The kind of help I'm good at
My strength was never the cold approach: reaching out to someone I have no relationship with, on my timing, with something to sell. It's sitting with a relationship that has already gone wrong, mapping the gap between where it is and where it should be, and staying until we close it.
60 accounts a year, brought back from the edge
Every year I personally re-rated around 60 commercial accounts running loss ratios above 100%. Working within head office thresholds, I combined premium changes, revised excesses and risk conditions to bring them back to a healthy 50 to 60%, without losing the relationship in the process.
A fleet client who was ready to leave
A NZD 200k corporate fleet account was drifting toward a competitor. I dug into their claims data, found the real risk drivers, and worked with Claims and Risk teams on prevention measures instead of just cutting price. The contract renewed, and I stayed involved through the follow-up.
An agency on the edge of a downgrade
When a top agency owner was facing an internal rating downgrade, I worked directly with them to find the actual cause, then rebuilt their operating structure, sales approach and training with them. The downgrade never happened.
Difficult conversations, held directly
When an account was impaired, I negotiated terms and loadings directly with the agency, balancing what the client needed against what the portfolio could sustain, and held the line where the risk called for it.
"You're the reason we got through this." That's the moment I'm chasing in every role I take.