Brokers, the keys to pitching your insurer successfully…

As a broker, presenting a case to a risk carrier can be a delicate exercise. How do you pass the daunting "Go / No Go" committee test? Here are some tips to help you build a strong case.

pitching your insurer successfully

As a broker, presenting a case to a risk carrier can be a delicate exercise.

How do you pass the daunting "Go / No Go" committee test? Here are some tips to help you build a strong case.

First of all, to de-dramatize the situation, the most important thing is to remember that the interests of brokers and insurers are aligned. Insurance is based on a mutualization model. Insurers are looking for policyholders to cover. It is only by insuring enough beneficiaries that an insurance company reaches a premium base that can cover claims.

The challenge is therefore to reach the right scale while preserving a healthy risk balance that allows customers to be covered in the long term. All this whilst staying in compliance with risk exposure standards dictated by various treaties such as Solvency II.

Concretely, your mission is therefore two-fold:"show that there is volume and managed risk."


Rather than “showing”, it would actually be more a matter of "demonstrating." Bearing a risk is a binding act for an insurer as it will have to answer to the relevant authorities in case of deviation or failure to pay. An unsupported promise is therefore not sufficient. For you, this means arriving with a detailed go-to-market strategy.

Some questions to guide your thinking:


  • Which market segment are you going for?
  • What data are you using to estimate your target addressable market?
  • What is the competition like?
  • Do you have a comparative study indicating your competitors’ guarantees and positionning?
  • If yours differ, why?


  • Who is your target?
  • Is it well defined? What does it expect and how does it behave?
  • How do you plan to acquire your customers, concretely? (Social media campaigns, mailing, presence on student campuses, etc.)
  • Have you already conducted initial tests to assess interest in the product you are targeting?
  • Have you launched a fake landing page to assess the amount of requests your product generates? Under what timeframe and for what budget?


  • Do you have any strategic distribution partners? What distribution channels will you focus on? (Mobile, online subscription through a website, remote sales, etc.)
  • Why have you chosen these particular channels? What conversion rate do you expect from each of them? Do you have any data or comparables that led your assumptions?

Here are some quick tips to boost your conversion rate if you are currently working on this topic... The more specific, the more convincing your argument will be.

For some 2023 acquisition best practices, you might want to have a look here

In short, what is your go-to-market strategy?

As a reminder, many consider it, beyond the product itself, as the single key success factor for a business. We could cite the case of Microsoft Teams vs Slack. With equal or widely-thought superior features, Slack finally gave way to its competitors widespread integration facilities and sold itself to Salesforce to benefit from its commercial strength on large enterprises. (Source: Fast Company)

Managed risk

But reaching a certain volume is only good news if the risk balance is respected. Having a lot of deficitiary contracts won't help anyone - not even your customers who will be impacted on cancellation or rate adjustment.

It is therefore a matter of showing your insurer that you have thought about ways to manage the program:


  • Do you have a history of loss experience on the target population?
  • Have you thought of ways to counter anti-selection?
  • What fraud detection processes have you planned?
  • Are your teams specifically trained on these risks?


  • What filter will be operated to ensure that eligibility criteria will be respected?
  • If your area is rental risks, do you have a salary slip or rental certificate analysis technology for example?


  • What are your capacities? Where do you draw the line?
  • What kind of MGA would you need?
  • Being clear from the outset on these issues will save you time and efficiency in managing the program.

Landing your insurance program

So you’ve done your homework and now have all the necessary elements ready. It is now a matter of presenting them to the right people to ensure that the project is lifted off the ground as quickly as possible. This may seem obvious, but it is important to ensure that all the right stakeholders are present from the start. This includes not only the insurance company, but also all relevant partners or experts who can provide valuable information on the process.

Who are the decision-makers? Will they be present and able to give the GO when the time comes?

At Seyna, we were fortunate enough to be able to start from scratch to completely rethink the insurer-broker relationship. We simply called it Seyna Insurance.

Our objective: Leverage the best insurance technology and combine it with actuarial expertise to optimize your income.

You get your rate within 10 days. You launch your program within 2 months. You directly pilot the performance of your program from your interface. You continuously update your product based on market feedback.

Do you have a project in the works? Let's talk! And interested in hearing more about Seyna Insurance… Jean tells it best.

Related articles