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 A recent industry report found that 74% of insurers still use outdated or legacy technology for vital processes such as underwriting, pricing, and claims.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.

My Indiana Hoosiers (or is it Bison?) are 10-0 and ranked second in the nation. What Coach Curt Cignetti has accomplished in his year-plus in Bloomington is nothing short of remarkable. Coach Cignetti worked under the GOAT, Nick Saban, at Alabama for four seasons, and he cites Coach Saban as his main influence.

I've written about Saban in this column here. Studying both coaches, today I propose a framework we can all use for building teams and winning championships. It's a paradox, but in the age of AI, leadership style and people matter more than ever—so listen up. Here we go.

1. PROCESS OVER OUTCOMES

Don't think about winning championships. Think about what you need to do in this drill, on this play, in this moment. Stop obsessing about quarterly results and execute today's tasks with precision. Think about the eight hours in this day and the 65 business days in this quarter, not the quarter.

2. TRANSFORMATIONAL, NOT TRANSACTIONAL

Saban shifted from transactional to transformational leadership at Michigan State in 1998 against Ohio State when he realized he couldn't win the "transaction" against a superior team. Transformational leadership means you care about other people to help them for their benefit, not your benefit - if it's for your benefit, it's manipulation. Stop managing tasks. Start developing people.

3. CULTURE EATS EVERYTHING

The No. 1 thing is culture, and the culture comes from the individuals who make the team what it is. Mediocre people don't like high achievers; high achievers don't like mediocre people - you can't let those two things coexist. Fire the mediocre. Now.

4. PRODUCTION OVER POTENTIAL

Cignetti's "production over potential" principle means an underperforming five-star has to compete for playing time with a less-talented player who does his job on the field. Stop hiring based on résumés and pedigree. Hire based on what people have actually accomplished.

5. CHANGE THE WAY PEOPLE THINK

Becoming head coach after Indiana posted a dismal 3-9 record in 2023, Cignetti was asked about his biggest challenge and said simply: "Changing the way people think." Your first job isn't strategy - it's breaking the loser mentality.

6. ELIMINATE DECISION FATIGUE

Saban eats two Oatmeal Creme Pies for breakfast every morning and the same salad every day for lunch so he doesn't have to spend a single second debating what he wants. Automate the trivial. Save mental energy for what matters.

7. HIRE TOWARD YOUR WEAKNESS

Saban hired outspoken Lane Kiffin as offensive coordinator—he in many ways is everything Saban is not—because he respected Kiffin's offensive mind. Stop surrounding yourself with yes-men. Hire people who make you uncomfortable because they're better than you at something critical.

8. THE 24-HOUR RULE

Saban allows himself, his team and his coaching staff 24 hours to either enjoy a victory or contemplate a defeat, then they move on to the next goal. Stop celebrating or wallowing. Next play.

9. CONTROL THE NARRATIVE

Saban was a master in handling the media, going on a rant or two every season to divert attention away from one story line and redirect it back to what he believes is important. Cignetti has followed suit. If you're not influencing the story your people believe, you're failing to lead them.

10. AGGRESSIVE CONFIDENCE

When asked what fans should expect, Cignetti said simply: "I win. Google me." National coverage has characterized his public tone and on-field identity as unapologetically aggressive, noting his "attack" ethos and unwillingness to "play nice." Stop hedging. Own your track record.

11. BRING YOUR SYSTEM, NOT THEIRS

Cignetti took the majority of his staff from James Madison and immediately got to work, bringing in 22 transfers. Don't inherit broken culture. Import winning culture.

12. ACCOUNTABILITY IS NON-NEGOTIABLE

Cignetti cites a culture of accountability as critical - the best players don't need coaches barking at them to show up to conditioning on time or study the playbook. If you're micromanaging, you hired wrong.

13. ONE-PLAY-AT-A-TIME MENTALITY

Cignetti's emphasis: "We try to play every play like it's nothing-nothing, game on the line, regardless of the competitive circumstances." His philosophy of fighting human nature keeps his team focused — ignoring outside noise, staying level-headed, and locking in on the next play. Stop thinking about the quarter. Execute this hour, this day.

