety features include:

• Telematics – With this technology, a device installed in a vehicle collects data from the vehicle's sensors, such as speed, location and engine status. Some telematics systems provide an alert to the driver when they are exhibiting poor driving behaviors; these alerts help correct behaviors immediately, which is preferred. Telematics data is ultimately transmitted to the driver's employer, who can track how fast they are driving, what their braking habits are and how much fuel they're consuming. Telematics can be especially helpful for usage-based insurance, which bases a company's premiums directly on its drivers' habits.

• Back-up and 360-degree cameras – Many vehicles are equipped with this safety feature now. In fact, it has become so prevalent that if an organization has vehicles without a camera, it should consider replacing them. These features enable a driver to view the surrounding area when backing up and reduce blind spots. This can help prevent fender-benders in busy parking lots and potentially reduce insurance premiums.

• Tire pressure monitoring systems – These systems, too, are extremely common in vehicles. They can alert drivers to rapidly changing air pressure in the tires, which may be the result of a nail, screw or other foreign object that has punctured the tire. Under-inflated tires are more prone to blowouts, which may lead to serious accidents. These monitoring systems are vital to decreasing the risk of a crash.

• Advanced driver assistance systems (ADAS) – Collectively, these technologies in a vehicle can help drivers make safe decisions and alert them to hazards. They include:

• Lane departure warning – alerts driver if vehicle is drifting out of its lane.
• Lane keeping assist – corrects steering to keep vehicle in its lane.
• Automatic emergency braking – automatically applies brakes if it detects a potential collision with objects ahead of the vehicle.
• Adaptive cruise control – adjusts vehicle's speed on cruise control to keep a safe distance from the vehicle ahead.
• Blind spot monitoring – alerts driver if a vehicle is in its blind spot.
• Forward collision warning – warns driver of imminent collision with another vehicle or object.

• Night vision and pedestrian detection systems – In low-light situations, these systems use infrared cameras and sensors to detect people and animals.

• Electronic stability control – In icy or wet conditions, this system applies brakes to specific wheels if it detects they are skidding.

• Side-impact airbags and other airbag systems – Studies have shown that side airbags can dramatically reduce a driver's risk of severe injury and death. So if there is a crash, the driver is much less likely to be injured or killed.

Vehicle maintenance

Another important way organizations can help manage vehicle insurance costs is by making routine checks part of their policies and procedures. They can do this by:

• Creating and sticking to a scheduled maintenance plan – refer to the owner's manual for recommended maintenance checks.
• Mandating pre- and post-trip inspections – this includes tires, lights, brakes and fluid levels.
• Establishing clear reporting procedures that ensure small problems don't turn into major hazards – drivers should be required to report anything out of the ordinary.
• Requiring emergency preparedness – all vehicles should be equipped with jumper cables and a complete emergency kit.
• Conducting seasonal maintenance checks – this includes swapping to snow tires for the winter and changing windshield washer fluid.

If organizations make a genuine effort to address the above suggestions, they can help make themselves more insurable and significantly reduce their likelihood of needing to file a claim.

Ransomware isn't just another IT headache. It has become one of the most disruptive business risks of the last decade, with the average ransom demand soaring to $2.7 million in 2024—nearly triple that of the previous year. As attacks escalate, cyber insurance has emerged as both a financial safety net and a source of controversy. Critics argue that guaranteed payouts fuel the ransomware economy, while insurers counter that they provide the expertise and resources companies desperately need to recover. So, is cyber insurance helping or hurting? The answer, as usual, is more complicated than it appears.

One of the biggest misconceptions about cyber insurance is that carriers simply cut a check when ransomware strikes. In reality, insurers are often the calmest (and most experienced) voice in the room. Backed by thousands of claims, they know when paying is the only path forward and when it's a mistake. They bring in seasoned negotiators, navigate legal landmines, and keep the process grounded in facts rather than fear. For a company facing permanent data loss or days of costly downtime, that kind of expertise can be the difference between bouncing back and going under. Insurers also have a vested financial interest in the outcome, but their depth of experience allows them to make rational, non-emotional decisions when clients feel like the sky is falling.

The Strategic Blind Spot in Cyber Insurance

Despite its critical importance, cyber insurance purchasing decisions are often made without the full involvement of those best equipped to understand cyber risk. Too often, financial and legal teams drive procurement with limited input from CISOs and security teams.

This disconnect can leave companies exposed to coverage gaps they only discover after an incident. Common blind spots include social engineering attacks and third-party breaches—threats security leaders know are likely but may not be properly accounted for in policies. If CISOs, finance, and legal teams collaborated earlier in the buying process, companies could align coverage with real-world risk scenarios and avoid costly surprises. One simple but overlooked practice is to run realistic attack scenarios—like a phishing scam or a third-party outage—against your policy to confirm how coverage would actually respond.

