We believe that continuous improvement comes through scrutinising the way we work with technology, processes and the people involved.
The system reviews we carry out is the technical side, while client engagement is the equally-important human side. Together, they provide a 6-step improvement process.
1. Planning for the unexpected
A large part of my role is improving the end-to-end client experience.
As we specialise in non-standard risks, it means that we have to assess a broad range of risks written in a myriad of countries visited. This is why we invest time developing robust, individual plans for each client.
This detailed planning underpins the practical steps we take on client visits. In turn, these ensure that the contracts and systems between the client and White Oak works as efficiently and effectively as possible for both parties.
2. Getting the systems right
The systems review is the first step. Making sure we understand the systems in the coverholder’s office in terms of their capability to capture the risk data required is vital.
Efficiency is a big deal for us. We are always on the look-out for ways not only for our clients to function more efficiently, but also for ways in which we can improve our own productivity.
In fact, we’re currently in the process of implementing an online policy system to capture our policy data as soon as a risk is bound, this will then talk to our online claims system to help us give a better and faster all round service and would combat what we find to be our main challenge – human error.
3. Getting the detail right
The next step is to help our clients remain compliant. This means checking all files to ensure that document wordings are recorded in accordance with White Oak and Lloyd’s requirements.
What’s the benefit for clients? Well, this allows us to ensure that they are covered properly and any errors are trapped to prevent problems in future.
4. Getting to know you
We think it is essential you know who you are dealing with. We believe in meeting brokers and their clients; listening, learning and sharing knowledge.
We want to meet the ‘right’ people – those directly involved in the contracts we hold. In compliance terms, this is called a Key Person Review (KPR). We see it as so much more. It’s about cementing relationships and gaining local market knowledge from our coverholders.
5. Getting to know the supply chain
We want to offer more than just sitting in London at one end of the supply chain. If we can help and add value at any point, we want to. One example is the risk management assessments we carry out for truck fleets at the other end of the chain. We can then work with the Insured to help improve the risk, which in turn will benefit all parties involved.
6. Subrogation – a way to help our clients’ figures
We have a team of subrogation experts who go and look at ‘dead’ files – settled claims that seem closed.
They analyse them and work out which ones are worth pursuing. They have made many successful recoveries, particularly in the U.S.A. With this insight, we have rolled this programme out to other geographies – as far away as Australia.
What could this mean for clients? This improves their claims record ensuring they are not adversely penalised following an accident that is not their fault.
You can get in touch with Charles Wilce here.