As insurers grapple with rising data volumes and growing customer expectations, automation has become a strategic imperative. Norway-based AI pioneer Simplifai is introducing a new suite of tools designed to make claims handling faster, smarter, and fully compliant. Ahead of the product webinar, CEO Artem Gonchakov explains how artificial intelligence is transforming claims management, and what it takes to balance innovation with trust.

Founded in Oslo in 2017, Simplifai has earned a reputation as one of Europe’s most agile automation companies, helping insurers, banks, and public institutions streamline complex workflows through AI. Its platform combines document understanding, process automation, and compliance management to reduce manual workloads and improve decision quality. With its latest claims-handling tools, including AI-powered claim summariy, large-loss and fraud detection, and enhanced data capabilities. Simplifai positions itself as a catalyst for the insurance industry’s next phase of digital transformation.

Simplifai is introducing several new AI-powered tools for claims professionals. What specific challenges in claims handling inspired this latest update?

In P&C claims, delays rarely come from big decisions but from the “ground game” — triage, chasing documents, reconciling data across emails, PDFs, and spreadsheets. That’s where leakage creeps in and NPS is won or lost. Our new Simplifai Platform release targets those choke points: Large Loss Detection fast-tracks high-severity claims to senior handlers, Fraud Indication surfaces SIU-worthy signals earlier, and AI Assessment reads and synthesizes large, mixed claim files in one pass.

We’ve also enabled secure, direct use of Excel or Google Sheets inside the workflow, so teams can use the tools they already trust without manual copy-paste. These are practical upgrades built for insurance realities and high volumes. We continue to expand our AI Agents’ skills across the entire claim lifecycle — from intake to closure — ensuring they are genuinely useful in daily operations.

You describe the new platform as improving both efficiency and transparency. How do you define transparency in AI-driven claims processing?

Transparency means no black boxes. Every AI Agent recommendation — coverage check, severity signal, or settlement guidance — comes with clear reasons, audit logs, and human-in-the-loop checkpoints. Leaders can see where AI acted, where a handler intervened, and why. That’s how you defend decisions to auditors, supervisors, and customers.

The new Claim Summary tool sounds like a major productivity booster. How does it ensure accuracy and consistency when summarising complex or lengthy claim documents?

We don’t “skim” — we aggregate. The new AI Assessment reads across documents, emails, images, and estimates, then condenses essentials such as policy terms, parties, amounts, and next best steps into a consistent, reviewable synopsis. Adjusters can merge PDFs and images before summarising, ensuring nothing is left out.

There’s a basic Claim Summary that updates every claim automatically and an advanced version for high-volume, high-complexity cases. Some of our customers receive hundreds of documents and thousands of pages per claim — a task that used to take hours or days. Now the AI Agent can process this information at scale, always updating the claim with the latest data.

Large loss and fraud detection are sensitive areas in insurance. How do you train your AI to identify anomalies without false positives or bias?

We anchor on objective signals — inconsistent documents, timing anomalies, and pattern mismatches versus historical data — and route any low-confidence findings to human review. Large Loss Detection prioritizes potential high-severity claims for senior oversight, while Fraud Indication pre-screens documents and emails for SIU cues. Both operate under client-defined thresholds, so the AI never acts independently.

With Agentic AI, insurers can now detect around 80% of potential fraud cases without purchasing specialty software. We don’t position AI Agents as fraud experts, but as the first layer of defense. They are trained through our Industry Hub using both Simplifai’s data and client-specific rules. When those rules change, the AI dynamically adapts.

You’ve mentioned built-in compliance. How does Simplifai address regulatory expectations such as data privacy, auditability, and explainability?

Trust is built from day one. We apply ISO-style controls, SOC 2 certification, GDPR-aligned practices, and strict data residency options. Privacy by design is central — with encryption, least-privilege access, environment isolation, and granular audit logs. We also use AI to enhance compliance, with bias checks during model training and guardrails to prevent unapproved actions.

Because we address regulatory and governance issues early, our clients can accelerate deployment, reduce rework, and achieve faster value realization.

Many insurers still rely on legacy systems. How easy is it to integrate Simplifai’s tools?

Think of Simplifai’s AI Agents as a non-invasive intelligence layer that sits on top of existing systems — claims, policy, DMS, CRM, or payments — with no rip-and-replace. We can integrate via APIs for modern systems or use RPA for legacy ones. That’s why even older infrastructures can benefit from AI modernization.

How do you see the role of the human claims handler evolving as automation takes over more administrative tasks?

Handlers move from administration to advocacy and judgment. Our AI Agents are designed to cover the full claim lifecycle — but not to automate everything. We design human-in-the-loop processes that combine efficiency with oversight. Humans focus on cognitive and customer-facing work while AI handles repetitive tasks. The future is collaboration, not competition.

There’s a fine line between automation and empathy. How does Simplifai ensure that technology enhances, rather than replaces, the human element?

Customer experience improves when speed and clarity rise while empathy remains intact. AI Agents deliver instant acknowledgment, extract details, provide proactive updates, and reduce repetitive requests. They can also simplify policy language and handle multilingual communication.

However, empathy still belongs to people. AI Agents are programmed to escalate low-confidence or sensitive scenarios to humans, ensuring empathy and judgment where it matters most.

The insurance industry is cautious by nature. How do you build trust when introducing AI into core processes?

Caution is healthy — we meet it with transparency and quick wins. Our adoption playbook:

1. Discovery & Value Hypothesis – model impact on key KPIs using our Value Realization framework.
2. Pilot – focus on a narrow use case, like email or FNOL triage, to prove value quickly.
3. Radical transparency – live dashboards show automation rates, accuracy, and human handoffs.
4. Expand in waves – only after a successful pilot.

This co-design approach turns skepticism into sponsorship because results are visible and governance stays intact.

Can you share a success story?

A UK insurer used our AI Agent for vehicle damage assessments, where handlers previously spent hours reviewing engineer reports and invoices. The AI now flags duplicates or anomalies and suggests actions, improving cost control and fraud detection.

In the US, another client automated property claim intake, processing large volumes of contractor emails and attachments. The AI Agent identifies the right claim, classifies over seventy-five document types, converts formats, and merges images into PDFs. This improved data quality, speed, and accuracy.

You’re introducing capabilities like large loss detection and fraud identification. Do you see Simplifai moving toward predictive or prescriptive analytics?

Yes — that’s the next step. Beyond flagging issues, our agents will propose next best actions with rationale and confidence, like escalating complex cases, requesting second estimates, or adjusting reserves. All under human supervision and with full auditability through our “Know Your Agent” framework.

Are there regional differences in how insurers adopt automation and AI?

The priorities are similar but sequencing differs.

• DACH markets emphasize governance and documentation, so we lead with explainability and audit trails.
• UK and Benelux prefer fast pilots with clear scale-up gates.
• US insurers push for ROI and transparency for regulators.

We tailor rollout strategies to each region’s operating reality.

How does Simplifai’s approach differ from big tech automation platforms?

We’re insurance-first and end-to-end. Instead of toolkits that require integration, we deliver ready-to-go AI Agents per claim type — motor, property, travel, bodily injury — operating under client rules with full Know Your Agent transparency. We integrate as a non-invasive layer, keeping risk low and compounding value.

What’s next for Simplifai?

We’re focused on end-to-end Agentic design, allowing insurers to build, configure, and evolve AI Agents across the full claims lifecycle. Key developments include:

• AI Skill Factory: a growing library of modular insurance-specific AI skills.
• Integration Fabric: seamless connectors and APIs for existing systems.
• Human-in-the-Loop architecture: embedded oversight at every step.
• Know-Your-Agent dashboards: analytics to track performance, accuracy, and ROI.

All of these strengthen control, transparency, and adaptability.

Finally, will claims processing ever become fully autonomous?