Cybercriminals move fast. Insurance carriers, bound by regulatory requirements and the slow process of drafting and approving new policy language, struggle to keep up. While the industry has made strides in adapting to emerging risks, there is always a lag. Threat actors do not need regulatory or internal approval to change tactics. Carriers do.

That doesn't mean insurance is standing still. Carriers are increasingly clarifying how they handle new exposures, from artificial intelligence to evolving ransomware techniques. But the structural lag is unavoidable for most insurance carriers—and it means businesses must recognize that cyber insurance may always be a step behind the threat landscape.

Navigating Exclusions: "Acts of War" and Beyond

Few topics generate as much anxiety as exclusions. "Acts of war" clauses, in particular, leave many companies wondering whether they would be covered if a state-sponsored attack hit their systems. The reality is nuanced. Some carriers have introduced coverage for acts of war, while others continue to exclude them. A similar pattern is now emerging with AI-related risks, with carriers taking divergent approaches.

The best way to evaluate these complexities is by working with a broker who specializes in cyber insurance. Generalist brokers may be able to place a property policy, but cyber requires expertise and constant monitoring of an evolving market. Specialized brokers can help businesses benchmark their coverage, identify gaps, and secure policies that align with their risk profile. Specialized brokers can also pressure-test policies against evolving risks and flag areas where different carriers take very different stances.

Shifting Responsibility Back to Businesses

It's tempting to blame cyber insurers for coverage disputes, but in most cases, the real issue lies in misunderstanding. In fact, most coverage disputes stem not from insurers refusing to pay, but from policyholders assuming protections were included when they never were. Better outcomes come when organizations bring more stakeholders into strategy discussions and lean on specialized brokers to navigate a complex market.

Cyber insurance is neither a silver bullet nor the villain some portray it to be. It is one component of a larger resilience strategy—one that needs to be aligned with security investments, risk appetite, and operational priorities. When used correctly, insurance can reduce chaos, accelerate recovery, and provide much-needed expertise in moments of crisis. When misunderstood or misapplied, it can leave businesses exposed and frustrated.

The future of ransomware defense will require collaboration: between CISOs and CFOs, between insurers and clients, and between the public and private sectors. Only then can cyber insurance fulfill its role as a stabilizer rather than an accelerant in the ransomware economy.

With organizations facing a continually evolving landscape and the challenges that arise in operating a business, securing and retaining good employees, and trying to shield themselves from a far more litigious environment than ever before, the need for employment practices liability insurance (EPLI) is finally raising eyebrows—the quiet and unassuming coverage that speaks volumes. Employees are increasingly aware of their rights and more willing to challenge perceived violations, from harassment and retaliation to discrimination and wage-hour disputes. The costs and frequency of litigation have risen exponentially, and the once-safe mindset of "what we've always done" no longer insulates organizations from legal or operational risk.

How We Got Here

Over the past several decades, the legal landscape for employment rights has expanded dramatically. Since the Civil Rights Act of 1964, additional legislative acts have been introduced—such as the Americans with Disabilities Act, the Age Discrimination in Employment Act, and, most recently, the Pregnant Workers Fairness Act of 2024—that have ensured strengthened protections for employees. While these laws have improved workplace conditions, they have also increased the complexity of compliance, making EPLI more essential than ever.

Commonly identified misconduct and harassment that could give rise to claims include discrimination based on age, race, sex, religion or disability; harassment and sexual harassment such as hostile work environment or unwelcome conduct; wrongful termination through violations of law or contracts; retaliation in the form of actions that cause one to feel punished for exercising their rights; and third-party interactions such as with customers, vendors or contractors that allege discriminatory or harassing behavior from an organization's employees.

Emerging practices, like the use of biometric and genetic data for identification, have introduced new exposures to consider. In 2008, the State of Illinois enacted the Biometric Information Privacy Act, which ensures recourse to individuals when their biometric identifiers such as fingerprints, facial recognition, DNA, palm print, retina scans are collected, used, and stored by private entities. Both biometric and genetic information are now considered protected classes, adding another layer of risk for employers navigating modern compliance. This evolving environment is exactly why Employment Practices Liability Insurance (EPLI) has become such a critical safeguard for organizations of all sizes.

How Does EPLI Protect Businesses?

Without EPLI an organization may be forced to absorb the full cost of litigation, settlements, or judgments on its own. The financial impact of an EPLI claim can be devastating (sometimes beyond repair), threatening not only an organization's ability to continue operations but also its reputation and long-term recovery.

Defense coverage is one important benefit of a standard EPLI policy and can be triggered even if the complaint is groundless. For businesses, EPLI may be a form of balance sheet protection.