14. MENTAL TOUGHNESS THROUGH FUNDAMENTALS

One of Indiana's defining characteristics is the way it limits mistakes — Cignetti's emphasis on fundamentals and playing relentlessly but also disciplined has molded a team that doesn't give much away. Discipline isn't punishment. It's freedom through mastery of basics.

15. OBSESSIVE PREPARATION

Recently, Cignetti mentioned UCLA's fake punts in multiple media availabilities during the week, and Special Teams Coordinator Grant Cain made sure players were ready — they stopped a fake on fourth-and-7. Preparation isn't paranoia. It's professional obligation.

16. MODEL RELENTLESS WORK ETHIC

Cignetti: "I put in the hours because I expect my team to do the same. You can't out-talent hard work. Teams win because they outwork the competition." If you're not the hardest worker, you have no credibility if you demand it from others.

17. EVALUATE RUTHLESSLY, CONSTANTLY—AND SHOOT STRAIGHT WITH PLAYERS

Over time, "kind lies" lead to dysfunctional (read: losing) systems; "unkind truths" lead to functional (read: winning) systems. Give true feedback. Deal in truth over feelings. Tell your players it's not criticism, it's coaching — which is what they said they signed up for.

18. ADAPTABILITY WITHIN DISCIPLINE

Cignetti: "You can't win today's game with yesterday's plan. Adjustments are the name of the game. Leadership is about seeing the big picture but knowing when to pivot in the moment." Saban benched starting QB Jalen Hurts at halftime of the national championship game and replaced him with Tua Tagovailoa when the game plan needed it — Hurts' response: "Tua was purpose-built for tonight." Process doesn't mean rigidity. It means disciplined flexibility.

19. RECRUIT FOR FIT, NOT FLASH

Cignetti didn't just sift through the transfer portal — he interviewed players with a purpose, bringing in transfers who were the best players on their previous teams and had played a lot of football. Stop hiring for credentials. Hire for proven performance in your system.

20. CLARITY ELIMINATES CONFUSION

A key element of Saban's process is clearly defined expectations for players not only on the field but also academically and personally, including a dress code, and monitors players year-round. Ambiguity is the enemy of execution.

THE HARD TRUTH

The "process" is easier to define than execute: Execution requires obsessive attention to process, zero tolerance for mediocrity, relentless preparation, and absolute accountability. Winning isn't complicated, but it requires high daily energy, absolute discipline, and zero tolerance for BS.

As automation, APIs, and smart contracts redefine how policies are issued, one of the industry's most enduring artifacts — the binder — may quietly fade into history.

As an underwriter, I've long moved through the familiar insurance life cycle: submission, rating, booking, quote, binder, issuance, renewal, and endorsement.

It's a rhythm every underwriter knows well. But a simple question recently crossed my mind:

What if automation doesn't just reimagine this cycle — but erases one of its oldest steps, the binder?

Why the Binder Might Fade Away

For more than a century, the binder has played a vital role in confirming temporary coverage while the final policy is prepared. It served as a bridge between intent and issuance — a necessary pause in a largely manual, paper-driven process.

But as the industry embraces artificial intelligence, automation, blockchain, and smart contracts, that bridge may no longer be needed.

Today, the binder stage often adds delays, introduces manual errors, and requires repetitive back-and-forth between carriers, brokers, and clients. In a future where risks are assessed, priced, and bound in real time, does this interim step still make sense?

From Temporary Coverage to Instant Issuance

Imagine a world where:

• AI-powered underwriting engines evaluate submissions and generate quotes instantly.
• Blockchain-backed systems securely record client data and policy terms.
• Smart contracts automatically trigger issuance once a quote is accepted.
• Dynamic endorsements adjust coverage midterm when specific parameters are met.

In this model, the policy itself becomes immediate, removing the need for a traditional binder.