Not entirely. The next decade will be defined by amplified human teams. AI Agents will handle 80–90% of routine tasks, while humans focus on judgment, negotiation, and empathy.

Three shifts will shape this future:

1. AI co-pilots assisting adjusters with summaries and recommendations.
2. Multi-modal intelligence combining text, images, and video for explainable outputs.
3. Governed autonomy — straight-through decisions in low-risk cases with built-in explainability and rollback options.

Simplifai is investing heavily in this future, expanding its Skills Library and enhancing KYA dashboards so insurers can safely move from concept to daily operational reality.

Read also:

Insurance is (finally) becoming interesting: here are three predictions for its future.

This article was originally published on finsurtech.ai where I share unfiltered insights into leadership, innovation and the future of the insurance industry.

I have spent my entire career in the insurance industry. It’s an industry that carries an enormous responsibility. Insurance serves to protect people from losses, risks and uncertainties.

But let’s be honest: for decades it seemed stagnant, boring and unfriendly. Every conversation revolved around the same topics: Risk management in complicated models, regulation, legacy systems and incremental change.

This era is coming to an end.

Today, the insurance industry is finally being redesigned. Not modernized, not more customer-centric, but fundamentally redefined. Below are three changes that I see happening and why they are more important than flashy apps or buzzwords.

Forecast 1: The rise of the ecosystem orchestrator

In der Vergangenheit kam Stärke aus dem Besitz. Besitz von Technologie, Besitz von Vertrieb, Besitz von Daten. Das moderne Modell ist das Gegenteil: Koordination statt Kontrolle.

Die Versicherer, die führend sein werden, sind diejenigen, die verstehen, wie man die richtigen Partner auswählt und aufeinander abstimmt, anstatt alles intern aufzubauen. Wir bewegen uns in Richtung einer ökosystemgetriebenen Wirtschaft, und Versicherungen bilden da keine Ausnahme.

This means you need to have a clear view of where your own capabilities end and where external partnerships offer real added value. Perhaps a startup has developed a claims processing function that is better than anything you’ve seen before. Should you replicate it internally? Copying isn’t cool, and maybe you can use your skills differently. Maybe it’s more lucrative for everyone involved to do research together and help the startup scale their solution.

It also means developing governance models that can deal with complexity without creating bottlenecks. Ten steering committees and dozens of approvals for the coffee brand changeover? That’s not enough when it comes to innovation and modern offerings.

Perhaps the most important thing is the humility to recognize that innovation often takes place outside your own four walls, and the openness to introduce this innovation without having to control it.

Hiring 300 developers abroad won’t get you there. However, building a flexible, composable architecture that lets you connect to insurtechs, MGAs and alternative data sources might.

The future is coming faster than we thought. The challenge is that most established companies still think in silos and procurement. Being an ecosystem orchestrator means changing the way you make decisions, not just who you work with.

Forecast 2: From reactive to proactive – the growth of prevention

We have been talking about prevention in this industry for some time, but nothing fundamental has changed yet. Seven years ago, we experimented with apps to detect traffic accidents and inform customers in good time. Today, any navigation software can do that.

In the past, the insurance industry has focused on what happens after an event. Only now are we starting to act beforehand. This change is happening slowly, but it is visible, especially in the areas of health, cyber resilience and climate risks.

Prevention is more than motivational e-mails or downloadable PDF files.

Echtes Risikomanagement bedeutet, das Ereignis zu verhindern, nicht die Folgen zu bewältigen. Wir können beispielsweise IoT-Daten direkt in Preismodelle integrieren, sodass das Risiko kontinuierlich bewertet wird, nicht nur bei der Risikoprüfung. Oder wir können Kenntnisse aus der Verhaltenspsychologie nutzen, um Kunden dabei zu helfen, die richtigen Entscheidungen in Echtzeit zu treffen, nicht nur in der Theorie.

This is a change in the way insurers work, not just in the way they communicate. This requires new skills: Risk analysis, behavioral science and UX design. You don’t normally find that in underwriting departments, do you?

Aber es zahlt sich aus: weniger Schadensfälle, langfristige Beziehungen und Relevanz in einer Welt, in der Kunden mehr als nur eine Auszahlung erwarten.

And another thing: If your customer portal is still your most important “innovation”, you are probably lagging behind.

Forecast 3: Customers don’t want insurance – they want solutions

Ich war an einem Projekt zur Neugestaltung der SME-Journey beteiligt. Das Unternehmen war bereits einige Male daran gescheitert. Und das lag nicht an mangelnder Expertise, denn sie hatten das Risikowissen, die Technologie und die richtigen Leute im Team.

So why had it failed so often before? They had misunderstood the customer. They assumed that small business owners had the time and patience to deal with cyber risks, health insurance, property insurance or fleet management.

However, most of them were focused on completely different things: getting their business up and running, growing it and staying competitive. Insurance was not a priority, it was just another task to be done.

Dies ist ein systemisches Problem. Kunden, egal ob Privatpersonen oder Unternehmen, wollen keine Versicherung. Sie wollen Schutz, Stabilität und Unterstützung in Stresssituationen oder in Zeiten des Wandels.

We respond to this with PDF files, disclaimers and additional insurance.

What actually works? Insurance that is part of what people already do: a transaction, a booking, a service. No separate process, no search for insurance cover. A design that seems obvious, not clever. And business models that make things simpler, not more complicated. It’s as simple as that.

For insurers, this means moving from a product-oriented mindset to a design that is geared towards the customer journey. It also means moving away from the idea that insurance has to be a standalone purchase. Believe me, no one will miss a big insurance brand if they have an end-to-end solution to their problem.

Wohin führt das alles?

Insurance will not become a tech industry. But the companies that will be successful will act like orchestrators, behave like service providers and think like behavioral economists.

Those who cling to old models will not fail overnight. They will slowly lose relevance. The world is changing fast and small, smart companies are already entering the insurance value chain.

Now is the right time to make the right decisions. Not by copying Silicon Valley or chasing shiny trends, but by getting back to basics. Rethink how you enter into partnerships. Rethink how you manage risk. And above all, rethink how you present yourself to the people you claim to protect.

For once, the insurance industry is not boring. And I’m in.

Mirela Dimofte

Lesen Sie auch: Forget Your Job: AI Might Be After Your Security

VISCHER AG, one of Switzerland’s leading business law firms, is delighted to announce the appointment of Dr. iur. Kevin M. Hubacher, J.M. (LL.M.), as a partner, effective October 1, 2025. With this strategic addition, VISCHER further expands its expertise in the areas of M&A and insurance law.

Kevin Hubacher has extensive experience in M&A/private equity transactions, venture capital investments, restructurings and corporate governance matters. Another focus of his practice is insurance supervisory and insurance contract law.

“We are delighted that Kevin Hubacher is joining us as a partner,” explains Christian Oetiker, Managing Partner of VISCHER. “His outstanding professional expertise and track record will strengthen our market position in the M&A and insurance sectors. The appointment underscores VISCHER’s strategic growth in these areas.”

Kevin Hubacher was admitted to the bar in 2016, holds a doctorate in law from the University of Lucerne, and a Juris Master from Tsinghua University in Beijing, China. Before joining VISCHER, Kevin Hubacher worked with two major Swiss business law firms. Kevin Hubacher is a member of various professional associations, regularly publishes on current developments in his areas of specialization and is a lecturer in law at the University of St. Gallen.

VISCHER Ltd is a leading, internationally oriented business law firm with over 120 lawyers and tax experts. At our locations in Zurich, Basel and Geneva, our highly qualified teams successfully develop innovative and tailor-made solutions for our domestic and foreign clients.

Lesen Sie auch: Keine Schatten-KI mehr: Wie KMU Künstliche Intelligenz rechtskonform einsetzen

Everyone is talking about AI taking jobs. Fair enough. But what if that is not the most pressing risk?

