An insurance broker or insurance intermediary needs to monitor portfolio development, revenue per customer and advisor, outstanding work, and claims progress at the same time. This information is usually available in the policy administration system, but it cannot be used directly for commercial, operational, and financial management. We bring together customers, policies, transactions, tasks, and claims so that management, advisors, and claims handlers can work from the same view.
An insurance broker needs to know more than just how many policies are active. You also want to see where the portfolio is growing or shrinking, which customers and products contribute to revenue, and where cancellations or expiring policies require attention. You also need to know whether the revenue from a customer, product, or service agreement is proportionate to the effort required.
At the same time, day-to-day operations must remain manageable. Which tasks are still outstanding? Where is the workload building up? Which claims are taking longer to process than expected? And does the expected volume of work fit within the available capacity?
These questions affect different parts of the organization. Advisors focus on customers and business production, claims handlers on files and processing times, Finance on commissions and fees, and management on revenue, forecasts, and profitability. Organizations that work with internal or external intermediaries also need to understand which channels generate their revenue and portfolio.
The policy administration system contains extensive data, but the questions asked by management, advisors, and team leaders span policies, transactions, customers, tasks, and claims files. As a result, discrepancies sometimes only become visible after multiple reports have been compared manually.
You can see that premium volume or the number of policies is changing, but not immediately which products, insurers, customer groups, new policies, or expirations are driving that development.
Commission, signing commission, direct remuneration, and service agreement fees together make up revenue. But when data on the required effort and costs is stored elsewhere, it remains difficult to determine which customers, products, and agreements actually make a sufficient contribution.
The number of terminated policies is known, but patterns in the reasons for changes, products, insurers, and producers remain out of view. As a result, it often only becomes clear afterward where the portfolio is being lost.
Tasks are distributed across departments and employees. Without insight into their age, development, and expected inflow, it is difficult to determine what requires attention first and whether the available capacity is sufficient.
The number of outstanding claims does not show where processing is being delayed. Files may also be closed while actions remain outstanding, or remain open without a planned follow-up action. As a result, bottlenecks in processing times and recordkeeping persist longer.
An insurance broker monitors portfolio development, revenue, workload and customer service at the same time. Management, advisors, team leaders and claims handlers largely use the same data, but have different questions. For some analyses, data from the policy administration system is sufficient. Analyzing profitability and planning capacity may require additional data from Finance, planning or time tracking systems.
A policy administration system such as CCS Level or ANVA contains much of the data needed for portfolio analysis: clients, policies, products, insurers, changes, transactions, claims and scheduled activities. To use this data for decision-making, these elements must be linked meaningfully.
A client may be part of a larger customer cluster. A policy is linked to a product, insurer and advisor. A transaction may consist of commission, signing commission or a service agreement fee. In claims handling, files, actions, employees and processing times must be properly aligned. Only then can you reliably drill down from an overall view to the underlying client, policy, transaction or claim.
Questions about actual profitability and future capacity sometimes require additional data, such as costs, budgets, available capacity or time tracking data from Finance, planning or other systems.
Clients, companies, individual and business customers, and the links between them. By combining related organizations into a customer cluster, you can also assess the portfolio and revenue at group level.
Active, new, expiring, and terminated policies, including annual premium, product, insurer, customer type, and provider type. The model can also include features such as package policies and co-insurance. This shows where the portfolio is growing, shrinking, or changing in composition.
Premium bookings, commission, signing commission, direct fees, DVO fees, and forecasts. This data can be linked to advisors, clients, policies, insurers, and intermediaries, and broken down by delegated authority, provincial business, and exchange business.
Reasons for policy changes, such as new business, switching, renewal, and cancellation. Analyzing volumes and amounts together reveals which changes contribute to growth and which lead to a loss of portfolio and revenue.
Claim files, reserves, payouts, outstanding actions, agenda items, employees, and departments. This allows you to track the size and processing time of the work backlog. Linking premium and claims data also lets you analyze claims costs and the claims-to-premium ratio by product, insurer, client, or period.
