The number of internal systems makes workflows unnecessarily complex and inefficient. Many of the systems and core technology feel dated and slow, which results in long and sometimes cumbersome processes. While the company has introduced GenAI tools to assist with certain tasks, these solutions often feel more like a temporary workaround than a true fix for the underlying technology limitations.
Documentation requirements and compliance processes are highly complex, with a significant number of manual steps involved in day-to-day underwriting. This can make it easy for human error to occur while expectations for both accuracy and production volume remain very high.
Management liability product offerings would also benefit from modernization. For example, making a private or not-for-profit policy fully competitive in the market can require manually adding a large number of endorsements — sometimes 60 or more. This adds considerable time and administrative complexity to the underwriting process and increases the risk of oversight compared to competitors that offer more streamlined policy forms.
New business production goals can also be challenging to achieve in a soft market. The company maintains a conservative underwriting and pricing strategy while competitors may offer broader coverage at lower pricing. Ease of doing business suffers since we are required to ask for more information than the competition.
Workloads are heavy and support from service staff can be limited at times, which can contribute to longer working hours. Training is relatively brief, with an expectation to reach full productivity within a few months. The culture can feel somewhat traditional and highly performance-driven, with a strong emphasis on metrics and results.