Capitalizing on
30 years of affinity
insurance expertise
to boost your
ancillary revenues

Our penetration rates is low, margins are thin, and nobody really owns the topic internally. The question is: where do we start, and what is realistically achievable?

Captive, white-label, partnership, MGA or broker: each model carries different capital, regulatory, operational and commercial implications. I help map the options against your ambition, constraints and risk appetite.

The existing partnership is underperforming on service levels, pricing or innovation. The review assesses what a credible alternative looks like and what it would take to transition.

Regulation, competition, distribution infrastructure and customer behaviour vary by market. The review builds a pragmatic market-entry view with realistic priorities, timelines and resources.

An objective strategic review of the value created, the risks carried, the execution burden and whether the current model is fit for the next phase.

The team meets customers at the moments when protection matters, yet insurance penetration remains low. The review defines what a realistic, profitable insurance strategy could look like for your distribution organisation.

An independent assessment of the product versus alternative partners, with a recommendation aligned with the dealer group's own commercial interests and customer relationship.

Insurance as an ancillary revenue stream: what products, which partners, which sales model, and what investment is required to make it work.

Too many exclusions, unclear guarantees or confusing pricing logic make the product difficult to sell and difficult to buy. The review helps simplify the offer and make it commercially usable.

A review of the product design, pricing, exclusions, claims handling and customer communications against TCF principles — identifying gaps and building a remediation plan before regulators do it for you.
Note: experience sharing on compliance matters is provided for informational purposes only and does not constitute legal advice. Any regulatory or compliance matter will require the validation of a formal legal opinion from a qualified legal counsel chosen by your organisation.

A structured review of the catalogue to identify overlaps, redundancies and cannibalisation — and rationalise the offer for greater clarity, fairness and profitability.
Note: experience sharing on compliance matters is provided for informational purposes only and does not constitute legal advice. Any regulatory or compliance matter will require the validation of a formal legal opinion from a qualified legal counsel chosen by your organisation.

Business case construction, pricing logic, regulatory requirements and go-to-market assumptions tested before any investment is made.

A practical audit of relevance, competitiveness, customer fit and operational performance — because markets often move faster than product catalogues.
Note: experience sharing on compliance matters is provided for informational purposes only and does not constitute legal advice. Any regulatory or compliance matter will require the validation of a formal legal opinion from a qualified legal counsel chosen by your organisation.

A review of the claim management process from the customer’s perspective — from first notification of loss to settlement — to identify the gaps, friction points and operational adjustments needed to improve clarity, efficiency and customer trust

Low conversion, inconsistent pitch, weak follow-up or limited ownership usually have concrete causes. The review diagnoses them and defines a realistic improvement plan.

At order, delivery, service or renewal? The review maps the journey to identify the moments where insurance can be introduced naturally and effectively.

Website traffic exists but insurance take-up is minimal. The review identifies friction points, UX issues and missing enablers.

A mapping of the customer journey to identify the right touchpoints — order, delivery, service or renewal — with the right message, tool and person, without damaging the customer relationship.

A structured review of the partnership agreement to assess whether obligations are balanced, key clauses are present and enforceable, and governance protects the long-term interests of both parties.

Multi-partner architecture, exclusivity clauses, conflict of interest management and governance design.

RFP design, evaluation criteria, negotiation strategy and transition planning.

A KPI and governance framework that gives the visibility while keeping reporting useful, simple and action-oriented.

A structured 90-day launch plan covering governance, partner selection, training, tools and KPIs to turn the decision into visible results quickly.

A review of skills, sales process, pitch, tools and field coaching to unlock the commercial potential already present in the organisation.

Analysis of conversion by channel, product, market and sales team to identify where performance is leaking and which levers can realistically move the needle.

A review of incentive structure, communication, timing and tracking against what actually changes behaviour in sales networks.

A practical training architecture: curriculum, format, certification, field reinforcement and performance tracking.

A performance analysis to identify the success factors in top-performing sites and a replication programme for the rest of the network.

A cultural and commercial reset: reframing insurance as a customer service tool and a genuine source of income for the salesperson.