We work with MGAs and brokers running on Acturis, Applied, CDL and SSP - and we understand the operational risk that grows inside a growing book before it surfaces.
Most of the risk in a growing MGA or broker is invisible until it surfaces - in a capacity provider review, an FCA audit, or a bordereaux that cannot reconcile. These are the pressure points we see most often.
Bordereaux that are late, inconsistent, or incompatible with your capacity provider's systems are a relationship risk that compounds with GWP growth. The fix is almost always process and system, not effort.
Most MGAs and brokers grow their book faster than their system configuration. The result is workarounds, manual reconciliation, and data that no one fully trusts - until a platform migration forces a reckoning.
Consumer Duty and FCA reporting requirements depend on operational process and data controls, not just policy documents. When the controls are not embedded, the exposure grows with every policy written.
When you cannot attribute performance reliably by product line, distribution channel, or coverholder, portfolio management decisions are made on incomplete foundations - and the problem shows up at renewal time.
Moving from CDL, SSP or a legacy system to a modern platform is one of the most disruptive changes an MGA or broker will make. Independent governance from day one - not just a vendor project plan - is what keeps it on track.
A book that grows 30% in a year while the team, systems, and processes stay static creates risk that is not visible in the P&L until it surfaces as a claims event, a regulatory finding, or a capacity provider withdrawal.
Also relevant for:
Commercial lines MGAs and brokers operate across a wide range of product lines, distribution channels and delegated authority arrangements that create data and process fragmentation at scale. Many are running on Acturis, Applied, CDL or SSP platforms that were not designed for the volume or complexity the business has grown into. The pressure points typically involve:
"The Business Review gave us a clear picture of where our data quality was creating reserving risk. It was exactly what we needed before committing to a platform decision."
Personal and casualty lines businesses operate at volume and margin levels that make operational efficiency a strategic priority, not just a cost question. Common engagement themes include:
Lloyd's syndicates, managing agents, and London Market carriers face a unique combination of delegated authority complexity, Lloyd's reporting obligations, and the legacy of market infrastructure that is undergoing significant change. Assured Velocity has direct experience in this environment. Typical engagement themes include:
"We needed someone who understood the Lloyd's reporting environment and could hold an independent position on our programme governance. Assured Velocity understood the context immediately."
"The coverholder data quality issue had been flagged internally for two years. The Business Review named it precisely and gave us a sequenced plan to fix it."
Most insurance engagements start with the Business Review - a fixed-scope diagnostic that gives leadership a risk-rated view of where operational, data, and programme risk is concentrated, typically used ahead of a platform decision or in response to emerging regulatory pressure.
Advisory engagements in this sector frequently involve data quality remediation, programme recovery, regulatory reporting redesign, and independent technology evaluation.
IT delivery and transformation governance are different disciplines. Most MGA and broker IT teams are focused on keeping systems running - not on the programme oversight, stakeholder management and independent risk assessment that a platform migration or operating model change requires. Assured Velocity fills that gap without replacing your team.
The risk is hidden inside the growth. Capacity provider relationships, FCA obligations and Consumer Duty requirements all create exposure that grows with GWP - and surfaces at the worst possible moment. The Business Review makes that exposure visible before it becomes a regulatory event or a capacity problem.
Start with a 30-minute call to confirm fit and agree what a useful first step looks like for your business.
Independent technology selection, architecture review, and implementation oversight. No vendor relationships.
End-to-end process mapping, root cause analysis, and improvement design using Lean Six Sigma methodology.
Independent compliance gap assessment and governance design across FCA, PRA, CQC and sector-specific obligations.
All three entry points are free and take under an hour. Each gives you something useful regardless of what comes next.
See exactly where the drag is before spending anything. Personalised scorecard and top 3 profit constraints.
Free · 30-45 minA senior consultant turns your survey results into a clear next step. Live debrief, peer comparison, profit scenarios.
Free · Short call12 structured questions. Clear recommendation on the right service path. No hard sell.
“The Business Review gave us a clear picture of where our data quality was creating reserving risk. Exactly what we needed before committing to a platform decision.”
