Advertise on podcast: The Future of Insurance

Episode Detail John Kellington has spent his career on every side of the same question: how does data move reliably across an industry built on thousands of separate systems that all need to talk to each other? He's built the standards, lived by them as a carrier CIO, and now, as the new CEO of ACORD, he's back to run the organization that sets them for the entire global insurance industry. In this conversation, Kellington and Bryan dig into what ACORD actually does beyond its well-known forms library, why AI in insurance can only be as trustworthy as the data underneath it, and how a reference architecture built inside IBM more than 30 years ago is still shaping how the industry should think about modeling risk today, including the messy, high-volume data coming from connected cars and IoT devices that doesn't fit neatly into any existing field. Guest Bio John Kellington is the Chief Executive Officer of ACORD (the Association for Cooperative Operations Research and Development), the insurance industry's global standards-setting body. He returned to ACORD in August 2026 after 16 years as Executive Vice President and Chief Information Officer of The Cincinnati Insurance Company, where he applied an architecture-led model to transform the carrier's technology operations. Kellington began his career at IBM, then spent seven years as a carrier technology leader at Ohio Casualty (later acquired by Liberty Mutual). He previously spent three years at ACORD as Senior Vice President of Standards Development, Information Technology, Corporate Finance and Membership, where he helped develop what is now known as the ACORD Reference Architecture. This episode was recorded live at ACORD Connect 2026. Show Notes: What ACORD Actually Does: Reach: roughly 30,000 participants worldwide set data exchange standards across the global insurance industry through ACORD, not just forms. Still forms, but not only forms: ACORD maintains roughly 800 to 900 active forms, but the bigger job now is electronic data exchange, getting carrier, agency, and vendor systems to talk to each other in the same format. Where competition actually lives: exchanging data isn't a competitive advantage. What a carrier does with that data in underwriting, pricing, and service is where the real competition happens. Why ACORD Has to Stay Independent: Owned by the industry: ACORD runs on membership dollars, not venture capital or any single company, which Kellington says is the only reason it can set standards without an agenda. "Switzerland": his own word for ACORD's role. Not a vendor, not a carrier, not a broker, just an organization funded to make the industry work better. The line it won't cross: if ACORD ever competed directly with the vendors and carriers it serves, he says it would lose the credibility to set standards for the industry. AI Needs Trust Before It Needs Anything Else: The core argument: AI can only "flourish" in insurance if it's built on data that is consistent and traceable, exactly what standards provide. "Invent from here": Kellington's framing for the industry's next move. Build on the existing standardized data pipeline rather than reinventing it from scratch. AI as the bridge: he sees AI solving the industry's hardest data problem, the huge volume of freeform text and inconsistent formats that never fit neatly into a standard field. The ACORD Reference Architecture, Explained: Where it came from: intellectual property IBM and Prima Solutions donated to ACORD, building on modeling work IBM's research team did decades earlier. Kellington helped bring that donation in. What it is: Kellington calls it the most advanced model of the insurance world in existence, broad enough to represent literally anything that can be insured. What it did for one carrier: he personally used it to transform Cincinnati Insurance's IT organization, driving reuse, lower cost, and higher software quality across the company's systems. What the Industry Needs to Do Its Part: Start with distribution: when agents and brokers voice a need clearly, carriers listen, and when carriers listen, vendors follow. Build a community, not just a standard: Kellington wants an "architecture community" of the people who actually work inside these systems, improving the Reference Architecture together rather than leaving it to ACORD alone. His near-term goal as CEO: define a clear future state for how the industry's tools should work together, then map the practical steps to get there. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Detail Three voices, one shared problem: the insurance industry calls itself data-driven, but trusts almost none of the data it runs on. This episode is a live panel recorded at ACORD Connect 2026, where Bryan sat down with Russell Sommers of Baker Tilly, Meredith Barnes-Cook of Datos Insights, and Spero Zacharias of Chubb to talk about what happens to that trust problem once AI starts doing the interpreting. The conversation moves through where AI genuinely closes the industry's biggest data gaps and where it just introduces a new category of things to verify, why the fixed-field data governance models built for a different era might not survive an AI-driven one, who actually owns a piece of data when something goes wrong, and how far state regulation and industry standards like ACORD's can go toward building trust before the technology outruns both. A live audience Q&A closes out the session, pushing the panel further on legacy data, ownership, and industry-wide collaboration. Guest Bio Russell Sommers is a Principal at Baker Tilly, where he leads the firm's New York financial services risk advisory practice. With more than 15 years helping insurers, banks, and financial institutions navigate governance, risk, and compliance, he specializes in IT risk and cybersecurity and leads Baker Tilly's IT and cybersecurity examination practice on behalf of more than 30 state departments of insurance. Meredith Barnes-Cook is a Senior Principal at Datos Insights, with nearly four decades in insurance operations and technology. She began her career at Liberty Mutual, where she spent 33 years in leadership and executive roles across digital, product, and organizational transformation, and went on to build go-to-market strategy at an AI customer experience company before joining Datos Insights. Her current research centers on P&C rating and underwriting technology and, notably for this episode, agentic AI governance. Spero Zacharias is SVP, Global Information Technology, Major Initiatives at Chubb, a role he has held since 2021, directing a portfolio of cybersecurity programs spanning 54 countries and all of Chubb's commercial and consumer lines. He brings more than three decades in insurance technology and cybersecurity, and deep standards-body pedigree: he chaired the ACORD board from 2017 to 2019 and currently chairs the board of ACORD Solutions Group. The industry doesn't get to wait for someone else to define what trustworthy data looks like. It has to decide that for itself, before AI makes the decision by default. This episode was recorded live at ACORD Connect 2026. Show Notes: The Trust Deficit in Data: Statistics don't lie, but liars use statistics: Russell Sommers on why the danger isn't usually intentional fraud, but confirmation bias — pulling data to prove what you already believe instead of using it to find out what's happening. The same dynamic that drives the industry's "we can't because" pattern gets