Governing the decisions
that govern the business.
I advise P&C executives on consequential decisions: binding risk, setting reserves, authorizing payments, and changing portfolio exposure. The work begins with the decision itself—who owns it, what authority governs it, what evidence supports it, and who can intervene when assumptions no longer hold.
Who has authority to bind, reserve, or pay?
Examine how AI recommendations become binding insurance decisions. Specify who may approve, challenge, override, or stop an action—and what evidence must be retained.
- Identify business owners and delegated decision rights.
- Locate gaps between policy and operational authority.
- Preserve evidence, assumptions, exceptions, and approvals.
Can the insurer change its mind before the losses arrive?
Connect underwriting decisions to delegated authority, portfolio appetite, and emerging adverse signals. Clarify who can change eligibility, assumptions, or acceptance rules before ultimate losses are known.
- Distinguish transaction authority from the power to change the rules.
- Connect underwriting decisions to portfolio economics.
- Clarify escalation and intervention under applicable constraints.
Is the file complete—or is the decision defensible?
Test whether a material reserve, settlement, or payment can be reconstructed from the evidence available at the time—including who had authority to approve or challenge it.
- Trace the decision back to contemporaneous evidence.
- Maintain meaningful, not merely ceremonial, human authority.
- Design feedback that can change subsequent decisions.
Can leadership see risk building while action is still possible?
Connect decisions being made today to future loss development and portfolio economics, with named ownership, actionable escalation thresholds, and authority to intervene before the full outcome is known.
- Connect decision-level control to portfolio and board reporting.
- Define actionable escalation thresholds and responsibility.
- Measure time from warning to authorized business intervention.
A model may recommend. The insurer must still know who can authorize, challenge, and change the decision.
Trace the actual decision.
Then improve the operating discipline.
Identify
Choose the decision whose economic consequence, delegated authority, or evidentiary support matters most.
Reconstruct
Follow the decision from data and recommendation through approval, execution, exceptions, and escalation.
Redesign
Specify accountable owners, authority boundaries, retained evidence, and practical rights to intervene.