Change is never easy, especially in industries as complex and highly regulated as insurance and financial services. However, for organizations managing large producer networks, the status quo is simply unsustainable. Whether you’re wrestling with onboarding delays, compliance gaps, outdated technology, or fractured internal communications, there comes a time when you have to ask: what’s our path forward?.
This article is all about building your roadmap to becoming the carrier of choice. It provides a practical, human-first approach to change management that helps your organization move from silos and manual processes to an integrated, high-functioning center of excellence. To start, there are three foundational dimensions carriers should consider at the start of a digital upgrade project: people, processes, and technology.
No amount of process mapping or software implementation will succeed without the right people driving and embracing the change. That starts with identifying a champion within the client team. This person isn’t just a project manager; they’re someone who believes in the transformation and can communicate the why behind it. They’re responsible for articulating the business value of the roadmap to stakeholders across the organization and for keeping momentum alive when things get hard.
Ideally, this includes both a business lead and an IT lead—two people who can bridge strategy with execution. They understand what’s at stake, and they’re trusted voices who can navigate internal communication dynamics. Every company has its own way of escalating priorities and sharing updates. Without someone who knows how to work within that system, it’s difficult to make change stick.
We’ve seen it firsthand. In organizations that lack this type of leadership, the roadmap stalls. Teams disengage. Conversations become impossible because the right people aren’t in the room. That’s why your roadmap needs to begin with people. Get the right champions in place, and you’ll be amazed at what’s possible.
Next, take a close look at your current processes —not just at a high level, but in detail. One of the biggest mistakes we see is treating process change as a generic checklist item. In reality, each business process deserves its own attention and planning.
Start by identifying how work gets done today. Are processes manual, semi-automated, or fully automated? Are there redundancies, gaps, or handoffs that cause friction? You can’t fix what you haven’t examined, and this stage requires both critical analysis and honest conversations.
Think about onboarding and compliance. How long does it take to bring a new producer on board? Where do delays typically occur? Are your compliance checks reliable and consistent? Then consider agent self-service and portals. Are agents empowered to access the tools and data they need without involving your internal teams? Are those tools intuitive and easy to use?
Don’t stop there. Look at reporting and how your book of business is managed. Evaluate your internal and external commission structures. The list goes on. You need to dig deep into all these business processes because each one plays a role in the bigger picture. No process is too small to matter.
The final dimension is technology. It’s tempting to jump straight to solutions, such as new platforms, flashy tools, AI, and automation. But before you get there, you have to understand your current state.
Conduct a technical health check. What systems are in place today? Are they integrated? Are teams using them efficiently, or are workarounds the norm? Are your tools enabling collaboration between departments, such as finance, sales operations, and compliance, or are they reinforcing silos?
We often see clients who are missing key capabilities entirely, no automation in areas where it could drive significant value, or legacy tools that can’t keep up with growing demands. But it’s not just about adding new technology. It’s about ensuring any system you use fits into a unified strategy. You want your technology to support your people and processes, not create more complexity. Focus on building a strong foundation first; there will be time for advanced tech later.
The end goal is a center of excellence. That might sound lofty, but it really means creating a repeatable and scalable way of working, where your people are aligned, your processes are streamlined, and your technology supports rather than hinders your progress.
This isn’t just theory. It’s a methodology we’ve seen work, time and time again. It’s how we help organizations transform how they manage producers, reduce inefficiencies, and improve the experience for every stakeholder involved.
Momentum is building. At our recent SPM Summit, we saw just how powerful it is when organizations come together to talk about this openly. It sparked conversations with clients who are now ready to build their own roadmaps. The motivation is there—the opportunity is real.
So ask yourself: Do you have the right champions? Are you ready to dig into your processes? Is your technology helping or hurting? Now is the time to start building your long-term roadmap.