Employers today are not as insulated as they once believed, especially smaller organizations that may underestimate their obligations or the potential impact on their financial stability. The unforeseen is already revealing itself in subtle "red flags" that, left unchecked, can quickly evolve into costly lawsuits.

Lawsuits may allege denying promotion to employees due to age, or an employee dispute claiming failure to pay overtime or duty misclassification may turn into a wage-hour lawsuit. Complaints could include an employer's operations being ceased due to employing undocumented migrant workers, or an employee could sue because of biometric data improperly safeguarded. An EPLI broadened policy can address fines and legal fees and provide the pre-claim and post-claim resources employers need.

Looking Ahead: Protecting the Evolving Workforce

The evolution of employment law continues, driven by changing workplace norms, remote/hybrid models, artificial intelligence, hiring and termination practices, and new legislation. For example, emerging litigation related to algorithmic bias in hiring tools is already attracting attention.

We emerge from history with practices for a better future. As society and laws evolve, new challenges will emerge. Employers who proactively protect themselves with EPLI are better positioned to survive and thrive through those challenges.

In Summary

Employment Practices Liability Insurance is intelligent risk management. As we've seen, the workplace has evolved dramatically. New laws, new technologies, and new employee expectations have reshaped what it means to be an employer today. These shifts have also created more opportunities for liability. EPLI provides organizations with balance sheet protection in an environment where litigation and reputational risks are only growing. Employment law will not stand still, and neither should your protection strategy. If your business is not yet covered, now is the time to act to safeguard your operations, your people, and your financial future.

A study conducted by our colleagues at the Insurance Information Institute (Triple-I) and by the Casualty Actuarial Society found that legal system abuse and related litigation trends contributed to between $231.6 billion and $281.2 billion in increased liability insurance losses over the past decade.

That elicits a WOW from me. We've all been aware of social inflation for years now, and I've certainly read (and published) a lot about third-party litigation funding and new tactics by plaintiffs lawyers, but I had no idea the dollars involved were that large. 

Let's take a look at the report — and at some ways the insurance industry can fight back.

I won't be a total cheerleader for the insurance industry here. We all know that insurance policies are complex, that legal disagreements occur, and that insurers can be in the wrong. Sometimes, they deserve to be sued and deserve to lose. But the treatment of insurance lawsuits as an asset class that can be packaged and sold to big money investors, the use of AI to blanket insurers with claims and overwhelm their legal departments.... Those sorts of tactics, for me, cross the line into abuse. 

The report, Increasing Inflation on Liability Insurance – Impact as of Year-End 2024, found that "rising jury awards, litigation financing and evolving legal dynamics have driven higher claims costs and defense expenses" that have increased insurers' claims costs far beyond what economic inflation would lead you to expect. By category, the findings are:

• Personal Auto Liability: Legal system abuse and inflation increased losses and defense and cost containment by $91.6 billion–$102.3 billion, or 8.7%–9.7% of booked losses.
• Commercial Auto Liability: $52 billion–$70.8 billion, or 23%–31% of booked losses.
• Other Liability – Occurrence: $83.4 billion–$103.3 billion, or 27%–34% of booked losses.
• Product Liability – Occurrence: $4.6 billion–$4.8 billion, or 27%–28% of losses and DCC.
• Total: $231.6 billion - $281.2 billion

Claim severity, not frequency, is driving the rise in costs. "While the number of claims has generally declined, the average cost per claim has soared," the report says.

Those increased costs translate, of course, into higher premiums, so it's not just insurers who are losing. The broad population of policyholders is, too.

What can be done? 

In the long term, the sort of work that the Triple-I is doing to highlight abuses feels like the answer. Getting state legislatures to require the disclosure of third-party litigation financing, for instance, would go a long way toward changing public perception. Suits against insurers have historically been seen as little guy versus deep pockets. Increasingly, though, the kind of third-party money being thrown into lawsuits means the contests are between big money and insurers struggling to keep premiums reasonable— a hot issue especially in the wake of COVID's disruptions and now in the face of hefty tariffs. The change in perception could influence juries that otherwise would be inclined to award "nuclear" verdicts against insurers. 

In the short term, insurers can also use data analytics, including AI, to fight back, in ways laid out in four articles that Taylor Smith and John Burge have published with ITL in the past two years.

In the first, they show how "The Plaintiff Bar Is Winning in AI" and explore how insurance attorneys can level the playing field.

In the second, "Are We Losing Our Negotiating Power?", they describe how the plaintiff bar has investigated a staggering amount of money to improve its data on claims settlements and explain how the insurance industry can catch up. 

In the third, "The Tripling of Verdict Size Post-COVID," they not only provide the data to back up that headline but get deeper into how the insurance industry can (and must) combat the data advantage that the plaintiff bar has worked so hard to build.