amplified everywhere by social media and deepfakes, where trust itself becomes the thing that gets exploited. AI as Enabler and Complication, at the Same Time: Spero Zacharias framed the core tension of the episode: AI can finally solve for the data handcuffs the industry has lived with for decades, but introduces a new set of verification problems in the process. Intelligent document processing is finally unlocking the 80–90% of insurance data that arrives unstructured — but when AI gets the interpretation wrong, human critical thinking becomes more essential, not less. The panel drew a hard line between AI making a recommendation a human reviews and agentic AI taking an autonomous action — the stakes for verification change completely once AI is deciding, not just suggesting. A Governance Model Built for Fields, in a World That Has Outgrown Them: The panel challenged whether traditional, fixed-field data governance still fits a world where AI-processed data doesn't arrive pre-labeled and well-defined. One reframe from the conversation: shift governance thinking from which fields are required to which risk signals need to be captured. The closed claim review is being rethought as continuous, real-time monitoring — catching a bad AI recommendation while it's happening, not years and thousands of transactions later. Data Ownership Has to Have a Name Attached: The clearest agreement on the panel: data accuracy has to be business-owned, even when a technical or data function builds and maintains the systems around it. A chief data officer can build the infrastructure, but without a named owner accountable for a specific data element's quality, governance models fail on paper or not. Real example: a claims system that used the same word, "death," for three different drop-down values for 15 years, with no institutional memory of what distinguished them. Standards as an Enabler, Not a Floor: Spero Zacharias, drawing on his ACORD board chairmanship: standards exist to anchor an industry to something shared, not to give companies a minimum bar to clear and stop. State regulation, NAIC guidance, and ACORD standards are minimum requirements — the panel's challenge to the industry is to build past the floor rather than manage down to it. Russell Sommers connected this to compliance: state privacy laws, NAIC's responsible AI principles, Colorado's AI law, New York's Circular Letter 7, and a new NAIC exposure draft on third-party AI use. Cybersecurity's Human Element: Spero Zacharias pointed to the Scattered Spider social engineering attacks, where public data was used to get two-factor authentication credentials reset at multiple insurance companies. The most recent Verizon Data Breach Investigations Report shows AI-enabled vulnerability exploitation rising sharply, even as the panel argued AI-assisted development should make software more secure over time. An Audience Question on Industry-Wide Collaboration: With real-time data connectivity and API integration now possible, the industry has an opening to stop re-keying the same data across broker, insurer, and reinsurer systems. The panel pointed to the London market's Solutions Group as a model North America could learn from in building shared, collaborative data infrastructure. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

We're taking a quick break this week as we ramp up with a lot of interviews being recorded in the next month.  Stay tuned and be sure to subscribe you catch them when they start dropping on September 22nd with Season 9 Episode 6!

Episode Detail This episode is a discussion of the thought leadership paper Bryan Falchuk published in September 2026 on a pressing an important question the industry is facing today – will AI spell the end of insurance agents and brokers? AI is not going to kill the insurance agent channel. That's not really in dispute, and it was never the right question. In this solo episode, Bryan Falchuk argues that the public debate over AI and agents has been fought almost entirely on the wrong terrain — demand — when the real disruption is on the supply side. Buyer demand for a trusted expert on a complicated, high-stakes decision is as durable as ever, but that says nothing about how many people will be doing that work five years from now, or how much of it AI will be doing on their behalf. Bryan traces the argument through a real disagreement with fellow industry voice Matteo Carbone, a landscaping-business example of what agentic AI can catch that no human ever sees, and the two mechanisms he thinks actually create opportunity inside this disruption: Empowered Expertise and Market Expansion. The channel isn't disappearing. How it's staffed, and by whom, is about to change faster than most of the industry is planning for. Show Notes: The Real Question: Demand vs. Supply Demand isn't the debate: Bryan agrees the agent channel survives — buyer demand for a trusted expert on a complex, infrequent, high-stakes decision isn't eroding. The real question is who or what does the work inside the channel five years from now. A channel can hold 100% of its market share and still be staffed by a fraction of today's headcount, partly by AI standing in an agent's seat. Where the Reframe Came From: The Matteo Carbone Debate The idea grew out of a real disagreement with Matteo Carbone, Founder & Director of IoT Insurance Observatory, who argues buyers won't shop and transact alone for something this complicated. Bryan agrees. Bryan's pushback: demand-side evidence, like low churn, doesn't say anything about how much of the work AI ends up doing. His read: most of the public debate is arguing past itself over demand when the actual disagreement, if there is one, is about supply. Accountable Delegation, Reconsidered Bryan is skeptical people consciously want a human to blame if something goes wrong, rather than offloading the cognitive burden onto someone trusted to have done the homework. Why it matters: wanting someone to blame is human-only, but wanting a trusted expert to carry judgment is something AI can plausibly meet. We already do this elsewhere, the same way fraud alerts and wearables already quietly do, without anyone consciously choosing to delegate. Why This Time Is Actually Different The Internet never displaced agents because it's a transaction engine, built for buyers who already know exactly what they want. Insurance is sold, not bought. Most buyers need someone to translate a messy, real-world situation into the right coverage, which the Internet was never built to do. AI can build context: interviewing a buyer, pulling outside data, mapping risk, and comparing it against policy language — the same judgment work a good agent does, at a scale one person can't match. Prompted AI vs. Agentic AI Most AI-and-insurance conversations assume a prompted model: a chatbot a person has to remember to open, which still requires someone to decide "today I'll think about my insurance." Agentic AI removes that requirement — in Bryan's landscaping-business example, an AI system already handling her scheduling and contracts catches a new tree-removal service line and flags the coverage gap before she or her agent notices. The real disruption isn't a friendlier chatbot: it's AI finding the need on its own, before anyone on either side of the transaction has done anything at all. Agents Are Already Leaning on AI, and It's Not Speculative David Embry, CEO of Mylo, described building AI that gives brokers a constantly current view of market rates