This article was originally published on finsurtech.ai, where I share unfiltered insights on leadership, innovation, and the future of insurance.

While the world debates automation and employment, a far more dangerous threat is unfolding: AI-powered cyberattacks.

In today’s digital arms race, AI is more than a tool – it is a weapon, and a potentially devastating one. What used to be handled by human analysts is now being overtaken by intelligent, self-learning systems, capable of launching attacks faster, smarter, and at unprecedented scale.

The same technology we built to defend ourselves is now being turned against us.

In this article, we dive into the dark side of AI: the rise of automated threats, the vulnerabilities they exploit, and the impact they could have on our economy, our institutions, and our lives.

A New Generation of Threats

Arguably, AI is speeding things up, but not always for the better. Today’s cyberattacks are more sophisticated, more targeted, and, most alarmingly, more automated. What once took months of reconnaissance and manual effort can now be executed in minutes with the help of generative AI.

Attackers are now using AI to craft highly personalised phishing messages, often in multiple languages. By mimicking writing styles and context, these emails appear strikingly real, making them far more likely to succeed.

They also use AI to clone executive voices and faces, enabling deepfake scams. A fake video call from a “CEO” can trick employees into approving fraudulent transactions.

Polymorphic malware is another weapon—malicious code that constantly changes to avoid detection. Traditional antivirus tools cannot keep up with these shapeshifting threats.

AI accelerates the discovery of zero-day vulnerabilities—undetected flaws in software. These are like secret doors into a system, wide open for attackers until discovered and patched.

Finally, attackers are poisoning AI training data, corrupting the systems meant to protect us. By feeding AI false inputs, they cause it to ignore real threats or flag harmless actions as dangerous.

In the financial sector alone, leaders are raising the alarm. A 2025 report by Business Insider revealed that 80% of banking cybersecurity executives feel unprepared for the rise in AI-driven attacks, despite increasing their budgets year over year.

Impact Across Industries

The impact of these threats is both broad and deep.

In financial services, the rise of generative AI has supercharged fraud. Deepfake-powered scams have already led to high-profile losses, and analysts warn that AI-enabled fraud may quadruple global damages by 2027.

In critical infrastructure, the convergence of operational technology (OT) and IT systems has opened the door for attackers to use AI in targeting energy grids, transport systems, and even water utilities. Researchers are now urging hybrid human-AI response systems to anticipate these evolving threats.

In insurance and risk, AI-generated synthetic identities are posing challenges to underwriting and claims systems. As identity becomes easier to fake, trust becomes harder to verify. Imagine the impact on risk assessment or claims fraud. As an industry, we were struggling to prevent basic fraud. Are we going to keep up with AI-powered fraud?

And across all sectors, existing cryptographic systems are facing dual threats: AI-assisted decryption techniques today and quantum computing threats on the horizon. This has accelerated interest in post-quantum cryptography, with institutions moving from research to implementation far sooner than anticipated.

The Trust Gap

Despite the clear need for AI in cybersecurity, a notable gap remains: the trust gap between cybersecurity leaders and those on the front lines.

A recent TechRadar Pro study found that while over half of executives believe AI improves productivity, only 10% of security analysts trust AI systems to work without human oversight. Tool fragmentation, black-box models, and poor explainability continue to limit adoption and scale.

Without trust, even the best tools risk becoming shelfware.

The Regulatory Catch-Up

The rapid advancement of AI has also caught regulators off guard. With few clear frameworks for AI governance, companies find themselves constrained. Many hesitate to deploy full-scale AI detection or prevention models for fear of unintended consequences or future legal exposure.

Meanwhile, attackers have no such constraints.

This imbalance is unsustainable. To level the playing field, companies, policymakers, and cybersecurity firms must collaborate to develop agile, risk-based frameworks that enable innovation without compromising oversight.

What Must Change

Cybersecurity in the AI era cannot be solved with more tools alone. What is needed is a shift in mindset and architecture.

Human-AI collaboration must become the new norm. AI is not here to replace cybersecurity analysts but to enhance their capabilities. A well-trained analyst using AI can sift through thousands of threat signals in seconds, prioritize real threats, and respond faster than ever before. For example, platforms like IBM QRadar or Microsoft Sentinel already use AI to reduce alert fatigue and surface critical anomalies. However, they still rely on human judgment to validate and act.

Second, unified threat intelligence must break through institutional and geographic silos. Today’s attackers do not respect borders—so neither should our defenses. Cross-sector and cross-border collaboration is critical to track how AI-powered campaigns evolve. Initiatives like the Global Forum on Cyber Expertise and EU-wide threat-sharing platforms are steps in this direction, but more real-time, open data exchange is needed to stay ahead.

Third, resilient cryptography must move from pilot to production. As AI accelerates and quantum computing inches closer, traditional encryption like RSA and ECC is no longer enough. Post-quantum cryptographic algorithms—once considered overcautious—are quickly becoming urgent. Governments and institutions are already testing NIST-approved standards, but adoption remains uneven and slow.

Lastly, governance and transparency must be built into every AI security deployment from day one. Black-box systems are dangerous in high-stakes environments. If analysts and regulators cannot explain how a model works—or why it made a decision—it undermines trust and opens the door to manipulation. Explainability is not just a compliance checkbox—it is a prerequisite for long-term resilience.

In short, defending against AI-powered threats will require more than smart tools. It will require smarter strategies, shared accountability, and systems designed for adaptability and trust.

The Stakes Are Rising

Cybersecurity has always been a race, but the finish line keeps moving. In the age of AI, the speed, scale, and sophistication of attacks are evolving faster than our ability to respond.

We are no longer fighting malware – we are defending against intelligent systems that learn, adapt, and target with precision.

To win this race, defenders must adopt the same mindset: intelligent, adaptive, and proactive. AI is not the enemy. But poorly governed, untrusted, or underused AI could very well be our downfall.

The future will be secured not by who has the best technology, but by who can integrate it with wisdom, trust, and speed.

Mirela Dimofte

Read also: Beyond pilots: AI in insurance

AI in insurance in 2025 is overhyped and underdelivering. 

This article was originally published on finsurtech.ai, where I share unfiltered insights on leadership, innovation, and the future of insurance.

There. I said it. We are witnessing an AI frenzy in the insurance industry. Vendors are pitching shiny solutions, boards are eagerly asking about AI strategies, and innovation teams are running around setting up pilots. 

On paper, it looks like progress. In reality, most of these initiatives deliver little to no measurable value.

“Only 1% of companies describe their GenAI rollouts as ‘mature.’” (Source: McKinsey & Company, 2025) 

AI – the magic buzzword in insurance

AI is not a magic wand that fixes broken foundations. 

It is a multiplier. If you layer AI on top of messy workflows, unclear goals, and poor data, you will get exactly what you built—only worse. AI will amplify the dysfunction. It will accelerate chaos. It will turn small inefficiencies into expensive problems.

That is why so many AI projects in insurance follow the same storyline: initial excitement, a few nice demos, then a quiet retreat when no real impact is delivered. 

Six months later, the board asks, “Where is our AI ROI?” and the answer is a lot of awkward silence.

McKinsey estimates that generative AI and other technologies could unlock up to $4.4 trillion in annual productivity gains across industries. For insurance alone, AI could deliver up to $1.1 trillion in annual value. (Source: McKinsey & Company, 2023). However, that is possible only if we scale AI to create impact.

Overhyped and underdelivering – what if the problem is not AI?

We often fall into the trap of choosing technology first, then figuring out what to do with it. 

Teams get excited about GenAI, machine learning, or automation tools, but forget to ask the most important question: What business outcome are we trying to improve? If that answer is fuzzy, the project is already doomed.