Most recently, in "We're Losing Billions--Before We Ever Get to Court," they argue that settlement negotiations, not the courtroom, are where the real battle is being waged — and lost by the insurance industry. They suggest new tactics.

Stay tuned. This issue will be with us for a long time, and we'll keep publishing as much smart thinking as we can find on the issue, as often as we can. This is important.

Cheers,

Paul 

Mid-market insurers today are under intense pressure to modernize. They need to build digital experiences, add AI capabilities, and upgrade legacy systems, but many are still relying on platforms built two decades ago. A recent industry report found that 74% of insurers still use outdated or legacy technology for vital processes such as underwriting, pricing, and claims.

The problem is less about the tools and more about how technology is organized and operated. Many carriers pursue three familiar paths: buy more software as a service (SaaS), hire contractors, or outsource big projects. Each may produce tactical gain, but none deliver an operating model that truly supports continuous innovation. What mid-market insurers need is a model that combines the speed of SaaS, the depth of full-time tech teams, and the accountability of managed services. That model is Technology Department-as-a-Service, or TDaasS.

Why Innovation Keeps Getting Pushed Aside

For many mid-sized carriers, the bottlenecks are technical and organizational. They may still rely on legacy policy or claims systems that cannot support rapid change. A recent survey by Gartner revealed that many insurers ranked application modernization, including replacing or upgrading legacy assets, as a top priority.

At the same time, insurers know they need AI, cloud and new digital platforms, but those need a foundation that often simply does not exist. In a survey of EU insurance undertakings, only 52% reported they already have a dedicated digital-transformation strategy in place, while 25% had none or were only developing one.

The managers and boardrooms of these firms often hear: "We need faster products" or "We need more automation." But the IT function remains focused on uptime, cost and delivery of features rather than business outcomes. Without a unified tech department that sits beside the business rather than behind it, innovation stalls.

Why Traditional Options Fall Short

Buying SaaS tools seems like a fast path to modernization. Yet every new tool still needs integration, configuration, and management. It may solve one narrow problem but it rarely changes the architecture, culture or operating model. You end up with a patchwork stack and increasing complexity.

Staff augmentation fills skills gaps. But contractors require onboarding, ramp-up time, and oversight. Once their contract ends, that knowledge often walks out the door. The organization is left with systems built by someone else, and little enduring capability.

Outsourcing large projects to system integrators is another choice. But this often shifts the burden rather than eliminates it. The vendor may build the solution, but the carrier still has to operate it and evolve it afterward. That leaves the carrier dependent, and often still without the internal structure to change rapidly.

In short, none of those models create the consistent, flexible, outcome-oriented tech team a growth-oriented insurance carrier needs.

Enter TDaasS

Technology Department-as-a-Service offers a different approach. Imagine you subscribe to a full technology department: developers, QA, UX designers, cloud engineers, security specialists, and compliance experts, all aligned with your strategy, working as your team. You don't hire them; you access them on a flexible basis. You scale up or down depending on phase, project, or business objective.

In practice, this means the carrier defines business outcomes—faster claims processing, higher customer retention, faster product launches—and the TDaasS team supports it end-to-end. They handle delivery, operations and optimization. They stay aligned with leadership rather than simply responding to tickets or vendor demands.

One regional insurer we supported had a legacy policy system and limited innovation capacity. After engaging a TDaasS model, they replatformed core applications to a cloud environment and launched an AI-driven agent portal within six months. Claims settlement improved by about 20% and IT spending dropped by roughly 15%. The tech team operated as a single entity from development to operations and compliance, accelerating value rather than fragmenting it.

Modernization Without Disruption

Replacing a legacy core is expensive, risky, and slow, and many mid-market carriers cannot afford to stop business functions while doing it. With TDaasS, you modernize in layers. You build new capabilities like microservices, APIs and front-end portals on top of your existing platform. Meanwhile, you treat the legacy core as the system of record while you gradually migrate, modernize or wrap it. Research points to this "middle-office" model for carriers unwilling or unable to perform a big-bang transformation.

Why Mid-Market Carriers Are the Ideal Fit

Large national carriers may already have big internal tech operations. Small niche insurers might rely fully on third-party stacks. Mid-market carriers live in between: complex enough to demand tailored systems, yet without the budget or scale of the largest players. TDaasS gives them enterprise-grade tech capability without enterprise overhead.

This model offers cost predictability and capacity flexibility. When you need a sprint team for a new product you scale up. When you shift to steady-state operations you scale down. You stop thinking about head-count, vendor management or internal hiring cycles. You replace that complexity with a managed function aligned with your business.

Most importantly, it alters how tech works in the enterprise. Instead of technology being a cost center measured by uptime and head-count, you start measuring it in terms of outcomes: product launch speed, customer retention, claims efficiency. That shift is what separates digital leaders from the rest.

