Renewals arrived in waves and the account handlers surfed them: sixty in a fortnight, then twenty, then ninety. Documents came in the week before renewal or not at all, quotes went out and were not chased, and clients lapsed for want of a follow-up. The brokerage wanted every renewal started early, every document in on time and every quote chased, without adding handlers and without a single message outside the rules.
Three things kept going wrong, and each cost the business time, money or a customer.
Three agents built on the brokerage's client system and its compliance-approved template library, with anything about cover, advice or a claim routed to the account handler and every message logged with its template reference.
The compliance manager approved every template before it was used and set the boundary: agents may ask for information and confirm what has been received; they may not describe cover, compare policies or comment on a claim. We connected the client system, the portal and the handlers' inboxes. For the first two weeks handlers read every outbound message; in that time two clients asked about cover and both were passed to their handler within minutes, which the compliance manager watched for and was satisfied by.
Every renewal is under way sixty days before it falls due, so the waves flattened into a steady week-by-week list. Documents arrive with time to spare, underwriters get complete submissions, and quotes go out earlier. Every quote is followed up on schedule, and the brokerage has stopped losing clients to silence. Handlers spend their time on the renewals that need judgement, and the compliance manager has a searchable log of every message with its approved template.
'The waves were the job: ninety renewals in a fortnight and nothing the week after. Now it's a list that moves every day, and I know every message on it is one compliance has already seen.'
Head of account handling
Every client is owed an annual review, and each one takes three emails to book, two to collect the documents and one to remind. With 400 clients that was a paraplanner's whole job, and reviews still slipped past their due date. The firm wanted every review booked on time, prepared for, and every message written inside the rules.
Every Friday afternoon went on invoicing and chasing, and the partners still didn't know which clients were slipping until the quarter end. They wanted the cash in on time and a clear view of the practice each Monday.
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