AI does not define business goals for you. It does not clean your data. It does not fix broken processes. It will not magically convince your teams to adopt it. These are foundations you need to build yourself before AI can deliver any meaningful results.

Over the years, I have seen countless projects fail because we try to solve surface-level problems with advanced technology, without addressing the underlying issues. We throw AI at processes that are full of manual workarounds, exceptions, and legacy systems, hoping it will fix everything. It does not. In fact, it often adds more complexity.

AI adoption in insurance

AI is a tool. A powerful one—but only when used correctly. And it is not just about technology. How you communicate AI within your organisation matters just as much as the technology itself.

Improving explainability

Explainability is not a technical luxury—it is a business necessity.

If your teams do not understand how AI makes decisions, they will not trust it. And if they do not trust it, they will not use it. It is that simple. Insurers need to move beyond the black-box approach and start designing AI systems that are transparent, with clear logic that human experts can audit, challenge, and refine.

Explainability does not mean exposing every line of code. It means showing how decisions are made, in language that makes sense to the people who will use them daily. It means allowing human experts to intervene, correct, and improve the model’s outputs. It means positioning AI as a partner, not a competitor.

AI in insurance core processes – people first approach

One of the biggest reasons AI adoption fails in insurance is fear. Not fear of technology failing, but fear of people being replaced. Claims handlers, underwriters, and operations teams are often told that AI will “augment” their work, but all they hear is “this machine is here to take over your job.” 

That fear creates resistance. Subtle at first: people just not using the tools, ignoring recommendations, sticking to manual workarounds. But over time, this quiet resistance kills adoption.

Adoption improves when people feel empowered, not threatened. When underwriters see that AI handles repetitive data processing, they can focus on complex risks. 

When claims handlers realise that AI helps them triage faster, while they bring the empathy and judgment that AI cannot replicate. 

The message is not “AI will replace you.” The message is “AI will take the grunt work off your plate, so you can focus on the decisions that truly need you.”

And this shift starts with leadership. Insurers need to lead this conversation, openly and honestly. A communication and upskilling plan is not a side project—it is at the core of any AI initiative that wants to succeed. Show your teams how their roles will evolve. Involve them in designing how AI integrates into their workflows. Support them with the training and tools they need to feel in control of the change, not at the mercy of it.

That is how you build adoption. Not by pushing AI onto people, but by pulling them into the journey.

The AI Blueprint

Over the last few years, I dug deeper into the question – why most AI projects fail to deliver impact at scale? 

We know the drill – most companies run in endless circles, from one proof of concept to another. It is no surprise that we speak about AI being both overhyped and underdelivering on impact.

The methodology

The AI Blueprint finsurtech.ai created is not a workshop, nor an endless assessment. It is a short, focused engagement that helps insurance teams move from AI experimentation to actual execution. 

We look at what matters first: defining clear business objectives, mapping processes and user journeys, and assessing whether your organisation is even ready for AI. 

Sometimes, we discover that a simple workflow automation or a process redesign can have a greater impact than any AI model could. And that is fine. The goal is not to use AI for the sake of AI. The goal is to solve problems and deliver value.

When I say assess readiness, I mean it. Data quality, decision logic, compliance needs, and explainability requirements are not boxes to be ticked—they are fundamental to success. If your data is unreliable or your processes are full of exceptions, AI will not help you. If your teams do not trust AI outputs, adoption will never happen, no matter how advanced the model is.

Even when everything aligns, you still need to choose the right technology for the job. Not everything requires GenAI or complex machine learning algorithms. Sometimes RPA is enough. Sometimes it is just a matter of automating a few manual steps. The Blueprint helps you make these decisions based on impact, not on trends.

The result

At the end of this process, you do not get a 100-page strategy deck. You get a heatmap of real opportunities, a clear readiness assessment, and a prioritised list of use cases that actually move the needle. Plus, a build-buy-partner roadmap that tells you how to execute without wasting another six months in AI limbo.

Ready to see impact?

If you are tired of AI pilots that lead nowhere, and you are ready actually to deliver business impact, I am happy to share the AI Blueprint Playbook with you. This is not a pitch. It is a practical guide to stop wasting time and start delivering results.

Drop me a line, and I will send it your way. Or simply download it here: AI Blueprint.

Mirela Dimofte

Read also: Swipe, tap, pay: Payments are the deciding factor for insurance companies

For years, payments in the insurance industry were considered a minor matter: they were invisible, insignificant and often neglected. But in the age of digital innovation, they are becoming a decisive factor for customer satisfaction, efficiency and growth. Those who now rely on modern, smooth payment processes not only gain a competitive advantage, but also set the course for the future of the industry.

This article was originally published on finsurtech.ai where I provide unfiltered insights into leadership, innovation and the future of the insurance industry.

For years, payments were treated as the backstage crew of the insurance world.

Invisible. Underfunded. Important to no one.

But this silent space is now one of the most powerful levers insurers can use to transform the customer experience, improve operational efficiency and unlock new growth.

And that is long overdue.

Let’s take a closer look at what payment innovators have in store for us in 2025. And never forget: innovation often comes from the margins.

Smooth payments are not a luxury

When was the last time you received a paper bill from Netflix?

Exactly. Most industries have long since moved away from slow, manual and fragmented payment processes. In the insurance industry, however, paper checks, cash and cumbersome bank transfers are still widespread.

However, the tools to change this are already available.

Thanks to global systems such as Mastercard and Visa and modern platforms such as Adyen and Stripe, insurers finally have access to the payment options that others have been using for years.

And this goes far beyond the quick transfer of money:

• Real-time payouts that eliminate friction in claims processing
• Virtual cards, wallets and tokenized links that make payments more flexible and customer-friendly
• Transaction data that provides real insights, not just reports
• Scalable, secure infrastructure that supports growth in different markets and ecosystems

This is not about innovation for innovation’s sake. It’s about building a system that works and is fast, secure and on a large scale.

Because in today’s world, payments should not be an afterthought. They should be an advantage.

Payments drive growth (yes, really)

Payments are often seen as a back-end task, the last step to finalize everything. Necessary, but not strategic.

This way of thinking is outdated.

The reality is that payments have become a powerful growth lever. When implemented correctly, they not only make customers happy. They create tangible business value.

Faster payouts mean less frustration and more loyalty. Smooth processing of claims is not just a question of empathy. It has a direct impact on customer loyalty. On the operational side, the ability to settle invoices immediately with suppliers strengthens partnerships and helps to deliver better service faster.

Digital payment functions also open up completely new segments. In markets where traditional banking services do not reach everyone, flexible payment options open the door to underserved customers while reducing service costs.

And then there’s the data. Every transaction contains valuable insights: when customers interact, how much they spend, what timing works best. Used wisely, this data can lead to smarter product designs and more precise go-to-market strategies.

Even payment flexibility can be a differentiator. Options such as split or staggered payouts give customers more control over their finances and are a small feature that can have a big impact on satisfaction.

Let’s be clear: payments are no longer the end of the customer journey. They are part of the product itself.

When payments run quickly, smoothly and intelligently, everything else runs better too: from the way your teams work to the satisfaction of your customers and the growth of your company.

It’s time to rethink the commitment

When was the last time someone opened the App Store after a car accident?

Exactly. And yet many insurers continue to invest resources in apps that remain unused, especially when it counts.

Claims are emotional. Chaotic. Urgent. This is not the time to ask someone to download an app, reset a password or wait on hold.

But what if you gave the customer something simple at the point of sale: a digital wallet card? Nothing flashy. Just an inconspicuous, useful tool that is stored on their smartphone and can be used when needed.

This card becomes a personal command center:

• A place where damage can be reported immediately
• A live feed for real-time updates on the case
• And once the claim is approved, a way to receive money immediately, right on the spot via a link that generates a virtual card.

No detours. No downloads. No delays. Just a simple place that does what it needs to do when people need it most.

