SME Business Transformation
Partners& Insurance Ltd - May 2026
I led a strategic transformation programme to reposition and modernise the company’s SME insurance business. Responsible for managing multiple workstreams covering people and culture, operational processes, management information, new business growth, placement strategy and development of bundled products. Alongside overseeing individual projects, I maintained programme-level governance, stakeholder alignment, and benefits tracking to ensure all initiatives worked together to deliver sustainable business growth, improved client outcomes, and increased client value.
Deliverables
Development and management of a programme roadmap covering multiple business transformation initiatives.
Implementation of cultural and behavioural change initiatives to support new ways of working.
Review and optimisation of operational processes to improve efficiency and consistency in service delivery.
Enhancement of management information and reporting capabilities to support better decision-making.
Delivery of targeted new business campaigns to drive growth and market penetration.
Redesign of placement strategy and management of the transition to a new Managing General Agent (MGA) partnership for non-standard risks.
Development and implementation of product bundling strategies to increase cross-selling opportunities.
Challenges
Managing multiple transformation workstreams whilst maintaining alignment to a common strategic objective.
- Addressed through strong programme governance, regular steering committee meetings, and the creation of a consolidated roadmap to provide visibility of dependencies, risks and progress across all initiatives.
Delivering programme activities using operational resources with limited availability due to business-as-usual activities.
- Overcame this by carefully prioritising activities, planning in advance around operational peaks, and maintaining regular communication with managers to balance project requirements with day-to-day responsibilities.
Overcoming initial operational challenges following the launch of the new MGA partnership.
- Addressed through the establishment of weekly operational review meetings with the MGA’s account manager, enabling issues to be identified, owners agreed, and improvements implemented quickly and collaboratively.
Achievements
Increased average products per client from 1.2 to 2.2.
Improved visibility of business performance through enhanced management information dashboards.
Supported revenue growth through targeted new business campaigns and improved client retention strategies.
Established a successful working relationship with the new MGA, resolving initial operational challenges and embedding effective governance processes.
Embeded a culture of cross-selling and collaboration, helping to increase client value and strengthen engagement between teams.