General ledger data, budgets, outstanding items, payment statuses, accounts receivable aging, and current account balances. Combined with costs, available capacity, and hours, this data can be used for financial management, profitability analysis, and capacity planning.
Data quality is not just about missing fields. Incomplete or contradictory data often shows that a process is not being followed in full. Examples include a closed claim file with outstanding actions, an open file with no follow-up action, a policy without a clear product classification, or a client whose contact details, customer type, or links to other clients are missing.
Data quality dashboards highlight these exceptions, including the department, employee, or process step where a correction is needed. This improves not only reporting, but also the quality of customer service, portfolio management, and data submissions.
When clients, policies, bookings, policy changes, activities, and claims are aligned, they provide a single foundation for commercial, operational, and financial decision-making.
Analyze premium volume and numbers of policies and clients by product, insurer, advisor, customer segment, and provider type. Compare developments across delegated authority, provincial business, and exchange business. New business, expirations, and cancellations show where the portfolio is growing, where it is declining, and which reasons for policy changes require further investigation.
Compare booked and expected commission, signing commission, direct fees, and DVO fees. Drilling down from the total to the advisor, client cluster, individual client, policy, or booking line reveals where differences from last year or the forecast originate.
Track outstanding activities and claim files by age, product, department, and employee. By reviewing volumes, inflow, completion, and processing times together, team leaders can see where backlogs are developing and which files or actions need attention. Checks for missing or contradictory statuses also help identify record-keeping issues earlier.
Combine portfolio, revenue, and financial data in a monthly management report. This allows executive management and Finance to track developments in premiums, customers, commissions, results, accounts receivable, and current accounts without having to merge data from different reports each time.
The same data foundation can also be used for reconciliation checks, audit reports, and, where applicable, supporting documentation for insurance premium tax returns. For organizations active in the co-insurance market, we can also support reporting, checks, and data submissions for industry partners, for example through the VNAB platforms e-ABS and iDOS.
We discuss the challenges you’re currently facing, what data is available, and where the greatest opportunities lie to improve control over your portfolio, revenue, workload, and claims handling.
For a Dutch insurance broker, we brought together data from CCS Level in a Qlik environment for portfolio management, sales management, claims handling, and financial reporting.
The environment consists of several applications for management, Finance, advisors, team leaders, and claims handlers. Users can drill down from management overviews to the underlying accounts, policies, transactions, diary items, and claim files.
Premium volume, policies, commissions, signing commissions, DVO fees, and forecasts are analyzed using the same data foundation. Management and advisors can track developments by product, insurer, advisor, account, and customer cluster, and drill down to policy or transaction level when they identify discrepancies.
Outstanding work and claim files are tracked by age, product, department, and employee. Team leaders can see where backlogs are developing, how turnaround times are changing, and which files or diary items may have a missing or conflicting status.
A monthly board pack brings together premium volumes, numbers of agreements, customers, and commissions, broken down by product domain and provider type, including delegated authority, provincial-market, and exchange-market business. Additional financial dashboards compare revenue, results, and budget by company and period.
An insurance broker needs to manage its portfolio, revenue, workload, claims handling, and financial results at the same time. Management, advisors, team leaders, claims handlers, and Finance each view the same accounts, policies, transactions, activities, and claims from a different perspective. We bring this information together and ensure that teams can work from the same definitions.
We start with the questions that need better answers. These may concern portfolio development, production, cancellations, commissions, workload, claims handling, data quality, profitability, or capacity.
We then establish which definitions, processes, and data are needed. For example, when a policy is considered new, active, or terminated, which transactions count toward revenue, how accounts are grouped, and when a claim file is actually considered closed.
If the question extends beyond a single application, we can help with strategic consulting, data strategy, or an independent BI tool selection.
We combine data from the policy administration system with financial records, planning, time tracking, CRM, and other operational sources. We have extensive experience with CCS Level and can also connect to ANVA and other policy administration systems.