This is what modern engagement looks like. Not asking customers to adapt to your systems, but to integrate into their systems.

Because when claims are processed smoothly, trust is created. And when there is trust, there is also long-term loyalty.

Inclusion requires a local payment design

Not every customer lives in a card-based world. And not every claim is processed via a bank account.

In many parts of the southern hemisphere, maps are the exception rather than the rule. What really matters are the systems that people already trust and use. Mobile wallets, mobile money transfer services, direct transfers to accounts and payout options where the digital infrastructure is still limited or unreliable.

Inclusion means starting with reality. It means recognizing how people actually receive and transfer money – not how we imagine it. If your disbursement system doesn’t reflect local customs and realities, it won’t work. It’s as simple as that.

And this doesn’t just apply to emerging markets. Expectations are changing everywhere. From Nairobi to New York, younger generations want the same thing: speed, clarity and control. No paperwork. No delays. No queuing or waiting on hold.

Inclusion and convenience are no longer extras. They are the basic requirement, the minimum that customers expect from a modern experience.

Better payments without core system replacement

Best of all, you don’t have to completely change your core systems to modernize your payments.

No extensive transformation programs. No three-year migration. No new beginning.

With the right level of orchestration, you can bridge the gap between old and new and connect legacy systems with modern infrastructure without disrupting your entire operation.

You can capture data from all channels, whether digital or offline, and use it to automate decisions in real time, taking into account rules, fraud signals and the specific context of each transaction.

Payouts are fast, secure and traceable: completely digital and fully in line with your customers’ expectations today. And they stay in the loop throughout the entire process. No guesswork. No second guessing.

Modernizing payment transactions does not necessarily mean renewing your core system. It just means making your systems work together and work smarter.

Conclusion: Design for results, not for applause

The best payment technology in the insurance industry is not the one that wins prizes.

It’s the one that quietly improves underwriting performance, speeds up claims processing, builds customer confidence and gives you better control of your business. Everything else is just for show.

Are your payments still just a minor matter?

Or are they your next step to success?

Mirela Dimofte

Read also: Leadership and other monsters

In this little article, I want to make you think and encourage you to laugh at my leadership lessons. It’s summer, most people are thinking about vacation and dreading work.

This article was originally published on finsurtech.ai where I provide unfiltered insights into leadership, innovation and the future of the insurance industry.

I’ve been leading teams for over two decades and have seen the good, the bad and the ugly. The following list is just a collection of demystified corporate phrases. Don’t take them (too) seriously.

Take everything with a grain of salt and enjoy the sarcasm.

Not everything is great

I once had a colleague who reacted to everything with the same word: “Great.”

A project was delivered on time? Great.

A product that flopped? Great.

People who cried in the bathroom? Still great.

That was not optimism. It was denial wrapped up in corporate jargon. And it didn’t take long for me to realize that his “praise” was hollow – just like the mood around us. The company had big problems. Very big ones, in fact.

Toxic positivity is not a leadership quality. It’s gaslighting with a smile.

People are not stupid – they realize when something is wrong. Pretending otherwise is not inspiring, but insults their intelligence.

Real leadership does not mean sugarcoating things. It means saying: “This is difficult and we will tackle it together.”

Culture check: Run, Forrest, run.

In my first month in a new job, I attended a meeting with the CEO to talk about fundraising. A colleague I admired – sharp, confident, usually very outspoken – suddenly changed. Her tone became flat, her posture stiffened and she began to make defensive statements.

No one had questioned her. Nevertheless, she began to justify herself.

At that moment, I knew something was wrong.

When people automatically go on the defensive, it has nothing to do with their performance. It has to do with the culture. And when fear sets the tone, trust has no chance.

You can’t develop courageous strategies in a culture of fear.

Control is not leadership. Trust is leadership.

We are a family here

“We are a family here.”

Have you ever heard this at work?

That’s funny, because real families don’t fire you during the budget phase.

They do not “restructure” you out of the company.

And they definitely don’t just let you disappear after years of loyalty.

Let’s be honest: a company is not your family. It’s an economic arrangement.

You give your time, your skills and your energy. You receive money, benefits and (ideally) respect.

You can get involved, work together, even make friends – but you’re not there out of unconditional love.

They are there to do a job. They are there to get paid.

I already have a family.

What I need is a workplace that treats me like an adult – pays me fairly, sets clear boundaries and doesn’t use belonging as a weapon.

Because true belonging is not based on feelings of guilt.

It is based on common goals, mutual respect and the freedom to leave – without shame.

Analysis paralysis: The Executive Edition

It took us six months to make a trivial decision. Six bloody months.

We needed ten steering committees. After each committee, someone rolled their eyes and demanded yet another analysis.

The Operations and Finance departments were running around like headless chickens, breaking SQL to create reports and slides that no one would read.

Meanwhile, a few modest junior staff – three levels down in the organizational structure – quietly held the whole thing together.

The problem? Not the data. Not the analysis.

What was missing was courage – the courage to act without absolute certainty.

The Prince Charming didn’t wait for a steering committee. He turned up, lost his sword, improvised – and still did his job. Leadership is not about perfect plans. It’s about being there when it matters – with or without a sword.

People are not PowerPoint slides.

That was obviously a shock.

How does that happen? They are full-time employees. Cost centers. Resources. Assets.

At least that’s how the highly paid consultants saw it.

They came to cut costs and “create synergies”, benchmarked us mercilessly – and reduced people to a number in a table.

What did they overlook? There were people behind these numbers.

Mothers. Carers. Single parents. People who keep teams – and families – together.

You say people are your greatest asset? That’s great. Then act like it.

Create safe spaces. Listen to them. Pay fairly. Promote according to values, not politics.

Because people are not items on a balance sheet.

You are your company.

The Rockstar CEO

The “rock star CEO” had it all – the limelight, the headlines, the self-importance.

Big speeches. Even bigger ego. Always the center of attention. He loved to say “we” when everything was going well and “you” when things weren’t going so well.

But companies are not built by rock stars.

They are built by bands – chaotic, brilliant, often overlooked bands. The real work takes place behind the scenes. In late-night Slack messages. In silent problem solving. In people who come to work every day without expecting a standing ovation.

The best leaders I’ve met don’t need a microphone. They know that leadership is not a show – it’s a commitment.

So please spare me the glitzy keynotes and the perfectly curated LinkedIn profiles. Show me the team.

Because that’s where the real story takes place.

The savior, the star, the ultimate god

Um, another one.

Imagine a room full of experts deep in discussion and sharing their knowledge.

And the CEO – the self-proclaimed savior, star and ultimate god – throws “challenging” questions into the round to show how knowledgeable he is.

People nod politely. No one dares to say what they think:

“Man, we’re working here. If you want to show off, there’s another room for that.”

The best managers I know don’t fight for the microphone. They pass it on.

They don’t have to be the smartest people in the room – they have undergone therapy and realized that they no longer have anything to prove. Instead, they create spaces in which others can shine.

If your success story starts with “I” and ends with “me”, maybe it’s time to retire.

The

These are not theories. These are lived experiences – some sharp, some funny, all real.

Leadership today is not about perfection. It’s about awareness, courage and just enough humility to remain human.

And if you can laugh at the same time? All the better.

No dragons were harmed in the making of these lessons – but a few egos suffered a little.

Mirela Dimofte

Listen and read also: thebrokernews Podcast Episode 9: With Brigitte Roy and Thomas Gassenbauer from Cognizant about new leadership qualities

I close my eyes, hoping the brain won’t play tricks on me and send me into a panic mode.

The metallic, rhythmic sounds of the MRI drown out the classical music in my headphones. I am one of the participants in the Swiss Heart Study and this is the first time I have had an MRI. I know that my data will be used to better understand and prevent cardiovascular disease.