and appetite instead of trying to hold it all in their head. Jason Cass has talked about agentic AI absorbing a large share of an agency's operational load, from paperwork to quoting, letting the same team handle more business with fewer people. Layered on top: agents are retiring faster than they're being replaced, and AI is what lets the channel hold its market position anyway. The Opportunity Side: Empowered Expertise and Market Expansion Empowered Expertise: AI that continuously tracks the market doesn't replace an agent's judgment — it gives them the raw material to use it faster. Market Expansion: the same pattern that built the Cyber insurance category is playing out with AI liability, data mishandling, and bad AI-generated work — exposures that need an expert to explain and sell coverage for them. Carriers are already excluding AI liability, and ISO is updating standard policies to do the same, while startups like Testudo build coverage specifically for that gap — raising the need for an agent's help, not lowering it. Why Humans Stay Essential: Analytical vs. Critical Thinking Bill Pappas, EVP and Global Head of Technology and Operations at MetLife, distinguishes analytical thinking (patterns, logic, volume) from critical thinking (judgment in ambiguous situations). AI is winning the analytical work, and Bryan doesn't think that's a fight worth having. The future isn't humans competing with AI for the same slice of work: it's AI taking the analytical load off agents entirely so they can spend nearly all their time on the critical thinking that was always the hardest part of the job to replace. Timing: Faster Than Most Are Planning For The cultural barrier to trusting AI with consequential decisions is already gone — today's buyers have spent their adult lives doing complicated things online. The technology curve is compressed: almost none of what looks like a real threat to agents existed three or four years ago, and it's advancing every few months, not years. Bryan's call: real, visible change inside the next five years, with the leading edge already visible in the next two to three. What To Do About It Agents: stop treating analytical work as where your value lives, start using AI tools in your actual daily workflow now, and invest in judgment and relationship skills. Agency leaders: stop staffing to today's agent-to-book ratio, and shift training budget toward critical thinking and complex-case skills. Carriers: production is decoupling from agent headcount. Give appointed agents real AI tools or lose them to carriers who do. Free White Paper: The full argument, including the complete demand-versus-supply reframe and the mechanics of Empowered Expertise and Market Expansion, is laid out in Bryan's new white paper, The Future of Agents & AI, free to download at future-of-insurance.com/agents. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Detail When wildfire risk pushed many insurers to retreat from the California homeowners market altogether, CSAA Insurance Group chose a different path: reward the homes that actually harden against fire with a three-year rate guarantee and a discount of up to 30 percent, and keep writing business through it. In this conversation, Mike Zukerman, President and CEO of CSAA Insurance Group, joins Bryan Falchuk to talk about what that choice has actually looked like inside a company that insures around 600,000 California homes, why he believes a healthy, competitive insurance market serves customers better than any single carrier cornering it, and how CSAA is using AI to give its claims and customer service teams more room for empathy rather than replacing them. They also get into what it takes to hold a culture together across a workforce that is 97 percent remote, and why Zukerman thinks the basics of caring about a customer, even when the answer is no, still decide who wins a soft market. Every choice Zukerman describes here, the underwriting, the AI, the culture, comes down to the same discipline: doing the harder, more proactive thing on purpose instead of waiting for a crisis to force it. Guest Bio Mike Zukerman is President and CEO of CSAA Insurance Group, a AAA insurer serving members across 23 states and Washington, D.C. He was appointed to the role in May 2024 after serving as interim CEO since August 2023, succeeding Tom Troy. Zukerman joined CSAA Insurance Group in 2011 as Chief Legal Officer, a role he held for roughly twelve years, and also served as the company's acting Chief Operating Officer in 2014. Before joining CSAA, he spent about two decades in technology and legal leadership roles, including at GeoVera Holdings, Critical Path, Sega, and Netopia. He holds a law degree from American University and a bachelor's degree from UC Berkeley, where he has also guest-lectured at the Haas School of Business on law and entrepreneurship. He was named 2017 Corporate Counsel of the Year by the San Francisco Business Times. Zukerman serves on the boards of the American Property Casualty Insurance Association (APCIA), the Bay Area Council, and Keep Tahoe Blue. Show Notes: Wildfire Risk: Rewarding Home Hardening, Not Retreating From It: CSAA guarantees at least three years of coverage, plus a discount of up to 30 percent, for any home that meets the IBHS Wildfire Prepared Home standard. Zukerman says CSAA has non-renewed at most about 2 percent of its book, even as other carriers stopped writing new homeowners business in parts of California entirely. Despite the state's reputation, Zukerman cites a LendingTree study ranking California the eighth-cheapest state for homeowners insurance, behind Oklahoma, Nebraska, and Colorado. Zukerman wants more competitors back in California, not fewer: a robust, competitive market serves customers and the state better than any single carrier absorbing all the risk. AI as a Force Multiplier for Empathy, Not a Replacement for People: CSAA remains a high-touch business by design: callers reach people in the US, even as some competitors move claims intake to agentic AI. AI now listens in on claims calls and generates the summary, freeing the person on the phone to focus on the customer instead of scrambling to document everything, and it can catch details, like a passing mention of back pain, that a stressed human might miss. Zukerman compares the shift to the arrival of ATMs: bank tellers didn't disappear, they were up-leveled to more judgment-based work, and he expects claims and customer service roles to follow the same path. He expects most carriers to lean on agentic AI by default within three to five years, but says CSAA will give customers the choice between a human and AI rather than force one. Culture and Distributed Work: Humility, Not Proximity: About 97 percent of CSAA's roughly 4,000 employees work remotely, split between roughly 3,000 call center staff and 1,000 knowledge workers in underwriting, finance, and legal. Zukerman keeps the leadership team meeting every two weeks, in person once a month, backed by what he calls close to zero real constraint on the travel budget for teams to get together. He's built the culture intentionally around humility: people feeling safe enough to say "I don't know" or ask for help out loud, which he calls flattering rather than a weakness. CSAA runs 14 employee-led culture groups and regular volunteer programs, and recently opened a new office in Phoenix, where the company now employs more people than it does in California. Customer Delight in a Softening Market: Zukerman points to a