We ensure that accounts, customer clusters, policies, products, insurers, transactions, changes, activities, and claims are aligned in terms of meaning. The technical connection required depends on the available API, database, export, or other means of accessing the data.
Based on this, we develop data models, dashboards, controls, and reports for areas including:
Insights can be made available through dashboards, monthly board packs, automated reports, controls, and targeted exports for users or partners in the value chain.
Depending on the existing environment, we work with Qlik, Power BI, Microsoft Fabric, TimeXtender, or a combination of these.
If you already have an analytics environment, we build on it where that makes sense. We can add new sources, harmonize definitions, improve existing models and reports, or support a migration. If you have doubts about the current approach, a Second Opinion Data & Analytics can be a good first step.
After delivery, we can support and manage the environment, so that new products, compensation models, processes, reports, and data sources can be added in a controlled manner.
We start with the decisions that need to be better informed. These may relate to portfolio development, business written, cancellations, revenue, work backlog, claims handling, profitability or capacity.
We then determine which definitions, processes and data sources are needed to answer those questions reliably. This prevents a broad analytics environment from being built before there is a clear use case.
We have experience with CCS Level and can also connect to ANVA and other policy administration systems. We can also integrate data from financial administration, planning, time tracking, CRM, Excel and other operational sources.
The available integration options depend on the API, database, export or other means of accessing the data. We also assess whether clients, policies, entries, changes, activities and claims can be aligned sufficiently in terms of their meaning.
This is a common issue. We include checks for missing, duplicate and unexpected data in the solution. Examples include policies without a clear product classification, clients that are not grouped correctly, claim files with conflicting statuses or open tasks in a closed file.
A dashboard does not correct the recorded data automatically, but it does show where data or processes need improvement and which department, employee or process step requires action.
We define in advance exactly what terms such as active policy, new business, cancellation, commission, revenue, claims costs and settled claim mean.
These definitions are applied centrally in the data model, so management, Finance, advisors and operations do not each work with their own calculations. Where definitions differ by design, we make those differences explicit and explainable.
Yes. We can connect data on clients, policies, premium entries, commissions, claims, activities and finances.
This makes it possible, for example, to investigate how portfolio development affects revenue, which products or customer groups contribute to claims costs and financial results, and how much effort specific customers or service agreements require. Some profitability analyses require additional cost or time data.
Yes. Using the same data foundation, we can set up checks, reconciliations, reports and exports for purposes such as audits, accounts receivable monitoring and, where applicable, insurance premium tax returns.
For organizations in the co-insurance market, we can also support data exchange with industry partners and VNAB platforms such as e-ABS and iDOS. The required reports and formats depend on the organization’s role and the applicable agreements.
Not every user needs to see every detail. We configure access based on roles and responsibilities. For example, a member of management may view totals and trends, while a claims handler only sees the files needed for their work.
We coordinate which data may be processed, combined and shared with those responsible for privacy and information security within the organization. Where possible, we restrict access to detailed data and use aggregated information.
Yes, but this usually requires additional data beyond the policy administration system. Calculating profitability, for example, requires costs, hours worked or other data on the effort provided.
Capacity planning requires data on available employees, expected incoming workload, and historical processing times. We determine in advance which data is available and what conclusions can responsibly be drawn from it.
Yes. We first map the existing data sources, models, dashboards, definitions, and management processes.
We then determine what can remain, what needs improvement, and where additional sources or applications are needed. This can range from targeted further development to restructuring a data model or supporting a migration.
If you first want an independent assessment of whether the current approach, architecture, or choice of vendor makes sense, you can request a Second Opinion Data & Analytics.
We need subject-matter input from employees who understand the administration, definitions, and processes. This may include people from Finance, portfolio management, advisory, operations, and claims handling.
They help establish definitions, assess exceptions, verify results, and set priorities. A small group of subject-matter owners and decision-makers is usually more effective than a large project team.
Want to know what insights can be gained from your current policy administration and additional systems? Barry and Eric would be happy to discuss portfolio analysis, revenue reporting, work backlogs, and claims handling. Email us, call us, or schedule a meeting right away.