Final Thoughts

Digital transformation in insurance is no longer optional. It is essential. Yet the path carriers adopt often determines their pace and outcome. Technology Department-as-a-Service is that model. It enables insurers to modernize their legacy platforms, integrate AI capabilities, and build digital products without being weighed down by technology debt. Over time it turns IT from a bottleneck into a growth engine. For a carrier serious about scaling innovation and doing so without paralysis, TDaasS may be the model you didn't know you needed.

Natural disasters have always strained the American landscape. In recent years, Americans have grown accustomed to watching natural disasters dominate the news cycle. The consequences extend beyond the emotional and physical burden placed on individuals and communities to financial burdens that disturb the broader economic ecosystem. According to a report by insurance broker Aon, the $126 billion in losses from natural disasters in the United States is triple the average over the last century. The total cost of damages from weather and climate disasters in the U.S. approximates $2.9 trillion (as of February 2025) over the last 45 years. The increase in these costs is driven by both the increase in natural disasters and the increase in national wealth. The increase in national wealth provides a larger pool of assets to be destroyed by natural disasters.

In response to these challenges, the implementation of federal insurance programs has played a critical role in mitigating the financial impact of such events and supporting recovery efforts. Fundamental illustrations from recent news, such as the devastation caused by Hurricane Helene in North Carolina and recurring wildfires in California, provide insight into the current financial burdens created by gaps in coverage availability and affordability.

Here, the focus lies on the effect expanded federal disaster insurance programs have on the financial security and resilience of our American communities. The economic stability of a community collapses when homes and businesses are destroyed or made uninsurable. On top of the monumental cost to rebuild a community, the mortgage markets and property tax bases shrink. With real estate providing the underlying basis for household and community wealth, the compounding effects of the deterioration of property values and tax bases can leave an entire community in financial and physical ruin.

Using the National Flood Insurance Program (NFIP) as a model can provide a valuable foundation for the expansion of the federal disaster insurance programs. The modern landscape of natural disasters expands beyond flooding to include wind and wildfire damage. Private insurers often face limitations in providing affordable and comprehensive coverage for catastrophic events. Federal insurance programs can step in to fill this gap, offering financial protection and facilitating disaster recovery for our communities.

The Financial Wounds on Communities

A community is created from many different stakeholders intrinsically related to each other through every facet of life. These primary stakeholders can be classified into general categories, including households, businesses, municipalities and the broader economy. Each of these stakeholders is burdened with financial losses in natural disasters.

Households face the immediate cost of repairing or replacing property, often while simultaneously losing their source of income. The multiplicative effect of these costs and loss of income lead to mortgage and personal debt defaults and long-term financial instability. Businesses endure similar hardships. A local hardware shop may lose inventory or have facilities damaged, reiterating the multiplicative burden of households. Businesses may never reopen, leading to job losses and reduced tax revenue for local governments.

Municipalities must repair functional infrastructure, including roads, utilities and schools while their tax revenue erodes. The reduction in tax revenue leads to new debt issuances or emergency federal aid. The broader economy feels the ripple effects of these disasters, far beyond the local or state borders. Supply chains are disrupted, and populations are displaced. Rising insurance costs further exacerbate the affordability issues when private insurers leave specific markets.

These financial wounds are not abstract. After Hurricanes Helene and Milton in 2025, North Carolina residents faced nearly $113 billion in combined damages. Many could rely on NFIP for flood protection, but wind damage forced communities into financial ruin. The popular tourist town of Chimney Rock, North Carolina took over one year to rebuild and invite visitors back. The local economy and its residents suffered throughout the entire recovery period, and effects will continue for years to come. Similarly, when wildfires scorched Los Angeles earlier that year, more than $250 billion in damages overwhelmed state safety nets, leaving homeowners exposed as private insurers raised rates by double digits or withdrew entirely.

Expanded Federal Insurance to Close the Gaps

The additional federal insurance programs could implement separate programs to cover different disaster types, including the creation of a National Wind Insurance Program (NWIP) and National Wildfire Insurance Program (NWFIP). While under the purview of the Federal Emergency Management Agency (FEMA), the group of disaster recovery programs could benefit from economies of scale to provide efficiencies and reduce overhead. Modeled after the NFIP, the creation of NWIP and NWFIP programs would provide affordable wind and fire damage insurance to property owners in high-risk areas. The programs could have a greater chance for success by collaborating with private insurers to share risks and improve financial sustainability.

Risk-mitigating incentives through premium discounts can encourage property owners to install preventative resilient structures, such as wind-resistant building materials and fire-resistant landscaping like that advocated by the Institute for Business & Home Safety (IBHS), a non-profit organization that takes a more scientific approach to advance the industry's understanding to reduce catastrophic losses.