record: 54 percent of auto insurance customers shopped for a new policy last year, and he expects retention, not new acquisition, to be the growth lever in the soft market ahead. He argues delight doesn't always mean solving the problem: even when CSAA can't waive a deductible or has to deny part of a claim, the outcome that keeps a customer loyal is feeling like the person on the phone actually cared. He makes the point through an unlikely source: a maddening call with his cable provider that never solved his problem but still left him feeling genuinely cared for. Career, Liberal Arts, and Learning How to Think: Zukerman spent the first half of his career in technology and law before joining CSAA Insurance Group in 2011 as Chief Legal Officer. He points to Nvidia CEO Jensen Huang's advice to study liberal arts, and says he gave his own kids the same counsel: use college to learn how to think before specializing. He compares AI's disruption to the arrival of the light bulb, noting that new tools have repeatedly reshaped which skills matter without eliminating the need for judgment. Prior Guests from CSAA Insurance Group Ryan Vigus, EVP, Personal Lines Product Management Laurna Castillo, SVP, State Product Management Debbie Brackeen, Chief Innovation & Corporate Development Officer This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Detail Insurance carriers have quietly lived with a roughly $50 billion problem for years: a level of fraud baked so thoroughly into homeowners and personal auto pricing that the industry simply calls it the cost of doing business. In this episode, Bryan Falchuk sits down with Kim Garland, Industry Executive & Advisor, to size that number for real and ask why an industry built to manage risk has been so slow to manage this one. Garland spent more than three decades inside carriers, from GEICO and Safeco to AIG and State Auto, before stepping outside day-to-day operations to advise the industry from a different vantage point. He and Bryan dig into the difference between the old fraud-verification playbook and a newer approach built around trust and behavioral signals, why homeowners insurance can't keep leaning on rate increases the way personal auto has, and what it actually takes for carrier leadership to stop treating a solvable problem as background noise. The takeaway: unlike the weather, this is a lever the industry can actually pull, if it decides to. Guest Bio Kim Garland is an insurance industry executive and advisor with more than 35 years of experience across carriers, product management, and actuarial leadership. He began his career at GEICO in 1988, then spent time at Safeco, where he ran the personal auto business until the company was acquired by Liberty Mutual in 2008. He joined AIG in the aftermath of the financial crisis, spending six years helping lead the recovery of its mortgage insurance business. In 2015, he joined State Auto, a regional carrier based in Columbus, Ohio, where he worked until State Auto was also acquired by Liberty Mutual. Since then, Garland has been advising startups and studying the industry from outside its day-to-day operations, bringing a perspective shaped by decades on the inside. Show Notes: The Industry Has Priced Fraud In — And Called It Normal: Garland estimates fraud costs the industry roughly $50 billion a year across homeowners and personal auto, close to 10% of premium. His view: most carriers quietly treat that number as a fixed cost rather than a solvable problem — what he calls one of the industry's "dirty little secrets." Honest policyholders absorb the difference every time a carrier accepts a baseline level of fraud and prices around it instead of fighting it. From Verification to Trust: A Different Paradigm: The old playbook asks a question, checks the answer against a database, and accepts that some fraud slips through anyway. Newer approaches look at behavioral signals, like how long an applicant hesitates before answering a material question, or a voice-based assessment of trustworthiness, such as the approach used by Clearspeed. Garland is careful to separate ordinary rate-shopping behavior, like comparing deductibles or coverage limits, from genuine red flags, like a garaging address that suddenly doesn't match reality. Trust Is Situational, Not a Life Sentence: Today's tools assess trustworthiness in a specific interaction, not as a permanent label on a customer. Garland argues that framing matters: someone flagged in one moment isn't branded across every future interaction with the carrier. Why Homeowners Can't Keep Leaning on Rate Increases: Garland sees personal auto and homeowners on different trajectories. Autonomous driving technology is a macro trend that should push auto losses, and eventually premiums, down over time. Homeowners insurance has no equivalent tailwind. If rate increases keep outpacing wage growth and general inflation, he expects consumers or regulators to eventually push back. His view: when the rate-increase lever stops working, carriers are left with three choices — run at a loss, pull back from the market, or actually attack the underlying cost drivers. What It Actually Takes to Change: Carrier Attitude, New Tools, Regulatory Room: Garland lays out three levers: a genuine change in carrier mindset, which he believes has to be driven from the CEO and C-suite, better trust-based tools, and regulators giving carriers room to push back on bad-faith complaints. He argues progress on any one of the three levers moves the needle, even without all three moving at once. In his view, the core obstacle is organizational inertia — discomfort with pushing back on a customer complaint, a regulator, or a dip in survey scores, more than any shortage of technology or options. Predict and Prevent Has Potential, But Human Behavior Is the Real Barrier: Garland thinks preventing losses before they happen, not just detecting fraud after the fact, has real legs, particularly for closing the openings fraudulent contractors exploit after a loss. He compares the challenge to getting people to save for retirement or exercise consistently: the payoff is real, but delayed, which makes it a hard behavior to change. He credits the startups working in this space, while noting that inertia, not a lack of good ideas, remains the biggest obstacle. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Detail Travel insurance has long relied on a government advisory as a clean, defensible line between insurable and not: when the advisory says don't go, coverage steps back. It's a structure that works well when conflict stays contained and advisories track it closely. This year's conflict in the Gulf tested that model in real time, as the advisory stayed in place well after the fighting eased, leaving businesses and travelers who still needed to operate there without a clear path to cover. Graeme Dean built Hotspot Cover to close gaps like that one, insuring individuals and organizations who still need to operate, travel, and respond in conflict zones and other high-risk regions around the world. He later founded a second business, Trigger Parametric, applying the same full-stack, specialist model to parametric weather, Nat CAT, and commodity risk. Bryan Falchuk talks with Graeme about why the underwriting appetite for this kind of risk already exists inside the Lloyd's market, what actually needed reinventing to serve it at speed, and what it took to build a Guernsey-based captive and direct Lloyd's reinsurance access fast enough to