Some insurtechs, such as Lemonade and Cover Whale, are already experimenting with real-time issuance and policy management models that compress binding and issuance into one seamless transaction.

Unified Client and Coverage IDs

One innovation that could make this reality possible is a unified client identity system — a blockchain-secured digital ID for every insured individual or entity.

Every coverage, transaction, and claim could be linked to that identity, simplifying servicing, audits, and compliance while dramatically improving fraud detection.

However, for such a framework to work, the industry would need common data standards and regulatory alignment — significant hurdles that will take time and collaboration to overcome.

Still, the payoff could be transformative: a frictionless, verifiable insurance experience from application to claim.

Brokers and Agents: From Issuing Authority to API Authority

This evolution doesn't replace brokers and agents — it redefines their value.

Instead of operating with issuing authority tied to individual carriers, brokers could gain what I call "API authority."

Through standardized application programming interfaces (APIs), they could quote, bind, issue, and manage policies across multiple insurers in a single environment.

Imagine a brokerage platform connected to 10 carriers simultaneously, comparing quotes, binding coverage, and issuing policies in minutes — all through secure APIs.

This shift would make distribution faster, more transparent, and far more client-centric, turning brokers into technology-enabled advisors rather than transactional intermediaries.

Personal AI Agents Managing Coverage

Looking ahead, we may even see AI-powered personal insurance assistants managing coverage on behalf of clients:

• Monitoring lifestyle or business changes
• Suggesting coverage adjustments
• Comparing premiums and initiating claims
• Negotiating renewals through secure APIs

In such a world, these AI agents wouldn't just handle renewals — they could also bind coverage instantly based on verified data streams, removing human latency from the process altogether.

Is the Binder Really Going Away?

Maybe. Or maybe it will evolve into a new digital verification layer embedded within automated issuance systems.

Either way, the binder's traditional purpose — to bridge time and uncertainty — is being challenged by technology that eliminates both.

Whether the binder disappears or evolves into a digital handshake, its transformation will signal something bigger — an industry finally unburdening itself from paper-era pauses to embrace true, data-driven immediacy.

As automation deepens its roots, we should all be asking: What other legacy steps might quietly evolve or fade next?

Between April 1 and April 6, 2025, a storm crossed the south and eastern Midwest of the United States, bringing strong winds, tornadoes and heavy rainfall to a large area ranging from North Dakota to Texas. The most significant damage occurred in Iowa, Missouri, Arkansas, Kentucky, Oklahoma, Tennessee, Indiana and Mississippi. The National Weather Service warned a week beforehand that the storm had the highest possible risk, allowing emergency managers to prepare.

April 2025 storm outbreak

The storm produced over 156 tornadoes, including at least six rated EF3 (i.e. with estimated wind speeds between 136 and 165 mph). It received a score of 96 (classified as "devastating") on the Outbreak Intensity Score, with recorded hail seven centimeters in diameter and straight-line wind speeds of up to 110 mph. Fed by an atmospheric river drawing moisture up from the Gulf of Mexico, over 200mm of rain fell over a wide area, with western Kentucky experiencing nearly 400mm in four days. Widespread surface water flooding and numerous rivers reaching moderate or severe flood stages, with several setting records, caused devastation and power cuts. Kentucky faced the most severe impact, with scores of bridges destroyed and hundreds of roads closed. Mountaintop removal mining in Kentucky is known to have changed the hydrological response of the area during previous floods and likely exacerbated the flooding in this latest event.

Leading up to this storm, Gulf of Mexico sea surface temperatures were 1.2C above average, which helped the atmosphere to hold more moisture and fuel the atmospheric river. Post-event analysis suggests that climate change made the event 40% more likely and 9% more intense.

In Arkansas, the Burlington Northern and Santa Fe Railway restored service just two days after a derailment and bridge washout, demonstrating the benefits of early warnings and good emergency planning. Overall, the storm affected nine million people, resulted in 24 fatalities and inundated more than 15,000 homes and businesses. Insured losses are estimated at $2 billion or more, with economic losses already exceeding $3.5 billion.