These expanded programs provide reliable protection for the stakeholders of our communities. Homeowners can avoid foreclosures, preserve credit scores and protect generational wealth. Small businesses can replace inventory, repair facilities and continue uninterrupted payroll. Municipalities face fewer uncollectible taxes or reductions in tax revenues, while lowering the demand for emergency federal assistance for losses that currently go uninsured. The overall economic fallout is less volatile with the assurances that the federal insurance programs create.

Disaster Coverage Implementation Challenges

Expanding federal insurance programs comes with its own challenges. Many property owners in high-risk areas remain uninsured or underinsured. Just as only a fraction of Texans carried flood insurance during recent floods, uptake is a challenge. Efforts to increase awareness and participation in federal insurance programs are essential. Broad participation rates are a fundamental cornerstone of sustainable and affordable insurance coverage: spreading the risk across a broad risk pool.

Another challenge is the red tape involved in implementing new far-reaching programs. There are many reasons one could be hesitant to expand the reach of the federal government, including weaknesses in the current NFIP, which already faces low participation. However, by first focusing on fixing the weaknesses of the ready and available NFIP, the additional NWIP and NWFIP programs could be modeled and implemented swiftly and economically.

The Path Forward

The United States has always rallied in times of disaster, sending relief workers, supplies and emergency funds. But relief alone is reactive and costlier. Insurance is proactive and transforms post-disaster chaos into manageable risk. The NFIP has shown what is possible when the federal government steps in to insure against uninsurable perils. Now, with hurricanes growing stronger and wildfires spreading faster, it is time to extend that protection to wind and fire.

This would not only shield households from bankruptcy and businesses from closure, but also preserve the fiscal health of municipalities, strengthen national resilience and ensure communities endure beyond the financial hardship. The choice is clear in an age where increased national wealth guarantees more severe losses from natural disasters.

Expanding federal disaster insurance to include wind and wildfire coverage is an investment in the financial security and resilience of the American community. It is a promise that no matter where disaster strikes, recovery will not depend on luck, charity or wealth. It will be secured by the shared commitment of a nation prepared to face the storms and fires of tomorrow.

AI is no longer a futuristic concept. It's here, transforming the insurance industry at an unprecedented pace. AI in traditional insurance jobs is reshaping everything, and if you're not ready, you risk falling behind. The question is clear: How will this shift affect your workforce, and how do you keep your top talent in place during this change?

The Emerging Talent Retention Challenge

Currently, 29% of insurance companies globally are using AI, with many more investing heavily in this technology. High-performing employees are interpreting this as a signal that they need to keep up with rapid changes. They recognize artificial intelligence as a tool to enhance their roles but feel the pressure to adapt quickly, fearing that failure to do so may put their positions at risk.

Premature Departures Among Experienced Professionals

In the U.S., 400,000 insurance professionals are expected to leave the industry soon. This will not only result in an insurance talent shortage but also drive up recruitment and training costs as companies scramble to fill the gap. The relationships and insights these professionals hold are irreplaceable, and their departure will affect operations and service quality long after they leave.

To attract top talent during this transformation, recruitment strategies need to evolve. Here's how:

• Highlight opportunities for growth and leadership in a rapidly changing industry, leveraging AI tools to enhance roles.
• Offer flexibility and autonomy to appeal to the next generation of professionals.
• Position your company as innovative and forward-thinking, embracing new technologies like AI to stay ahead.
• Emphasize the meaningful impact of the work, showing how employees contribute to real-world solutions.
• Tap into diverse industries, bringing in fresh talent with skills that align with the industry's transformation.

The Mid-Career Professional Challenge

For mid-career professionals, the shift to the use of AI isn't just about adapting to new technology; it's about rethinking how careers progress. Traditional advancement pathways are being thrown off track. AI handles the data-heavy tasks that used to define job growth, leaving professionals wondering where to go next. As roles evolve, compensation frameworks must adapt as well.

In the face of augmented roles, compensation must reflect the growing responsibilities of overseeing AI systems rather than sticking to outdated pay structures tied to traditional job functions. If you're not paying attention to this shift, you risk losing valuable talent who feel their growth opportunities are being stunted.

The Reality of AI in Insurance

The line between human oversight and AI-powered tasks is clear. AI in traditional insurance jobs is no longer just automating routine work; it's enhancing it. Roles are evolving: titles stay, but daily responsibilities shift as humans and AI technologies work together to make better decisions. However, the metrics you've relied on to measure success may no longer paint the full picture in this AI-driven environment. Implement performance metrics that assess both the efficiency gains from AI and the critical role of human judgment in complex decisions, ensuring compensation reflects both.

What's Happening to Core Insurance Roles?

