How we work
Your ‘in-house’insurance andrisk division
Many businesses hear from their broker once a year, about six weeks before renewal. We work the way a risk manager on your own staff would — without you having to put one there.
The shape of it
Five things,
in order
Insurance goes wrong often for the same three reasons. Nobody worked out what the business was really exposed to. The programme was built from whatever was easiest to place. And nobody looked at it again until the renewal notice arrived.
This is the order that stops each of those happening, and it runs all year rather than once a year.
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We work out what you're exposed to
Not a read of your existing policies — a look at the business itself. How it operates, what your contracts have already committed you to, what a bad year would do to the numbers, and what the next few years are meant to look like. That's a different question from what your current schedule happens to cover, and it has to be answered first.
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We design the programme
Structure, limits and excesses sized to what we found — which means talking you out of cover about as often as into it. Paying for protection you'll never use is a cost every year. A gap is a cost that arrives all at once.
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We take it to the market
One submission, properly put together, to insurers picked because they're good at this kind of risk, financially sound, and actually want to write it — not because they answer the phone fastest. An account that's well presented is easier to underwrite, and it gets priced that way.
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We keep it current
Businesses change and cover doesn't follow automatically. A new contract, a new site, a jump in turnover, an acquisition — each one moves what you're exposed to, and none of them wait for your renewal date. You get it in writing, as it happens, rather than a phone call six weeks out.
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We handle the claims
We deal with the insurer, work out what the policy actually says, put the paperwork together, and argue the case ourselves. The aims are practical: keep your cash flow intact, keep your commercial relationships intact, and hold the insurer to what the cover was bought to do.
What you get
What you can
hold us to
Not values. Undertakings — each one specific enough that you would know if we broke it.
One adviser who knows the business
You get a principal, not a queue. Someone who knows how you operate and rings you when something changes, rather than when the renewal falls due.
Nothing you didn't choose
Every gap in your programme is one you were told about, priced, and decided to accept. Before you sign, not after a loss.
A fee you agreed
Not a commission hidden inside a premium you can't see into. Priced against the work, and agreed by you before we start.
The whole market, once
One properly built submission to every relevant insurer — rather than a fraction of the market reached in a hurry.
We run your claim
We build the case and argue it with the insurer ourselves. You are not left negotiating a dispute in the worst week your business has had.
You can remove us
No minimum term, no exit fee, no notice period. The arrangement runs on being worth keeping.
The first ninety days
What happens
after you
appoint us
Appointment starts the day you say so, whatever your renewal date. Here's what the first three months actually look like.
We take the file
We're appointed with each of your existing insurers and collect everything — policies, schedules, wordings, claims history, and any contracts that require you to hold cover. Nothing changes for you. No cover moves, nothing lapses.
We read it properly
We read the whole programme against what the business actually does, then write down what's covered, what isn't, and what we'd change. Anything urgent gets fixed then, not filed until renewal.
We learn the business
How you operate, who you depend on, what you've signed, where you're going. By the time renewal comes round, the submission is built on all of that — not on last year's schedule retyped.
The standard we hold
Cover that was well reasoned, well placed, and holds up when it's finally tested.
Every recommendation should survive three questions. Does it make commercial sense? Does it work in practice? And could you explain to a board or a bank why the programme is built this way?
So we write to be understood, not to sound expert. You should be able to read what we send, see the choice you're being asked to make, and make it. If you can't, we haven't finished the job.
It also means going to the market properly rather than chasing the cheapest number, and staying put rather than moving the account every year. Accounts that move constantly get priced cautiously — and handled cautiously when something goes wrong.
Next step
Start with
the schedule
Send us your current schedule and we'll read it against what the business actually does. If it's already in good shape, we'll tell you that too.