A week later, I received a huge collection of data ranging from MRI images to blood tests, DXA scans and fitness test results. Not great, so I need to get off the sofa and spend more time in the fresh air.

And I ask myself: How am I supposed to understand all this? Can I connect it to all the data from my wearables? What about past medical records? How can I use my data to improve my health and share it with someone who will use it for a purpose I believe in, like the Swiss Heart Study?

I would like to have all my health data in one place. Not because I’m a control freak, but because I’m tired of playing detective.

I wear a smart ring that records my sleep. A smartwatch that monitors my heart rate. I have apps for meditation, nutrition, fitness and even one for stress management.

Then there are my medical records – scattered across different countries, in dusty folders or in inaccessible hospital systems. Blood tests in one place. Vaccinations in another. I can’t even access my MRI scans without calling someone.

If it’s my body, why is my data anyone else’s business?

The problem: fragmentation and power imbalance

Today’s healthcare system is a mess. Innovative? Yes. Personalized? Maybe. Integrated? Not in the slightest.

Every new wearable promises insights. Every new clinic carries out its own diagnoses. Healthcare experts estimate that 95 percent of hospital data remains unused. The result is a puzzle with missing pieces, and the patient is often the last to see the whole picture.

Meanwhile, tech companies, providers and platforms do see your data, just not in a way that helps you. They monetize, analyze and lock your data behind terms of service that no one reads. Your digital self is sliced and sold while you struggle to download your lab results.

This is uncomfortable and dangerous. Important knowledge is being lost. Many rare or genetic diseases could benefit from the data and more people could receive appropriate treatment. Duplicate testing wastes money. And patients lose control over something very personal: their health history.

The vision: one patient, one file, complete control

Imagine opening a secure app and seeing everything:

• Your vital signs from wearables
• Your prescriptions and past treatments
• Imaging results, genetic data, allergies, mental health notes
• A timeline that you can control – and you decide who sees what

Now imagine that this doesn’t belong to Apple, Google or your local hospital, but to you. Not stored in 15 places, but under your digital key. Not shared by default, but only when you want it, for a doctor, a second opinion or even a clinical trial you believe in.

What do you get instead? You get valuable personalized insights into your health, access to additional health coaching and telemedicine or health tokens that you can use in the healthcare system.

The turning point: blockchain and decentralized ownership of healthcare data

The Etheros HealthData Foundation, in collaboration with the Crypto Valley Association, recently unveiled a bold but achievable vision for health data ownership.

Your proposal? Use blockchain to give control back to the individual while ensuring trust, data protection and interoperability.

The approach is simple. I am the owner of the data. I can safely share it with the institutions and purposes I trust and be rewarded for it. Sharing my health data is a sensitive topic, but with zero-knowledge proof protocols, I can anonymize the data before sharing it.

When I hear about blockchain, I think of transparency, but what about my privacy? There is a solution for that too: digital identities (DID) can be used to protect my identity.

In addition, the blockchain allows me to use personal health vaults, encrypted and secure storage locations where I can store my data and my consents – I grant and revoke access instantly and have full control over who can view my data, when and why at all times.

It is a model in which ethics and technology meet and patients finally become partners and are no longer passive subjects.

The change: What do we need to own our health data?

Interoperability

If we want patients to truly own their healthcare data, we can’t ignore the infrastructure behind the scenes. One of the most important parts of this infrastructure is something called Fast Healthcare Interoperability Resources (FHIR). It may sound like another complicated acronym, but it’s actually one of the most promising enablers of change in healthcare.

Fast Healthcare Interoperability Resources (FHIR) is a technical standard that defines how healthcare data can be formatted, exchanged and accessed across different systems. Simply put, it tells hospitals, labs, pharmacies, insurers and even health apps how to speak the same digital language. That’s a big deal when you consider that most healthcare systems today still operate in silos, with data stored in proprietary formats that are difficult for patients in particular to access.

Legal clarity

If patients are to be the owners of their health data, we need clear rules on what this means in concrete terms. Who owns the data? Who has access to it – and under what conditions? All too often, laws are vague or vary from country to country, leaving both patients and providers in the dark. Genuine data ownership needs a legal basis that defines rights, obligations and remedies in the event of breaches of these rights.

Patients need clear, enforceable rights to their health data: the right to access it, share it and decide who uses it. The Ethereos Health Data Foundation is working to define these rights in practical terms, using smart contracts and decentralized governance to translate legal intentions into verifiable actions.

Trust through transparency

Technology alone does not create trust – transparency does. Patients need to know what data is being collected, how it is being stored and who is using it. Blockchain can verify data integrity without revealing personal information.

Patients do not trust any system that they cannot see. Blockchain provides a transparent, tamper-proof record of all data access and transactions. With Ethereos, every action – who accessed what, when and why – is recorded in such a way that it cannot be altered or concealed. It is not about blind trust in institutions, but about verifiable trust that is built into the system itself.

Global cooperation

Data does not stop at borders. This should also apply to our solutions.

Health data should be as mobile as we are. People move to other countries for work, study or health reasons, but their health data often remains trapped in national systems.

If we want true data ownership, we need international cooperation: common standards, mutual recognition of digital identities and coordinated data rights. This is not just a technical challenge. As with all major problems, from climate change to the well-being of humanity, it is a question of political will and global coordination. Without this, we are building isolated solutions in an interconnected world.

Why this is important now

The future of medicine is predictive, personalized and preventive. However, all of this is ineffective if the data is scattered, isolated or misused.

As patients, we are becoming better informed, more digital and more connected. But we are also more vulnerable to a system that is not designed to provide us with holistic care.

Health should not feel like a labyrinth. We deserve clarity. Personal responsibility. Simplicity.

In a world where we can control smart homes, digital wallets and even autonomous cars, it shouldn’t be too much to ask to control our own health data too.

The technology is there. The framework conditions are in place. And the time is now.

Mirela Dimofte

Read also: Electronic patient file: Basel-Stadt tries again

Operational excellence is the new innovation. Before you jump on now, please listen to me.

Innovations in the insurance industry often make headlines when they are loud: new digital products, embedded insurance, usage-based pricing, ecosystem partnerships. And all of this is important.

But while the spotlight is on the flashy newcomers, the backbone of this industry is still based on traditional products – vehicle, property, health and life insurance.

The main problem in our industry is that many of these products are still difficult to buy, understand and even use.

And this is where the real opportunity for innovation lies – not in introducing the next purely digital gadget, but in rethinking what already works for millions of people and making it even better.

The unpleasant truth: most products are still cumbersome

Let’s face it: taking out car insurance still feels like paperwork, even if you do it online. Most customers are at a loss after an accident, and filing a claim still feels like a negotiation. Customer service? That’s more of a ping-pong game, a “pass the request” between departments and systems.

It is not the product that is broken, but the experience with it. If we are serious about innovation, we need to stop treating these everyday processes as legacy issues and start treating them as key value drivers.

It’s always great to develop a new, disruptive product, but without a strong operational foundation, it won’t work. Parametric insurance with manual payments defeats the purpose. Before you develop an IoT-based insurance product, make sure you have solid data processing capabilities.

Innovation is not only the new. It is also the better

Innovation is not just about bringing something new to the market. It is also about improving something.

What if you could take out a car insurance policy in less than two minutes via a dialog-based user interface without having to scroll through twelve pages of small print? What if I only had to say what I needed and a modern Large Language Model (LLM) suggested the best products for my individual situation?

Or take a claim, the ultimate moment of truth in insurance. What if a property claim could be assessed and settled within minutes, instead of a week of emails back and forth and unclear updates?

What if customers never had to search for information from insurers again because the process is so seamless that they are always the first to be informed about the next step?

These are not pipe dreams. With the right focus on operational design, digital infrastructure and customer-oriented thinking, these goals are definitely achievable.

