Creating your Blueprint is just the start.

• Total Cost of Risk — we don't know what risk is actually costing us.
• Claim Frequency — filing many claims and seemingly unable to get it down.
• Claims Leakage — losing money on claims we can't see or manage properly.
• Insurance premiums — premiums rise as we can't show underwriters our risk story.

• Manual Data Entry — too much time entering and reconciling data instead of managing risk.
• Multiple Risk Platforms — risk data across disconnected systems, no single source of truth.
• Data Collection Cycle Time — by the time data is ready, the window to act has passed.
• Time to unified Risk Review — a complete picture takes too long and happens too rarely.
• Average claim cycle time — claims take too long to close.

• Compliance Posture — no real-time visibility into where we stand on compliance.
• Inability to anticipate — we can't see risk building until an incident has happened.
• Recordable Incident Rate Exposure — incidents we can't adequately track, prevent, or defend.
• High Severity Incident Rate & Reputation — high-severity incidents with no way to predict or prevent the next one.

• 1 — Unable to collect all data required. Without complete data on incidents, claims or exposures, we can't analyse, respond accurately, or make decisions that improve the business.
• 2 — Data exists, but it's disparate. Data lives across multiple systems but isn't connected, so analysis is incomplete and decisions are made in silos.

• Single platform — all risk data in one system.
• Low-code self-service configuration — no IT dependency.
• Open API integrations — connects to HR, ERP, and carrier systems.
• Mobile incident capture — real-time data from the field.
• Benchmarking — industry and vertical benchmarking capabilities.

• TCO-driven economics — full platform cost vs. point-solution stack.
• Build vs. Buy — proven total cost of ownership vs. hidden costs of fragmentation.
• Quantifiable ROI — 10–15% premium reduction, 50%+ analyst time recovered.
• Time to value — fast configuration via portal and marketplace.

• Outcome-focused M3 metrics — success defined from day one.
• #1 CSAT/NPS (independent analyst) — long-standing track record.
• 98% retention, 112% NRR — customers stay and grow.
• Named CSM with dedicated support — issues resolved in hours, not months.
• Implementation expertise and peer references available.

Typical roles

• Economic Buyer: CFO, COO, CLO / General Counsel, Chief Risk Officer.
• Champion: VP / Director of Risk, Director of Safety, Director of Enterprise Risk.

Check in every deal

• How does our proposed Champion qualify against the 3 traits of a Champion?
• What is our EB status — Unknown, Identified, or Engaged?

• Share pain openly — clarify acute business and personal pain.
• Coach to win — the inside line on red tape, EB priorities and what to say.
• Provide access to information — loss runs, historical data, system logins.
• Provide EB access — earned, not given.
• Sell internally — built by you, on their experience of the pain.

• Withhold insights on decision processes, pain or competitor movements.
• Negotiate prematurely.
• Block access to information needed to win.

• Personal reputation — looking like a hero with a winning strategy.
• Trust & validation — relying on top CSAT and retention to validate their choice.
• Making an impact — modernising and proving ROI to the CFO.
• Platform efficiency — eliminating manual work without IT dependency.

• Internal red tape that slows progress.
• Deep technical nuance — rely on you to guide them.
• Short-term cost wins over capability and service.

• Command internal teams — push Legal/Procurement to accelerate the paper process.
• Focus on performance metrics — top-line revenue, NCA targets.
• Treat relationships as partnerships — outcome-driven, root-cause focused.
• Demand transparency — clear about goals and where vendors miss.

• Get in the weeds of day-to-day minutiae.
• Act overly accommodating — they'll play hardball.
• Hand over transparency without you earning it.

• Confidence & risk — can you prove ROI to the CFO and board?
• Completion — speed to acquisition and hitting annual goals.
• Commercial value — ROI of “Build vs. Buy”.
• Performance & outcomes — revenue and net-new metrics.

• Costs in isolation — they evaluate cost against value.
• Building friendships — straight to business.
• The blame game — focus on root causes.

The Decision Process

The “how” in which the customer is going to make their decision — the business process.

The Paper Process

The series of steps that follow the Decision Process — from Decision to signature. The legal process.

• Start early with your GLP — initiate procurement and legal steps early; security reviews, infosec questionnaires and MSA redlines can take months.
• Understand timelines & signatories — “What is your standard legal cycle? Who exactly must sign? What priority is this project?”
• Anticipate price pressure — procurement will push for concessions; don't negotiate until you're the preferred solution.
• Get to “No” quickly — prioritise asks, state you can't do everything, stop the music.

• Use a give-to-get framework — discount = longer term or more product; less term = higher cost; no implementation fee = references, case studies, brand usage.
• Kick off with GLP + Metrics — recap your GLP with procurement: timelines, cost of delay, business case.
• Escalate if off-track — loop in your Champion and EB immediately to apply pressure; tie back to impacts on their timeline.
• Don't negotiate single points — ask for everything before you negotiate anything.