[Project References]
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From red numbers to resilient profitability: Turnaround of a
leading insurance group
Restructuring in insurance
The group faced a widening profitability gap, low trans-parency, high complexity and weak execution under board pressure.
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Persistent profitability gap and increasing pressure from the executive and supervisory board
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Limited transparency on the financial impact of individual measures
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High organisational complexity driven by parallel M&A activities
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Parallel initiatives without an integrated steering logic
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Declining execution certainty across the organisation
We established full transparency, end-to-end steering and an integrated, group-wide turnaround including critical strategy and M&A support.
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Enabled full transparency from project controlling up to board and supervisory board level
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Established end-to-end monitoring of initiatives, financial impact and plan deviations
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Accompanied the programme with targeted change and K&A IDU measures
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Supported and steered critical M&A topics to ensure successful execution
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Designed and led an integrated, group-wide turnaround programme
The programme delivered over EUR 100 million in sustainable savings, completed key strategy initiatives
and institutionalised stronger top-level steering.
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Sustainable cost savings of more than EUR 100 million
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Successful advise and completion of critical M&A transactions
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Full and continuous visibility on status and profit impact of all measures
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Significantly improved steering and decision-making capability at top-management level
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K&A programme management methods rolled out and embedded as a group-wide standard
Reducing loss ratio volatility through a global wording repository: Enabling underwriting excellence in a leading global insurance group
IT transformation in insurance
Volatile P&C loss ratios, fragmented wording governance, and legacy IT landscapes exposed underwriting leakage and limited global risk transparency.
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High volatility of P&C loss ratios highlighted systemic risks driven by inconsistent wordings, limited transparency, and underwriting leakage
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Need to reduce underwriting leakage caused by inadvertent coverages and insufficient pricing due to nonstandard or unclear clauses
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Introduction of a Global Wording Repository across 25 entities and 20 countries as a strategic initiative to enable global wording governance
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Parallel global IT transformations, including AI and cloud integration, closely aligned with group headquarters
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Fragmented legacy systems, local archives, and isolated policy libraries prevented transparency, consistency, and effective risk analytics
A globally governed, AI-enabled repository was implemented as both a technical backbone and a business-owned platform to elevate underwriting discipline and transparency.
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Joint development with key functions and lines of business to ensure ownership and practical relevance
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Made the individual value for all user groups explicit to drive acceptance and sustained usage
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Established local ambassadors to support onboarding and best practice transfer
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Implemented clear governance structures with Executive Steering Committee and Sounding Board for oversight and validation
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Positioned the repository not only as a technical solution but as a trusted expert platform
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Integrated AI and LLM capabilities to enhance underwriting quality, searchability, wording analysis, and global collaboration
The transformation reduced volatility drivers, strengthened underwriting control, and created a scalable foundation for profitable growth and AI-powered excellence.
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Significantly reduced review and analysis times, enabling focus on value-adding activities and reducing backlogs
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Increased consistency and traceability of wordings across regions and business units, lowering underwriting leakage
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Reduced process bottlenecks, enabling growth and higher policy volumes with positive impact on profitability
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Increased user acceptance through early visible benefits, transparency, and co-creation
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Established the foundation for AI-supported knowledge management, wording analytics, and sustained underwriting excellence
From compliance to conviction: Embedding integrity as a lived corporate value in a global automotive group
Change management in automotive
Under regulatory oversight, the group faced fragmented integrity standards, cultural misalignment, and mounting pressure to prove credible change.
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Following a significant regulatory settlement, the group operated under the oversight of an independent compliance monitor
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Mandate to implement effective, group-wide compliance and integrity structures in line with plea agreements
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Heavy procedural focus risked reducing integrity to a formal requirement rather than a guiding principle
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Fragmented interpretations of integrity across brands and regions limited cultural alignment
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Urgent need to anchor integrity in leadership behavior, decision-making, and daily operations across the organization
We repositioned integrity from a compliance mandate to a board-driven transformation agenda with measurable cultural activation worldwide.
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Positioned integrity as a board-sponsored transformation priority across all brands and subsidiaries
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Designed and led a global rollout integrating integrity workshops, perception dialogues, Centers of Excellence, and a cross-brand ambassador network
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Established a visible and consistent tone from the top, supported by structured global engagement formats
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Applied a disciplined change methodology to drive adoption, ownership, and long-term behavioral shift
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Introduced measurable feedback mechanisms and pulse checks to track cultural maturity and progress
The group demonstrated tangible cultural progress, strengthened regulatory credibility, and embedded integrity as a shared leadership standard.
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Demonstrated credible compliance and cultural advancement, contributing to the avoidance of multibillion-dollar regulatory penalties
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Shifted integrity from a control-driven obligation to a shared leadership commitment
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Created a unified understanding of values and accountability across brands, regions, and management layers
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Rebuilt trust and strengthened credibility with regulators and key external stakeholders
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Embedded sustainable culture change through aligned leadership, compliance, and communication efforts