Traditional products still dominate the business

Even though we like to talk about disruption, the majority of premiums written worldwide still come from traditional product lines: Vehicle, Home, Health and Life.

These products are familiar to everyone. And they enjoy the long-term trust that embedded offerings or parametric experiments are still trying to win.

If we want to future-proof the industry, we should not abandon these pillars. We should strengthen them by making them easier to understand, simpler to acquire, more transparent to process and more responsive throughout the customer lifecycle.

The good news is that modernizing traditional products doesn’t require reinvention. All it takes is the maturity and discipline to get the basics right.

Operational excellence is the new innovation

It may not sound particularly exciting, but optimizing operational processes is where magic happens.

Expectations are fulfilled in the company – or not. This is where trust is built – or lost.

This is where costs are saved – or wasted.

We need to simplify overly complex processes, coordinate workflows to reduce inefficiencies, and digitize and optimize claims handling. By introducing modern services using technologies such as AI agents or rule-based automation, insurers can radically improve the customer experience and free up resources to focus on the essentials.

You don’t have to change the product to change the rules of the game.

Sometimes the real innovation lies in finally making things work the way they should have always worked.

A new era of innovation leadership

The insurers who will win the next decade are not just those who bring new things to market, but those who do their core business well.

They won’t be known for how futuristic their website looks, but for how easy it is to buy a policy, how straightforward the claims process is and how reliable they are for their customers when it matters.

You will turn operational excellence into a visible, differentiating strength – not something that remains hidden behind the scenes, but something that customers feel and appreciate.

Because in a market full of promises, it is still the implementation that counts.

Conclusion

If innovation is to mean anything in the insurance industry, we need to broaden our definition. Developing new products is all well and good, but whatever we do, it has to work.

And the smartest thing insurers can do today is not always to chase after the next big trend. It’s about making the existing big things simpler, faster and more human.

Sometimes innovation is not a new product launch, but something more effective, such as automation and improving the customer experience.

And that is exactly what this industry needs more of.

Mirela Dimofte

Read also: How AI agents will reshape claims and customer service

After hearing Claire H. speak at grape about the power of recognition and culture, I wanted to see how these values play out in everyday life. I asked if I could speak to someone in the claims department – because if there’s one place where insurers touch their customers’ lives the most, it’s there.

I met Laura Ferraro in the quiet library of the B2 Hotel in Zurich to talk to her about the future of claims handling, humanity and technology. What do you expect when you sit down with a claims handler? Precision, perhaps. A keen understanding of the legal framework. A mind focused on details and deadlines. And yes – I’ve seen all of that.

But above all, I got to know someone who is very committed to the well-being of people. Someone who cares.

Insurance is not often associated with emotions. Most people see them as a necessary evil and hope that they never have to use their “services”.

And yet there are people like Laura – people who see it as their job to be there for others when life takes an unexpected turn.

Laura has been working in the insurance industry for more than two decades. Today, she handles complex claims for the personal insurer grape. But she is much more than a claims specialist. She is a coach, counselor and often the person who guides someone through one of the most difficult phases of their life.

“You never stop learning,” she says modestly.

“There’s always something new. A different story. A different constellation. That fascinates me.”

The first call – a reassuring voice

Many of the people Laura talks to are facing illness, loss or burnout for the first time. The first conversation with her is often what gives them clarity in their complicated situation – and hope.

“It’s important that we make contact with people at an early stage,” explains Laura.

“They usually don’t know what is happening or what to expect. We explain the process to them, what is required by law and, above all, how we can help them.”

Sometimes this help leads to a successful reintegration into work. In other cases, it means guiding someone onto a new path.

“We deal with special cases every day,” she says.

“But what is routine for us is often a life-changing event for our customers.”

I asked her to tell me about a moment when she felt that her work had really made a difference.

“There was a young woman who had been having problems for years and couldn’t do her job properly,” Laura recalls. “Her employer called us in desperation. Through careful coordination and support, we realized that she needed something completely different. We helped her find a job in a new environment where she could thrive.”

“She was so grateful. It was a simple job, but it gave her dignity. That was a success.”

The skills – behind the numbers are real people

What makes someone good at this job? Laura doesn’t hesitate.

“You have to look beyond the figures. Read between the lines. Understand people, not just guidelines.”

You don’t learn this in a few months. It takes time, empathy and a deep understanding of interpersonal relationships. You have to read medical reports, listen carefully to employers, observe legal regulations – and at the end of it all, link the facts, figures and contexts together to see the person behind the case.

“You can’t treat everyone the same,” adds Laura.

“Every case is different. Every story requires an individual approach.”

And that’s not just a sentimental statement, it’s a strategy. The most effective claims teams are those that combine technical expertise with human insight. This unique combination helps people regain stability and look to the future.

The technology – support, not a replacement

I couldn’t resist asking: “Will technology and AI replace you one day?”

Laura paused for a moment and then answered with calm certainty.

“No, I don’t think so. The technology supports me. It gives me the time and space to focus on the people I need to help.”

grape is not about replacing people. It’s about enabling them to do what machines can’t – connect, understand and care.

“Technology has to support us,” explains Laura.

“I still remember working with paper files and searching through documents by hand. Now it’s so much easier to find what you need and focus on the essentials.”

In Laura’s world, technology eliminates disruptive factors, handles administrative tasks and delivers the right information at the right time so that people can do their real work – taking care of the people who need help.

The culture – personal responsibility, craftsmanship and care

“At grape, each of us takes personal responsibility. You can feel that,” says Laura proudly.

“From claims processing to technology, everyone takes responsibility for making things better – not just once, but all the time.”

Improvements are not specified in presentations. They are created at the table – engineers and claims specialists sit side by side and solve real problems together.

“If something can be improved, we develop it together,” she adds.

From advanced fraud detection systems to real-time payments, grape is not your typical insurer. The platform removes administrative friction, so professionals like Laura can spend more time connecting with people – and less time on paperwork.

“The platform is our baby,” she says with a smile.

“We all feel that way. Engineers, insurance professionals – we sit together, we iterate, we care. And that’s why we can focus on what’s really important: helping people get their lives back.”

The mindset – setting boundaries

Working with people who are ill or in distress is very emotionally draining. Some cases stay in your head long after the phone call.

“I’m a mother,” says Laura.

“I understand the stress of being ill and at the same time being responsible at home. I treat every case with empathy. Sometimes I still think about certain people at home. That’s not easy. But over time, you learn to set boundaries. Nevertheless, some stories stick with you.”

And perhaps that is precisely the reason why her role is so important.

For Laura, claims are more than just insured events and figures – they are human destinies. She accompanies people in a difficult situation and helps them to find their way forward.

The future – technology with heart

As I left the library, I wondered if I had ever touched someone’s life as deeply as Laura did – quietly, consistently and with so much care. Not through grand gestures, but through presence, clarity and an empathy that doesn’t have to be loud to change lives.

With grape, this is no exception – it is the culture.

The future of insurance is not about machines replacing people, but about machines empowering people to act with more empathy, precision and determination.

Mirela Dimofte

Read also: The silent power of recognition

AI agents are quietly shaping the processing of insurance claims and customer service.

It’s often said that change in the insurance industry happens slowly – until suddenly it doesn’t. Behind the scenes, smart, visionary companies are working to shape the future of insurance services – welcome to the age of AI agents.

Interestingly, we’re not talking about fancy customer apps or shiny front-end portals here. The change is taking place in the background, deep in the operational processes where decisions are made, claims are processed and real added value is gained or lost.

We are entering the age of AI agents. But not the kind that write (often bad) poetry or generate marketing copy. I mean structured, goal-oriented agents that can coordinate tasks, follow logical processes and support real business processes – insurance processes.

This is more important than we might think.

What is an AI agent?