The limited scope of flood insurance in America

The Federal Emergency Management Agency (FEMA) established the National Flood Insurance Program (NFIP) in 1968 to provide flood insurance and sponsor flood risk reduction projects. However, since then, climate change, exposure growth and inflation have significantly increased the costs of rebuilding after natural catastrophes. An additional challenge for the NFIP is the low take-up rates outside high-risk coastal counties. In recent years, claims from tropical-cyclone flooding have resulted in NFIP accumulating $20 billion in debt to the U.S. Treasury.

These debts have required several congressional bailouts. While NFIP participation is mandatory for federally backed mortgage holders, it is capped at levels often considered inadequate for flood restoration. As illustrated by 2024's Hurricane Debby, much of the flooding occurs outside FEMA mapped flood areas, where flood insurance uptake remains stubbornly low. In 2021, Risk Rating 2.0 was introduced by FEMA to move the NFIP toward actuarially-sound pricing, with staged increases that will double prices for many policyholders, especially those at high risk.

It is possible to source private insurance, but flood cover is an add-on in most cases. Between 2021 and 2024, private insurance costs rose by 24% on average, with some states experiencing 40%-60% increases.

NFIP penetration rates in the area affected by these floods are among the lowest in the country. Impoverished communities in the U.S. have a disproportionately high flood risk exposure, and insurance affordability is contributing to a widening insurance protection gap.

A common challenge to insurers worldwide

Globally, disaster financing responses are under many of the same pressures. Approaches vary from country to country, with each insurance market using a range of levers to reduce flood exposure. One approach is restricting access to credit or rebuilding aid for those without insurance, thereby providing incentives for or even mandating coverage uptake. Another strategy is balancing public and private involvement, with models ranging from fully government-backed systems to entirely private markets. Some countries require disaster insurance, while others leave it voluntary or have the state cover disaster recovery costs. Additionally, the choice between offering comprehensive (all-risks) versus hazard-specific policies depends on the structure and capacity of national insurance systems. Finally, applying risk-based versus subsidized pricing is a critical consideration, where premiums may reflect actual risk or be offset by cross-subsidies or government support.

For example, in France, carriers are supported by the Compagnie Centrale de Reassurance, a public-sector reinsurer that provides a low-cost reinsurance plan for natural catastrophes and uninsurable risks. Though this service does undermine the private reinsurance market, it has allowed France to achieve penetration rates for natural catastrophe coverage close to 100%.

Under an unusual model in Switzerland, cantonal (provincial) insurers offer all-perils cover; however, they also participate in land use planning and donate significant amounts to measures that reduce risk. Insurers should expect that nation states will commit to effective flood management and land use planning in new and existing developments, while property owners must make their homes more resilient. How this is achieved will vary by country and market. But as losses continue to rise, long-term policies should be reviewed to ensure the most vulnerable are not left behind as climate change increases risk.

It's a common misconception that the "supply chain" only applies to the movement of physical goods. However, the insurance supply chain (which connects reinsurers, carriers, agencies, and customers) is a key example of a non-tangible connection. Through this chain, brokerages, agencies, and carriers all provide customers with competitive products, dependent on each other's expertise and financial capacities.

With this connectivity comes a wealth of opportunities and risks. Insurance firms within the chain that rely on third-party vendors, and those that are increasingly digitizing their operations, put themselves at an increasing threat of cyberattacks.

Risks may vary from firm to firm. However, supply chain attacks in general increased by 431% across two years, indicating now is not the time to assume your firm isn't affected.

How Cyber Risks Emerge in the Global Insurance Supply Chain

Global insurance businesses that digitize their services, including documents and other operations for efficiency and accessibility, are doing so while increasing their cyberattack surfaces. The more third-party software and network devices are rolled out, the more opportunities there are for hackers to target.

Third parties pose an increasing level of risk to operations within global insurance supply chain. Regrettably, as secure as your own networks and processes might be, any lapses in your software or hardware vendors' securities may still put you and your customers at risk. In fact, operational risk from third parties is now a leading concern for companies on most chains.