• Insurers: AI enhances fraud detection by analyzing patterns and identifying anomalies in claims data, helping insurers detect fraudulent claims more accurately and quickly, reducing financial losses and improving overall risk management.
• Underwriting: Routine risk assessments in underwriting processes are now handled by AI, allowing underwriters to focus on more complex cases that require human judgment.
• Claims Processing: AI takes care of the bulk of routine claims, while human adjusters focus on more specialized cases.
• Actuarial Work: Actuaries are now focused on validating AI models, ensuring they align with market conditions, and providing strategic insights.
• Customer Service: AI automates basic queries, allowing customer service reps to focus on building deeper relationships and enhancing the customer experience through personalized advice.

Implementation Timeline Considerations

Managing the transition to AI doesn't happen overnight. The most successful transitions come from hybrid models where AI and humans collaborate. Phased approaches allow employees to adjust gradually, reducing disruption and ensuring smoother integration. To ensure a smooth transition, create a detailed timeline with clear milestones for each department, starting with back-office operations and gradually integrating client-facing roles while continuously monitoring progress.

New Positions Emerging in AI-Enabled Organizations

As AI continues to shape the insurance industry, it's also creating a new breed of roles:

• Algorithm Oversight Specialists: These professionals ensure that AI-driven decisions are accurate, compliant, and aligned with industry standards.
• AI-Insurance Hybrid Professionals: These roles bridge the gap between technology and domain expertise, overseeing AI systems while ensuring they're applied effectively in day-to-day insurance operations.
• Workflow Optimization Roles: These professionals focus on managing the points where AI and human workers intersect, ensuring smooth collaboration between both.

To keep pace with this transformation, balance retraining existing staff with hiring new talent in AI to ensure growth and performance.

Communication and Workforce Planning Strategies

To successfully manage the AI transition, be transparent about how AI will affect roles and address job security concerns within legal boundaries. Clearly outline reskilling opportunities and your commitment to supporting employees through the transformation. Effectively communicate the changes to maintain stability and performance, ensuring your team feels confident and engaged throughout the process.

Adapting Insurance Jobs for AI and Automation

AI and automation are reshaping the insurance sector, affecting everything from personal lines to business insurance jobs. To retain top talent, it's essential to realign roles and career paths as job functions change. Leveraging AI effectively can drive higher productivity and better decision-making. This shift offers your company a strategic advantage to stay competitive and lead in the evolving market.

For too long, client interaction has largely been confined to the critical junctures of new policies, renewals, and the unfortunate event of a claim. This infrequent contact leaves a vast, untapped potential for fostering deeper relationships and crucially, retaining valuable customers. The challenge for today's broker isn't just about selling policies; it's about becoming an indispensable advisor, a partner in risk management, and a consistent, reassuring presence in their clients' lives.

This article explores groundbreaking strategies and innovative touch points that empower insurance brokers to stay relevant, build lasting connections, and innovate in a fast-moving climate.

Why "Set It and Forget It" No Longer Works

The average policyholder's interaction with their insurance broker can often be summarized as a "set it and forget it" mentality. Once a policy is in place, communication often goes quiet until the next renewal cycle, a question arises, or a life event necessitates a policy change. This silence is not benign; it creates a vacuum that competitors are eager to fill. As Deloitte's 2023 Insurance Industry Outlook highlights, "customer expectations are soaring, driven by experiences with tech giants. Insurers and brokers must evolve from being product providers to trusted advisors offering proactive, personalized service." If brokers aren't actively engaging, clients may perceive their insurance as a commodity, making them susceptible to price shopping and the lure of direct-to-consumer models.

The lack of consistent touch points also means missed opportunities to truly understand evolving client needs. A client's life doesn't stand still for a year; they buy new assets, start businesses, expand families, and face new risks. Without regular, meaningful interaction, brokers are flying blind, unable to offer tailored solutions that truly protect their clients.

Beyond the Renewal: Crafting a Continuous Engagement Strategy

The key to sustained relevance lies in transforming sporadic interactions into a continuous engagement strategy. This isn't about inundating clients with spam, but rather delivering timely, valuable, and personalized information that demonstrates genuine care and expertise.

1. Policy Reviews & Life Event Triggers

Instead of waiting for a renewal notice, brokers can initiate policy reviews based on anticipated life events or general best practices. For instance, a home insurance broker could send an annual reminder to review personal property coverage. This isn't just a transactional ask; it's an opportunity to educate clients on the importance of accurate valuations and the potential pitfalls of being underinsured.

Example Email Touch Point:

Subject: Is Your Home Inventory Up-to-Date? A Quick Check-In

"Hi, [Client Name],

As your home insurance partner, we want to ensure your coverage always aligns with your evolving needs. With the passage of time, it's easy to accumulate new valuables – from electronics to heirlooms – that might not be fully accounted for in your current policy.