keep pace with how quickly real risk changes. Guest Bio Graeme Dean is an Australian InsurTech veteran based in the UK. He spent roughly a decade building embedded InsurTech Cover Genius, leading its global insurance solutions team, before founding Hotspot Cover, a specialist insurer for organizations and individuals operating in conflict zones and other high-risk regions worldwide. He also founded Trigger Parametric, a full-stack parametric risk transfer business covering weather, natural catastrophe, and commodity risk globally through its own reinsurance vehicle. Earlier in his career, Graeme led the accident & health division at Allianz and held roles at AIG, 1Cover Travel Insurance, and Dream Wedding Insurance. He holds a degree from Heriot-Watt University and advises multiple InsurTech startups. Show Notes: Why the Advisory Trigger Struggled to Keep Up: The clean trigger: Travel insurance has long used the government advisory as a defensible line for when a destination becomes too risky to cover. Built for contained conflict: That structure works well when the advisory tracks the conflict closely and the conflict itself stays contained. The Gulf test: When missile strikes hit the Gulf earlier this year, the advisory stayed in place well after the fighting eased. A design question, not a blind spot: Graeme sees the lag as a governance and product design question worth rethinking, not a sign the industry wasn't paying attention. Delivery Is the Bottleneck, Not Underwriting Appetite: The capacity already exists: Lloyd's specialty syndicates have covered war-zone and Kidnap & Ransom risk for decades, including in Iraq and Afghanistan. The real constraint: What Hotspot Cover set out to fix is how slow, expensive, and structurally unsuited the traditional London market is to short-notice, high-velocity business. The fix: A Guernsey-based captive reinsuring into Lloyd's, giving Graeme's team control over policy design and speed of issuance. Two Channels, Not One Embedded Product: Not embedded: Hotspot Cover doesn't sell through a single checkout flow the way mainstream travel insurers do. Direct platform: A dedicated site for short-term, last-minute high-risk trips, built on its own underwriting matrix. Gap-country layer: A supplemental coverage layer for corporates and groups whose standard business travel policy leaves out certain high-risk countries. Trigger Parametric: The Same Model, Applied to Parametric Risk: Where it came from: Access to A-rated reinsurance capacity through Hotspot Cover opened Graeme's eyes to a similar gap in parametric risk. The gap: Local insurers and brokers in developing markets often have the regulatory relationships but not the actuarial and data science expertise to price parametric risk themselves. What Trigger provides: Structuring, pricing, and capital access across weather, Nat CAT, and commodity risk globally, not just a brokerage pass-through. Earning Trust as a Challenger: The competition: Hotspot Cover competes for attention against household names like Chubb and the Lloyd's brand itself. The playbook: Win a client's hardest "problem child" countries first, then expand into their full global program once trust is built. Trigger's different hurdle: Broker and buyer skepticism about parametric structures, including basis risk concerns and comparisons to gambling. The fix: Let clients test the structure on a small slice of exposure, often around 10%, before scaling it up. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Detail Season 9 of The Future of Insurance opens with a conversation about what happens when a $10 billion specialty insurer decides its own scale isn't a reason to move slowly. Bryan Falchuk talks with Simon Wilson, CEO of Markel Insurance, about his vision for the specialty market through 2030, and the deliberate choice to ask his teams to double their businesses in five years rather than chase another few points of incremental growth. The conversation moves into how that same mindset shows up in Markel's approach to AI: not bolting tools onto individual tasks, but rebuilding entire underwriting processes end to end — from a brand-new AI-native business built and launched in twelve weeks, to a legal document review process that now runs in minutes instead of weeks, to a grassroots fund that hands frontline employees real budget and real autonomy to solve the problems they see every day. An organization doesn't need to be small or newly founded to reimagine itself. It needs leaders willing to ask a bigger question. Guest Bio Simon Wilson is CEO of Markel Insurance, appointed in March 2025 to lead Markel Group's three primary underwriting businesses — Markel Specialty, Markel International, and Markel Global Reinsurance. He was also named an Executive Vice President of Markel Group in February 2026, reporting to Group CEO Tom Gayner. Wilson joined Markel in 2010 to lead international business development and became the primary architect of Markel International's expansion beyond London, scaling operations across Europe, Canada, and Asia to $2.5 billion in annual gross written premium. He was appointed Managing Executive of Global Strategy for Markel in January 2020, then President of Markel International in 2021, a role in which the division grew gross written premiums by nearly 40% and net underwriting profit by more than 250%. Before joining Markel, he led the Lloyd's Asia platform in Singapore, and spent seven years at Lloyd's prior to that. He has more than 20 years of experience scaling large specialty insurance organizations. Show Notes: The Doubling Question: Markel writes roughly $10 billion of the $700 billion global specialty insurance market — Wilson's read: that's room to grow, not a ceiling. Instead of asking a business leader to grow 5-6%, Wilson asks how they'd double the business in five years, a question designed to surface bigger ideas rather than incremental optimization. New categories are expanding the specialty pool itself: data center risk, satellite and space exposure, and marine war coverage in the Persian Gulf are all recent, fast-growing additions. Guardrail on growth: "Top line is vanity, bottom line is sanity." The doubling mindset is paired with underwriting discipline, not a trade against it. Specialty Insurance's Moment: Wilson draws a parallel to media: just as audiences moved from four TV channels to infinite, personalized content, commercial insureds increasingly want coverage built around their specific risk rather than a generic product. He's candid about a unique challenge: people don't want to buy insurance and don't want to use it, which puts pressure on specialty insurers to earn the sale. Rebuilding AI End to End, Not Task by Task: Markel Insurance is now organized into 14 business units (roughly 60 specialisms), each with a single accountable leader charged with reimagining their product and process around AI. Wilson's caution against partial AI adoption: applying it to only one step of a process without rethinking the whole thing creates a bottleneck, "like putting a rocket jet on the back of a bicycle." Cortex, a new AI-native business built end-to-end on Claude with a pricing engine called Hyperexponential, was built in 12 weeks and targets difficult-to-place US casualty risk. Markel's Warranties & Indemnities team in London used the legal AI model Harvey to cut the time to reach a decision-ready view on an M&A data room from about a month to roughly seven minutes, with accuracy Wilson estimates at 97%, a five-point improvement in underwriting pick, and premium in that line more than doubling over the past year. Guardrails, Culture, and Reverse Mentoring: Every large language model Markel staff use runs inside Markel's own environment so company data doesn't leave the firewall — inside that boundary, teams have wide latitude to experiment. Markel's Accelerator Fund put $1 million behind ten employee-pitched AI ideas, built out in six weeks; Wilson expects more than $10 million in returns from that investment in its first year. Wilson credits reverse mentoring — biweekly sessions with a junior colleague — with reshaping how he personally thinks about AI and how the next generation approaches problem-solving. AI as an Equalizer for Small, Specialized Businesses: Wilson argues AI has democratized technology for niche specialty lines that were previously too small to justify major core-system investment, moving technology decisions closer to the underwriters who understand the customer. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Chris is a business-facing CIO and CTO level technology leader with over 10 years in London Market environments and 25+ years across insurance. He is typically brought in to reset technology functions, lead complex regulated transformation, and help businesses use data, automation and AI to improve control, decision making and pace of delivery. His experience spans carriers, syndicates, delegated operations, underwriting, claims and claims services, combining cloud and infrastructure oversight, architecture governance, modern engineering and operating model change. Chris has held executive roles at Ki Insurance, Crawford & Company, Hiscox, QIC and Capco, where he has built and reshaped technology functions, modernised core systems, led carve outs and integrations, and improved resilience, insight and execution across multi-country operations. He is strongest in high pressure environments that require commercial grip, disciplined delivery and visible executive leadership, helping businesses apply AI with purpose to simplify operations, strengthen performance and move technology teams forward. Episode Overview: Data & Customer Experience: The ongoing need for better data is being addressed by AI, enabling more personalized customer experiences that cater to different needs and preferences. AI's Practical Applications: AI is being used for advanced data analysis, claim modeling, and improving underwriting accuracy. It assists in processing information faster, enhancing efficiency in areas like claims. AI can work with legacy systems, offering capabilities without immediate costly overhauls. Human-AI Collaboration: AI is seen as a tool to augment human capabilities, not replace them. It aims to reduce mundane tasks, allowing humans to focus on complex issues, empathy, and innovation. The "human in the loop" is still considered vital for oversight and decision-making. Responsible Adoption: Implementing AI requires a strategic, responsible approach that considers the workforce, fosters a positive culture, and drives genuine operational improvements rather than just surface-level changes. Democratizing Technology: AI tools have the potential to benefit businesses of all sizes, including niche and specialized insurers, by enabling custom application development and process optimization. The Road Ahead: While challenges exist, the focus is on embracing AI's potential to create new opportunities, improve productivity, and ensure the industry remains relevant and innovative. The key is a proactive and adaptive mindset. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Jason Cass is the co-owner of The Insurance Alliance, co-owner of Virtual Intelligence, founder of Agency Intelligence, and one of the most recognized voices in the independent insurance industry. A veteran agency owner, speaker, and podcaster, he built a profitable three-location agency that runs both virtually and digitally. He was named Illinois Young Agent of the Year in 2005, served as Chairman of the National Young Agents Council from 2011 to 2013, and authored Customer Service is Just Foreplay in 2013. His newest book, Future Ready: The Strategic Case for Structure, Routing, and Scale, co-authored with Mitch Gibson, lays out how independent agencies must evolve in the age of AI and automation. Jason hosts the Agent's Influence and Agency Intelligence podcast series and continues to be a leading advocate for independent agents across the country. Episode Overview: This episode of The Future of Insurance features Jason Cass, a prominent voice in the independent insurance agent channel, as he discusses the transformative impact of AI on the industry. Cass, who has been in the insurance industry since 2002 and owns multiple companies, shares his insights on how AI, particularly "agentic AI," is poised to reshape the role of agents and brokers. Key Takeaways: AI as a Disruptor and Enabler: Cass emphasizes that while AI won't eliminate agents, it will fundamentally change how they operate. He draws parallels to past technological shifts like the internet, noting that while agents feared obsolescence, the channel adapted and evolved. AI, however, presents a more significant shift. Efficiency and Cost Reduction: AI's primary impact will be on operational efficiency, significantly reducing the cost of labor within agencies. Cass predicts that within two to three years, agencies adopting AI could see their people costs drop from 55-65% of revenue to 20-30%. This translates to substantial savings, enabling agencies to reinvest or grow. The Evolving Workforce: The adoption of AI will lead to a shift in agency staffing. While immediate layoffs are unlikely, there will be a transition. Smart agencies will retrain existing staff, focusing on tasks that AI cannot perform. The "swing efficiency score" will be crucial in measuring this transition. Shift in Licensed vs. Virtual Roles: Cass forecasts a significant change in the makeup of agency staff. Agentic bots, costing around $3,000-$5,000 annually, will replace some licensed roles that currently command salaries of $80,000+. Agencies will likely hire more virtual employees at lower costs to manage these bots, leading to a reduction in the number of highly paid, licensed individuals within an agency. Regulatory and Licensing Considerations: The question of whether AI can be licensed as an agent is a complex one. Cass believes that currently, AI cannot be licensed, and there are significant regulatory hurdles to overcome. He speculates that this may evolve in the future but emphasizes the current need for licensed human oversight. Opportunities Created by AI: Beyond cost savings, AI opens up new avenues for growth. Cass highlights the potential for AI to help agents better understand risk quality, align clients with the right markets, and navigate the complexities of policy forms and carrier appetites. The emergence of AI itself is also creating a need for new insurance coverages, similar to the rise of cyber insurance. The Importance of Adoption and Education: Cass stresses that agents who embrace AI will thrive, while those who resist will be left behind. He advocates for education and training within agencies to help staff become comfortable with AI tools like Claude. The "Artificial Intelligence Utilization Score" (AIU) will become a key metric for success. The Role of Carriers and Technology Providers: Carriers need to adapt by developing their own AI solutions and partnering with agents to facilitate AI adoption. Technology providers must focus on creating practical, integrated solutions that solve real agency problems, such as routing engines that effectively manage the workflow between humans and AI. Beyond Fear: Embracing the Future: Cass acknowledges the fear surrounding AI but encourages a proactive approach. He believes that embracing AI will lead to greater job satisfaction, improved client service, and a more robust and attractive insurance industry overall. The key is to focus on the opportunities and develop a culture of adaptation. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Celebrating her 26th year in the insurance industry, Meg McKeen, CIC, founded Adjunct Advisors LLC in 2018 with the essential belief that we can do more, and better, to support the professionals who choose a career here. Throughout her own career, working as an underwriter, agent, and leader within the industry, Meg has held a seat at the table during thousands of insurance negotiations. As an independent consultant, Meg now holds space at the crossroads of personal and professional development, for individuals and organizations as they grow their sales and leadership acumen through private coaching, consulting engagements, and the podcast she hosts, Bound & Determined℠. Known for her relatability and storytelling, Meg is a sought after speaker for insurance related conferences and events, as well as a regular columnist for Rough Notes magazine, and Meg's contributions to the insurance industry have been recognized with her inclusion in Insurance Business America's Hot 100 and Elite Women for 2021. A graduate of Illinois Wesleyan University, Meg is currently a digital nomad in the midst of a thoughtful travel adventure. When she's not supporting insurance professionals, you can find Meg putting the "practice" into yoga practice, searching for the best vegan bakery, or cheering on her favorite independent musicians. Learn more at www.adjunctadvisors.com. Episode Overview: Meg's Industry Journey: From 26 years in insurance, including a pivotal moment of burnout and transition, to founding Bound & Determined. The "Bound & Determined" Podcast: Its genesis, purpose to support women in insurance by discussing life beyond the industry, and its evolution into live events and retreats. Culture and Connection: The significance of authentic connection and community in professional and personal life, contrasting with corporate environments that can stifle open dialogue. Personal Evolution and Success: How personal growth and changing definitions of success shape our professional paths and the importance of honoring that evolution. Navigating Change: Strategies for individuals seeking more intentionality and freedom in their careers, even when bound by traditional structures. The Human Element in Business: Emphasizing that despite technological advancements like AI, human connection and emotional well-being are paramount for organizational success. The Nomad Lifestyle: Meg's experience with a mobile lifestyle and how it has unlocked business opportunities and facilitated personal experiences. Advice for Creating Change: Practical steps for embracing curiosity, setting boundaries, seeking supportive communities, and prioritizing action over perfection when launching new ventures. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Scott A. White was appointed Commissioner of the Virginia State Corporation Commission's Bureau of Insurance in 2018. He was elected NAIC President in December 2025. White joined the Bureau as a research analyst in 1998. From 1999 until 2011, he worked as an attorney advising the Bureau on all major insurance regulatory and compliance matters. In 2011 he became head of the Commission's financial services legal division, expanding his practice areas to include securities and banking. At the NAIC, White has chaired the Financial Condition (E) Committee, the Long-Term Care Insurance (EX) Task Force, and the Southeast Zone. He is a member of the International Association of Insurance Supervisors (IAIS) Executive Committee, Macroprudential Committee, and Insurance Capital Standard Task Force. White earned a Bachelor of Arts degree from the University of Virginia and a law degree from the University of Missouri. He and his wife, Jodi, have two grown daughters. Episode Overview: Key Issues in Virginia: Affordability and Availability: While Virginia generally has good market availability, the state is addressing rising premiums and legislative interest in healthcare and property insurance. Natural Catastrophes: The discussion touches on the impact of weather-related events, with a focus on windstorms, hurricanes, and the often-overlooked risk of flooding. Risk Mitigation Programs: Virginia is exploring programs to incentivize hardening homes against perils like severe convective storms, including hail and wind. Litigation and Tort Reform: The conversation addresses the impact of litigation activity on insurance rates and the legislative considerations surrounding tort reform. The National Conversation on AI: Industry Adoption: Commissioner White observes that the insurance industry often lags in adopting new technologies like AI, partly due to its inherent risk aversion and the paramount importance of trust. Consumer Concerns: A significant concern is the potential for AI to be perceived as making critical decisions about healthcare authorization, leading to a growing distrust among consumers. NAIC's Approach: The NAIC has adopted an iterative approach, starting with principles and moving to guidance through an AI bulletin. Their focus is on compliance, transparency, accountability, and safe systems. AI Systems Evaluation Tool: The NAIC is piloting a tool to help state insurance departments assess how companies are using AI, focusing on governance and risk management. This aims to identify potential gaps in current laws. Bias in AI: The discussion highlights the concerns around algorithmic bias and proxy discrimination, while also acknowledging that bias exists in current, non-AI-driven processes. The importance of data protection and operational resiliency against cyber threats is also emphasized. The Future of Market Regulation: Modernization Efforts: The NAIC is undertaking an ambitious "Future of Market Regulation" initiative to modernize its approach, recognizing that market regulation has not progressed as rapidly as financial solvency regulation. Real-Time Surveillance: The goal is to move towards more real-time surveillance of companies, leveraging enhanced data and analysis, rather than relying solely on lengthy, complaint-driven examinations. Training and Resources: There is a recognized need for regulators to develop new skills and obtain adequate training to effectively oversee AI and other emerging technologies. