“Giving the pen away” – why, when and how?

How do you ensure board oversight, adequate MI and an internal control framework?

Can you unify and consistently deliver operational efficiencies across business units and departments?

Does a broker’s online platform accessible by agents make it a binding authority?

What’s the difference in practice between a lineslip and a consortium, between a master policy and an open cover?

How much due diligence do you need to do for each of the above?

Do all parties in the distribution chain justify their role and commissions?

Are your claims, complaints and other MI sufficient for you to monitor customer outcomes effectively?

Is your customer focus truly embedded into your corporate culture – or hand on heart are you putting in procedures purely to satisfy regulators?

How should multiple roles and inherent conflicts of interest be managed?

Is your risk assessment framework and due diligence approach joined up between underwriting, wordings, claims, compliance, credit risk, data capture, security & reporting?

Is your Delegated Authority Management department correctly structured and adequately resourced?
How often and with what scope do you need coverholder audits, TPA reviews, underwriter and claims visits?

Are your policies and wordings fair, clear and not misleading to our clients?

Do you conduct pre-bind quality assurance (PBQA) checks on our wordings?

What claims-related MI to you need to collate and how?

How are you ensuring fair customer outcomes throughout your processes and procedures?

How about to your external brokers, TPAs, our clients and the regulators?

Are your marketing materials, due diligence request packs, partner guides and financial promotions all sufficiently concise, helpful, fair, clear and not misleading?

How can you interpret regulatory expectations and legal differences across jurisdictions?

Do you approach your marketing, your business meetings and your social events in Tokyo as against New York, Madrid or London?