“The coverholder data quality issue had been flagged internally for two years. The Business Review named it precisely and gave us a sequenced plan to fix it.”
“The Business Review told us things we suspected but could not articulate. The board walked away aligned.”
“We needed someone who understood the Lloyd's reporting environment and could hold an independent position on programme governance. Assured Velocity understood the context immediately.”
“Our capacity provider was asking questions we could not answer cleanly. The engagement gave us the data and the process to handle the next review with confidence.”
“They identified the bordereaux process gap before the capacity provider did. Fixed in six weeks.”
“The Business Review gave us a clear picture of where our data quality was creating reserving risk. Exactly what we needed before committing to a platform decision.”
“The coverholder data quality issue had been flagged internally for two years. The Business Review named it precisely and gave us a sequenced plan to fix it.”
“The Business Review told us things we suspected but could not articulate. The board walked away aligned.”
“We needed someone who understood the Lloyd's reporting environment and could hold an independent position on programme governance. Assured Velocity understood the context immediately.”
“Our capacity provider was asking questions we could not answer cleanly. The engagement gave us the data and the process to handle the next review with confidence.”
“They identified the bordereaux process gap before the capacity provider did. Fixed in six weeks.”
The most common challenges for MGAs and brokers are: managing capacity provider relationships while growing the book, technology that has not kept pace with growth (Acturis, Applied, CDL, SSP implementations that are not fully utilised), operational processes that are largely manual and not scalable, regulatory burden from Consumer Duty and FCA oversight, and MI that makes it difficult to understand profitability by product or scheme.
When a capacity provider is questioning their line, the MGA needs to demonstrate operational credibility quickly - clean claims data, reliable bordereaux, evidence of governance and oversight, and a clear plan for any areas of concern. We help MGAs rapidly assess their operational position, identify the most critical gaps, and build the evidence pack that gives capacity providers confidence.
We have worked with Acturis, Applied Systems, CDL, and SSP across broker and MGA environments, as well as Guidewire and Duck Creek for carrier-side implementations. We are not tied to any vendor and can advise on platform selection, configuration, and migration as well as improving the use of existing platforms.
Consumer Duty for insurance requires firms to demonstrate good outcomes across the four outcome areas - products and services, price and value, consumer understanding, and consumer support. For MGAs and brokers this means reviewing product design, distribution chain accountability, claims handling, and the quality of customer communications. We can lead the gap assessment and programme of remediation.
A bordereaux improvement programme typically covers: standardisation of data requirements across schemes, automation of bordereaux production and quality checking, process redesign for the submission and reconciliation workflow, and MI development that gives underwriters a timely view of scheme performance. The goal is reliable, timely data that supports both internal decision-making and capacity provider reporting.
Yes. Insurance sector M&A has specific considerations - regulatory change of control notifications, scheme migration, capacity provider agreement transfers, and the integration of broking systems. We have experience navigating these complexities and can lead the integration workstream from day-one planning through to operating model consolidation.
The most valuable MI improvements for MGAs and brokers are: reliable GWP and premium income by scheme and product, claims development and loss ratio by cohort, producer performance analysis, expense ratio tracking, and a dashboard that allows underwriters and management to spot developing issues before they become material.
We work alongside internal compliance teams rather than replacing them. Our role is typically to provide the operational and programme delivery capability that compliance teams often lack - turning compliance requirements into working processes and technology changes. Legal and regulatory interpretation stays with the compliance and legal advisors.
For an MGA looking to scale, a typical engagement might start with a Business Review covering operations, technology, and governance (four to six weeks), followed by a programme of targeted improvements - often technology optimisation, MI development, and process redesign - delivered over six to twelve months, sometimes with a fractional COO or operations director providing ongoing leadership.
Fast-growth businesses that have outgrown their infrastructure need to triage what is genuinely urgent (operational or regulatory risk) versus what is important but not critical. We help prioritise the stabilisation and improvement agenda, resource it appropriately, and sequence it so that growth is not disrupted while the foundations are being strengthened.