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Craig Weber is a thought leader and management consultant with extensive insurance specialization, having worked for a major carrier and then leading an analyst firm. At Cognizant, he leads a team responsible for the firm's insurance strategy and bringing its portfolio of insurance offerings to the market. Episode Overview: AI is at a critical inflection point, poised to profoundly transform the insurance industry. While carriers are at varying stages of adoption, a key challenge is scaling AI from pilots to production. Key Areas of Focus: Data Utilization: AI needs proprietary data to unlock its full potential, necessitating robust data protection strategies. Distribution Enhancement: AI can automate agent administrative tasks, boosting productivity and addressing talent shortages, rather than solely displacing agents. Customer Experience: AI can streamline services, but must be balanced with human empathy, especially for complex issues. Customer comfort with AI is growing, influenced by their insurance knowledge. Future Strategy: A proactive "AI builder strategy" is crucial. Insurers should focus on developing skills and adapting to the rapid, self-reinforcing evolution of AI. AI represents a fundamental shift, not just an efficiency play. Proactive investment and adaptation are essential to navigate this "innovation arms race" and remake the insurance landscape. The conversation concluded by stressing the importance of a collaborative, monitored approach to AI implementation, ensuring it serves to enhance both efficiency and the human element in the insurance claims process. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info Joe Zuk is an Operating Partner for Altamont Capital Partners, bringing a dedicated focus to corporate and business development across existing ACP portfolio companies within the Property & Casualty insurance vertical. Most recently, Joe served as Managing Director of Corporate Development & Strategy for Orchid Underwriters, a private equity-backed catastrophic personal and commercial lines property managing general underwriter. During his tenure he successfully executed upon the stated strategy for the firm including formation and launch of a proprietary segregated cell captive reinsurance facility, sourcing additional carrier partners, development of operational strategy, recruitment of human capital, and sourcing of M&A opportunities. Prior to Orchid, Joe served as Board Manager at Atlas General Holdings. At Atlas, he led the organic development and growth of Atlas's commercial property & casualty divisions as well as directing its corporate development initiatives. Prior to Atlas, Joe was an accomplished reinsurance broker and underwriter with over a decade of experience in treaty and facultative property and casualty reinsurance. During that time, he developed an extensive network of relationships across the industry landscape in both domestic and international markets. Joe is a graduate of New York University, earning a Bachelor of Arts with concentrations in finance, history and cinema. Joe enjoys dedicating his time to mentoring and encouraging young professionals to enter and advance within the broader insurance industry. Episode Overview: Talent Shortage: The industry faces an aging workforce and difficulty attracting new talent, impacting core functions like claims and underwriting. Solutions involve structured knowledge transfer and mentorship. AI Transformation: AI is not replacing jobs but changing them. It offers tools to enhance efficiency, improve risk assessment, and personalize customer interactions. Evolving Distribution: AI may automate simpler insurance sales, shifting the focus for human agents towards complex advisory roles. Navigating Risks: While AI offers significant benefits, challenges like inaccuracies and potential liability must be managed. The insurance sector is adapting, emphasizing the need for continuous learning and strategic adoption of new technologies. The conversation concluded by stressing the importance of a collaborative, monitored approach to AI implementation, ensuring it serves to enhance both efficiency and the human element in the insurance claims process. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Episode Info How is AI shaping the future of claims, and even the present of it? Join Bryan Falchuk as he hosts a panel featuring audience questions on the dynamics and technology shaping where insurance is headed. The panel includes: Sadiq Isu, Founder & CEO, All Talentz LLC Kevin Meyer, Managing Director, PropertyExpert Shane Emmons, Founder & CEO, Swept AI This discussion explores the evolving landscape of insurance claims, focusing on the integration of Artificial Intelligence (AI) with human expertise. The conversation highlights the critical need for a balanced approach, the inherent challenges of AI, and the strategic considerations for its implementation. This discussion was recorded live on March 24th at the 2026 PLRB Claims Conference at the Gaylord National Harbor Hotel in Washington DC, and was held right after the panelists shared this views on how things like AI are changing the ways claims can be handled – not just in the future, but right now. Episode Overview: The AI-Human Dichotomy: The presentations emphasized a common thread: the necessity of overseeing both AI and human actions within the claims process. The concept of "eyes on you" applies to both AI and human agents, ensuring accountability and adherence to procedures. AI as a Tool – Strengths and Weaknesses: AI can be applied across various settings and languages to handle claims, but requires careful management. The quality of data fed into AI directly dictates the quality of its output, mirroring human learning. Concerns around "drift" (AI deviating from its intended path) and "heresy" (AI holding onto incorrect information) were raised. Empowering Human Adjusters: A significant focus was on how AI can empower humans, rather than replace them, by handling routine tasks. This allows experienced professionals to concentrate on complex cases and the empathetic aspects of claims handling. Agentic AI: Potential and Peril: Agentic AI, capable of independent action, is still viewed with caution, especially in emotionally charged claims scenarios. The emotional impact of claims on policyholders necessitates human interaction and empathy, areas where current AI may fall short. While agentic AI is being deployed for specific tasks (e.g., document analysis, payment processing), its use in direct customer interaction is debated. Mitigating Risks and Ensuring Compliance: The importance of internal and external compliance remains paramount, with AI needing robust monitoring. The potential for class-action lawsuits stemming from AI-driven coverage decisions highlights the need for defensible AI models and careful prompt engineering. Addressing Industry Challenges: The discussion touched on staffing shortages and how AI can help, but also warned against creating future problems by reducing entry-level training opportunities. The need to train experts effectively, without relying solely on years of less engaging tasks, was emphasized. Emerging Trends and Observations: Active Pilots: Agentic AI is being piloted in areas like commercial insurance for coverage determinations and in managing long-running claims by summarizing information. Policyholder Trust: In some instances, policyholders are interacting with agentic AI systems from restoration companies, viewing them as more trustworthy than traditional insurance processes. The "Gap" in Expertise: The industry faces a challenge in developing skilled professionals, and AI's role in training needs careful consideration to avoid widening this gap. Legal Scrutiny: The legal implications of AI in decision-making are significant, with a need to understand model underpinnings and ensure unbiased outcomes. The conversation concluded by stressing the importance of a collaborative, monitored approach to AI implementation, ensuring it serves to enhance both efficiency and the human element in the insurance claims process. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.