Definitions for insurance technology, product leadership, and enterprise transformation terms. These concepts underpin the architectural thinking and transformation methodologies I apply to enterprise platforms.
The recognition that P&C and specialty insurance operate as mathematical inversions of each other. P&C follows Policy → Coverage → Premium → Claim. Specialty follows Risk → Slip → Section → Participation → Settlement. Platforms treating specialty as "P&C with complexity" fail because they apply the wrong architectural foundation.
A framework for achieving market leadership in technology platforms: (1) Architectural clarity—separate platform capability from configured workbench, (2) Market positioning—analyst engagement strategy treating them as customers, (3) Product infrastructure—building reusable components not custom implementations, (4) Commercial discipline—P&L accountability and business plan governance, (5) Talent density—right expertise at right levels.
A leadership philosophy for building high-performing organisations: Mission first, Measures second, Manpower and empowerment next, Management last. The sequence matters because each element creates the conditions for the next.
A platform design pattern providing different entry points for different stakeholders: Manager Mode for strategic oversight (CEO, CFO, CUO), Performance Mode for real-time analytics (portfolio managers), and Action Mode for transaction execution (underwriters).
A mathematical representation of the relationship between P&C and specialty insurance architectures. Specialty operates as (X × Y) × Z × WN; P&C operates as the inverse. Same variables, reversed sequence, different entry points and workflows.
A business management approach where strategic targets set at board level cascade through the organisation to divisional plans, portfolio targets, and individual transactions. Business plans become living objects that automatically adjust based on real-time performance.
A Policy Administration System designed for subscription insurance markets where multiple carriers participate in a single risk. Unlike standard PAS which assumes single-carrier ownership, subscription PAS handles line slips, signing down, and multi-carrier participation natively.
A document in subscription insurance markets where multiple carriers each commit to a percentage (line) of a risk. The lead underwriter sets terms; followers subscribe to those terms by writing their line on the slip.
The post-bind process in subscription markets where carriers' lines are proportionally reduced to reach exactly 100% participation. This occurs when the slip is oversubscribed.
Lloyd's of London's market-wide modernisation programme mandating digitisation of placement, claims, and settlement processes. It requires EDI transformation, ACORD messaging standards compliance, and electronic connectivity across the London Market.
Electronic Data Interchange transformation—the process of modernising insurance operations from paper-based and manual processes to electronic messaging. In the London Market context, this includes compliance with Blueprint Two requirements.
The shift from customer-centric (building what individual customers request) to product-centric (building platforms that serve market needs). Requires establishing product management disciplines and culturally shifting teams from order takers to market makers.
The distinction between genuine product architecture (platform) and configured implementations (workbench). Platforms have reusable components and extensibility by design. Workbenches are assembled from configurable elements without true product infrastructure.
The concentration of high performers within a team or organisation. Talent density determines execution velocity more than headcount. High talent density enables ambitious goals with lean teams.