Let’s start with the definition of an AI agent. No, it’s not a chatbot. Nor is it a voice assistant. An AI agent is more of a digital teammate. Let’s think of the processing of a claim, for example. The AI agent performs the following steps: Collect documents, trigger validations, update systems and even notify humans when a decision or escalation is required.

It does not replace people. Rather, it enables them to concentrate on value-adding, creative tasks by taking over the repetitive, invisible and frustrating manual work that makes up the majority of insurance processes today.

Imagine having hundreds of these agents working behind the scenes, keeping the processes running, while your team can focus on the exceptions, the complex cases and most importantly, the customer relationships.

Why claims and customer service are the natural starting points

Claims are probably the moment of truth for every customer. That’s the whole point of insurance – to get help when the unthinkable happens. And yet our industry has a poor reputation when it comes to supporting customers when they need it most.

Insurers have spent years modernizing their claims processes. Most have achieved partial automation, but very few can speak of a seamless process from the first claim report to settlement.

The real obstacles are not just the technology, but also fragmented processes, manual handovers and a lack of coordination.

Customer service faces the same challenge. Insurers have focused more on cost-cutting and nearshoring than on the customer experience. The consequences are obvious: frustrating queues, answers that comply with the rules but are far from solving the customer’s problem.

Ultimately, it’s not about responding faster, it’s about solving problems efficiently – across departments and systems that were never designed to work together.

This is where AI agents supported by orchestration engines come into play. First of all, you don’t have to rebuild your core platforms or put up with months of integration problems. The AI agents simply fit into the existing chaos and bring order.

They connect isolated systems that were never meant to communicate with each other, like digital translators at a dysfunctional family dinner. They can triage incoming requests, route tasks to the right systems or people and follow up with robotic persistence – without reminders or sticky notes.

And unlike human teams spread across time zones and inboxes, they work around the clock, without breaks, burnout or Mondays. They’re not here to impress, but to get the job done quietly, efficiently and without ever asking for a raise.

Beyond the hype

There is no shortage of hype. We have seen demos that look elegant but fail in practice. The insurance industry doesn’t need any more superficial digital tools. It needs an infrastructure that works, even if the rules are confusing and the systems are old and too expensive to replace.

When used correctly, AI agents are not cosmetic. They are back-end enablers. They don’t replace judgment, they improve the process. In combination with powerful orchestration platforms, they can reduce errors, increase consistency and drastically reduce processing times.

Sure, you might want to use AI agents because of the hype or to look better in front of investors. However, the main goal of automation is to get the job done faster, better and in such a way that employees can focus on the essentials.

What you need to get started

Getting started doesn’t require a dramatic technical shift or a burn-it-all-down transformation. Insurers just need to do two things that are less glamorous than a keynote speech, but far more effective.

First of all, take a close and honest look at your current processes: Where are there points of friction, waste, duplication and unnecessary handovers? No filters, no bells and whistles – just a sober inventory of how things really work (or don’t work).

Second, investigate lightweight orchestration layers that act like a digital glue, sitting silently between systems and triggering AI agents to do the repetitive tasks that no one likes to do.

This is not a pipe dream. It’s practical, focused and deeply operational – a transformation that doesn’t make headlines, but makes life easier.

And yes – it is feasible.

Conclusion

AI agents will not revolutionize the insurance industry with a bang. But they will quietly start to change workflows. They will reduce delays, improve accuracy and make life easier for the people who process claims and look after customers every day.

In the long term, this is what makes change sustainable – not hype, but continuous development.

If that sounds unattractive, so much the better. The true revolution is often not particularly attractive.

Mirela Dimofte

Read also: AI and the transformation of the global working world

Today we are talking about financial inclusion.

“There is enough for everyone’s needs, but not enough for everyone’s greed” said Mahatma Gandhi.

This profound statement says a lot about the world today. Despite technological advances and growing economies, only a portion of the world’s population has access to the financial system. 1.4 billion people – almost a fifth of the world’s population – still had no access to formal banking services in 2021.

It’s not just a question of not taking out loans or credit. It’s about being denied the resources they need for a secure future. Without access to financial services, entire communities remain trapped in a cycle of poverty.

The World Bank report identified financial inclusion as an enabler for 7 of the 17 Sustainable Development Goals.

Why financial inclusion is important

Financial inclusion is not only a moral obligation, but also a driver of economic growth. When people have access to banking services, credit, savings and insurance, they have the opportunity to improve their lives. They can start businesses, invest in education and provide for their families.

In prosperous times, communities become stronger and happier. In difficult times, however, violence and conflict increase sharply. I have come across several reports that show a clear link between poverty and violence. This applies to both industrialized countries such as the UK and emerging economies such as Colombia.

However, there are reasons why people do not have access to the financial system: lack of infrastructure, high costs and limited financial education.

What is preventing us from achieving financial inclusion?

We have made progress in recent years. But the journey is not over yet.

Many people still need a basic internet connection. In many regions, there is insufficient knowledge about money and saving. People need to learn the basics of starting and building a business.

In many countries, people are confronted with obstacles. Financial institutions such as banks and insurance companies are not trusted. In some cases, government measures or cultural norms hinder financial inclusion.

The problems are complex, but that doesn’t mean we should be discouraged. If we think holistically, we can find ways to educate people and create barrier-free solutions for access to money.

So the question is: what else can we do to make financial services accessible to everyone?

Is technology the answer?

One bright spot on the road to financial inclusion is the rapid rise of digital and mobile services. These tools enable access to financial services in areas where the traditional banking infrastructure is inadequate.

Consider these groundbreaking statistics:

. In 2023, over 1 billion registered mobile money accounts worldwide were used for transactions worth 3 billion US dollars per day.📲

– Mobile financial services are contributing to 6 percent GDP growth in emerging markets, demonstrating that they can drive entire communities forward.

– Financial inclusion could create 95 million jobs worldwide by 2030.

Even a small amount of money can change a person’s life. For example, they could use it to save for their children’s education or start a small business. They could learn a trade. People could afford cell phones or computers to work remotely and earn a living.

Technology is one answer, but not the only one.

Solutions for financial inclusion

We can achieve financial inclusion by working on several fronts. First, we need to develop the infrastructure. People in remote regions do not need another bank branch. A physical infrastructure is not efficient for the bank either. However, they can benefit from mobile applications that enable instant money transfers.

Low-cost mobile money solutions will give people in low-income regions access to the financial system. The potential is huge – billions of people will benefit and billions of lives can be improved. We can develop innovative solutions that support both climate protection and financial inclusion.

As insurers, we need to develop solutions that allow people to pay with mobile money and receive payments immediately in the event of a claim. Parametric insurance could massively change the way we process and pay out claims. Fast and seamless – this is the future of customer service.

Cooperation is more important than competition. But for this we need a new kind of leadership – people who understand systems thinking and ecosystem economies. The future belongs to those who understand that partnerships with governments, non-profit organizations and private companies will drive large-scale initiatives.

The more we promote innovation, the faster we will achieve financial inclusion. Governments and institutions around the world can help or hinder innovation through regulation and funding. There are many talented people in the world who can develop next-generation fintech solutions.

Last but not least, we need to invest in financial education. Not only in emerging countries. How many schools teach children how to manage money? They all know how to spend money, but very few know how to save and earn money.

A call to action

Financial inclusion is not just a noble goal, but an economic and social necessity. The road ahead is long, but the impact is undeniable: stronger economies, more resilient societies and opportunities for millions of people who have been left behind.

Now is the time to move from discussion to action. What concrete steps can we take today to make financial services truly accessible to all? How can companies, policy makers and individuals drive real change?

Share your ideas with us in the comments – let’s challenge the status quo and drive forward solutions that really make a difference. Because financial inclusion shouldn’t just be an issue. It should be the future we shape.

Mirela Dimofte

Read also: Beyond profit: Building a people-centered economy in a world obsessed with money