We recommend taking a few moments each year to review your personal property coverage. Have you recently made any significant purchases, received gifts, or inherited items of value? Keeping an up-to-date home inventory is crucial for a smooth claims process should the unexpected happen.

For a hassle-free way to manage your inventory, consider using a dedicated home inventory app. It can help you document your belongings with photos and descriptions, making it easier to adjust your coverage as needed and providing vital information if you ever need to file a claim.

If you have any questions or would like to discuss updating your coverage, please don't hesitate to reach out. We're here to help you protect what matters most.

Best regards,

[Your Name/Agency Name]"

2. Hyper-Personalized Content & Educational Newsletters

Generic newsletters are easily ignored. The future of engagement lies in hyper-personalized content. Leveraging client data – policy types, demographics, geographic location – brokers can segment their audience and deliver highly relevant insights.

For auto insurance clients, a newsletter titled "Five Car Modifications That Could Affect Your Insurance Policy" offers practical advice. This not only positions the broker as knowledgeable but also helps clients avoid surprises down the road. For homeowners, content could range from seasonal maintenance tips to understanding flood zone changes.

Example Newsletter Idea: "Protecting Your Ride: Auto Insurance Insights"

● Segment: Auto Insurance Clients

● Content:

• "Performance Upgrades & Your Premium: What to Know"
• "The Rise of ADAS: How Advanced Driver-Assistance Systems Affect Your Coverage"
• "Preparing Your Car for Winter/Summer: Essential Maintenance & Road Trip Tips"
• "Understanding No-Fault vs. At-Fault Accidents: A Quick Guide"

3. Leveraging Weather Events & Local Data

Local weather events offer a potent, timely touch point. A major storm approaching? A property insurance broker can send out proactive tips on securing homes, preparing emergency kits, and understanding what to do if damage occurs. This demonstrates immediate value and care, positioning the broker as a trusted advisor in times of need.

"In the wake of Hurricane Ian, many policyholders realized the crucial role their agents played in guiding them through the claims process," notes Insurance Business America. "Communication before, during, and after a catastrophic event can significantly strengthen client relationships."

4. The AI Advantage: Data-Driven Engagement

Artificial intelligence (AI) is no longer a futuristic concept; it's a powerful tool for enhancing client engagement. Brokers can use AI to:

• Analyze Client Data: Identify patterns in client behavior, policy gaps, or potential needs. AI can flag clients who recently moved, purchased a new vehicle, or had a significant life event, prompting the broker to reach out with relevant policy adjustments.
• Predict Churn Risk: AI algorithms can analyze various data points to identify clients who might be at risk of not renewing. This allows brokers to intervene proactively with targeted retention strategies.
• Automate Personalized Communication: While human touch remains vital, AI can automate the delivery of personalized messages, ensuring timely and consistent communication without overwhelming the broker's workload. Imagine an AI identifying a client's specific interests (e.g., classic cars) and then flagging relevant insurance news or articles for the broker to share.

For example, AI could analyze a client's property records for recent renovations or permit applications, allowing a home insurance broker to proactively suggest a policy review for increased dwelling coverage.

5. Embracing Digital Tools: Beyond Email

While email is effective, brokers should explore a broader suite of digital tools:

• Client Portals: Secure online portals where clients can view policies, make payments, and update information offer convenience and transparency.
• SMS Messaging: For urgent alerts (e.g., weather warnings, policy reminders), SMS can be highly effective, provided clients have opted in.
• Educational Webinars/Videos: Short, informative webinars on topics like "Understanding Your Deductible" or "What to Do After an Accident" can position brokers as thought leaders.
• Home Inventory Apps: Encouraging clients to use home inventory apps is a game-changer. These tools help clients accurately document their belongings, simplifying the claims process and ensuring adequate coverage. A broker can suggest this and similar tools from trusted sources. Tips such as having a detailed home inventory readily available can significantly expedite claim processing and reduce client frustration. You get the idea.

The Human Touch Remains Paramount

While technology provides incredible tools for efficiency and personalization, the fundamental value of an insurance broker remains the human touch. AI can identify opportunities, but it's the broker's empathy, expertise, and ability to build trust that truly cements client relationships. Technology should augment, not replace, this human connection.

Conclusion: The Future Is Personalized and Present

While some of the ideas floated here can be implemented right now, some may require approval or long adoption road-maps, but the take-away here is to start thinking about how and what you could be using to your advantage. To stay relevant and thrive, brokers must embrace a personalized, and consistently present approach to client engagement. 

By leveraging technology for data analysis and communication, while never losing sight of the essential human element, brokers can transform themselves from mere policy providers into indispensable advisors. The future of insurance brokering isn't just about selling policies; it's about building enduring relationships, providing continuous value, and being a constant source of assurance and expertise.