With modern insurance firms reliant on content management systems, cloud storage and servers, and customer relationship management software solutions, they cannot simply avoid working with third parties.

What's more, cyber risks emerge in the global insurance supply chain when there is variation in security policies and standards between linked firms, and when parties simply neglect to update software versions, hardware, and security processes.

This is all compounded by the fact that hackers see insurance companies as prime targets for ransomware and data theft. The data you possess on customers is not only sensitive but also financially lucrative in the wrong hands. It also provides cybercriminals with a target list of organizations, as well as an understanding of the limits their insurance will cover, any exclusions that may apply, and the terms and timelines of payments. This enables them to focus and customize their efforts on both attack vectors of the victim organization and the amount of funds they can look to extort from the victim organization, maximizing their ability to achieve an ROI on their time and resources.

Common Cybersecurity Vulnerabilities in the Supply Chain

Although cyberattacks are evolving in scope and sophistication (for example, through the proliferation of artificial intelligence), there are still many common vulnerabilities that supply chain insurers can easily monitor and patch, and implementing strategies to address these gaps can further strengthen your defenses.

What's more, in cases where weaknesses may not be so obvious, firms use penetration testing techniques to map out security flaws beneath the surface.

Here are some common vulnerabilities in the supply chain that insurers must keep vigilant for:

• Poor security standards adopted by third-party vendors and partners
• Gaps in security knowledge among internal personnel
• Outdated software, hardware, and firmware
• Shadow IT devices (systems or programs added to networks without approval)
• Misconfigurations and coding errors
• Poor access controls and user permission standards

Of course, the risks facing any specific insurer or agency will vary. However, companies can best prepare themselves (alongside working with a cybersecurity expert) by consulting OWASP's software supply chain security cheat sheet, which breaks down the threat landscape affecting software artifacts and explores potential risk mitigations.

Why Cyber Risks in the Supply Chain Are Business Risks

Cyberattacks are no longer "just problems for IT to worry about." They pose a genuine risk to business operations and customer livelihoods, particularly given the scope and depth they can reach in the current landscape.

Cyber risks in the insurance supply chain could result in innocent firms losing customer data, revenue, and reputation. Even with a robust internal security process, companies may also risk falling foul of compliance violations, leading to heavy fines and further reputational damage.

Any data leaked through European Union vendors, for example, may fall under the scope of the GDPR, where businesses can face fines stretching into the millions.

The "domino effect" of a cyberattack on the insurance supply chain could see multiple vendors (and therefore thousands of customers) at risk of data loss and operational slowdown.

For example, a reinsurer attacked by ransomware, which holds systems to ransom until payment is made to hackers, may freeze operations for other firms dependent on their expertise further down the chain.

Effectively, the right (or indeed wrong) attack could halt the movement of the supply chain for indeterminate amounts of time, causing loss of revenue, loss of business, and customer trust.

Practical Steps to Identify and Reduce Supply Chain Risk

Although there is no way to entirely remove cyberattack risk from the insurance supply chain, there are stringent measures individual business owners can take to protect their interests (and others). For example, they might:

• Draw up an airtight vendor security agreement and carefully vet new partners to mitigate the passing on of risks
• Embed certain cybersecurity controls within supply chain vendor contracts (i.e., to bind new parties to agreeing to security measures)
• Carefully train and refresh employees on cybersecurity standards and appreciation for security hygiene (and insist upon such measures for vendor employees)
• Adopt zero trust principles (i.e., assume no connections, requests, or network additions are safe, and require multi-factor confirmation before releasing access)
• Follow security frameworks such as ISO/IEC 27001 to ensure all bases are covered (without the need for intensive cybersecurity knowledge)
• Create software and hardware updating schedules, and only take on new tools and partnerships if deemed vital by major stakeholders and directors

Of course, it is still prudent to consult cybersecurity professionals for a customized analysis and action plan (as these steps offer a high-level overview of potential actions).

The Role of Governance, Compliance, and Risk Culture

Ultimately, every level of an insurance supply chain firm must take cybersecurity seriously. That means there needs to be oversight and buy-in from the top downwards, with a company culture built around data compliance and on the principles of zero trust.

The best step an insurance firm can take immediately is to start embedding a culture of risk preparation and proactive remediation. This is easily started by taking greater care in vetting new partners, training internal staff, and adopting more stringent access controls.

What's more, there needs to be open communication and collaboration. Regardless of where attacks may stem from in the supply chain, pointing the blame only wastes time and resources even further. Take care of your own cybersecurity, but at the same time, plan to support your partners and others in the chain with accountability, awareness, and proactive measures.

In today's insurance enterprises, data underwrites every decision - from pricing precision and reserving adequacy to regulatory compliance and capital efficiency. Yet even the most data-rich insurers stumble on a deceptively simple question – "which data truly matters most"?

The answer isn't found in a massive catalog or a one-size-fits-all governance policy. It lies in identifying the Critical Data Elements (or CDEs, as we call them) that have a direct measurable impact on the business and managing them with the right level of accountability.

Rethinking Data Criticality

Traditional governance programs treat criticality as an inherent property of the data. Teams document everything, classify exhaustively, and build controls across the board, assuming completeness equals control.

In insurance, however, data criticality is not a technical attribute. It's a business condition. A policy effective date that drives billing cycles or a loss development factor in a statutory filing is far more "critical" than a seldom-used rating variable, even if both sit in the same table. What matters is the business consequence of error, not the data's complexity.

Consider these business impacts when evaluating whether a data element qualifies as critical:

• Does this data feed a regulatory report that could trigger compliance exposure if inaccurate? (E.g.: statutory reserves, regulatory capital ratios)
• Is this data used in investor or board reporting? (e.g.: combined ratio, return on equity, written premium growth)
• Would errors in this data disrupt day-to-day business? (e.g.: claim severity, policy effective dates, producer commissions)
• Is this data used by executives to make key business decisions? (e.g.: pricing optimization inputs, portfolio mix metrics)

Remember, the goal is not to govern everything. It is to govern what drives the business.

Governance Model

Once identified, CDEs need governance proportional to their business scope and risk. A two-tier approach balances enterprise oversight with domain execution:

• Enterprise tier: Cross-domain, regulatory, and board-level CDEs such as statutory reserves, regulatory ratios, and consolidated financials require centralized standards and coordination across the company.
• Domain tier: Business-specific, operational, and analytical CDEs including underwriting metrics, claims KPIs, and pricing model inputs should be managed where business expertise lives.

This tiered structure prevents both under-governance and over-governance. Enterprise CDEs get the control they require, while domain CDEs stay agile and business aligned.

Pragmatic Implementation

This four-phase framework aligns with how leading insurers already deliver data products and analytics.

1. Identify: Begin with your most critical business information deliverables - the reports, dashboards, and metrics essential for operations. Work backward to identify underlying data elements, then apply criticality criteria to determine which qualify as CDEs.
2. Prioritize: Sequence implementation based on risk and organizational priorities. Growth-focused insurers might prioritize decision-making CDEs around pricing and profitability, while member-based mutuals may emphasize operational CDEs supporting policyholder service.
3. Execute: Integrate CDE management into data product sprints, not separate governance projects. CDE implementation, quality check and stewardship activities become backlog items, prioritized alongside other product features.
4. Monitor and Govern: Operationalize the two-tier model with clear ownership and accountability. Enterprise data offices should define standards, quality thresholds, and monitoring frameworks while coordinating cross-domain CDEs. Domain teams manage day-to-day CDE lifecycle, implement quality controls, and provide enterprise reporting on health and performance.

Moving Forward

A well-implemented CDE framework turns governance from a compliance exercise into a business enabler. When governance aligns with value creation, it no longer slows innovation… it amplifies it. For insurers ready to move beyond traditional data governance, focusing on what truly matters - the critical few rather than the comprehensive many -offers a path to both better control and greater agility.