Client context
A global commercial insurer with an established international programmes offering, looking to strengthen its position in the upper mid-market segment across Europe.

Challenge

The insurer had strong capabilities but faced several structural challenges:

• Growth in the upper mid-market was a priority but difficult to accelerate

• The proposition was not clearly differentiated versus competitors

• The value of the offering was not consistently articulated across markets

• The organisation was working towards internal efficiency targets and needed to ensure this aligned with client benefits

• Broker and client expectations were evolving, particularly around service, transparency and ease of execution

• Internal alignment across markets and functions was not always consistent

The client needed a clear, client-centric proposition and an effective go-to-market approach to support growth across multiple European markets.

What we did

Connected Growth played a leading role in the programme, working across multiple markets and stakeholders.

The work combined insight, proposition development and go-to-market definition:

• Client and broker insight
  Leveraged existing client insight and Connected Growth’s proprietary research and experience across international programmes to identify expectations, decision drivers and pain points.

• Segmentation and prioritisation
  Defined the upper mid-market segment and clarified target client profiles and priorities.

• Competitive benchmarking
  Analysed leading international programmes insurers across positioning, messaging, digital presence and offering.

• Proposition and messaging development
  Defined a clearer, more client-centric international programmes proposition and developed the associated positioning and messaging.

• Go-to-market definition
  Established how the proposition should be articulated and deployed across markets to support more consistent and effective execution.

Outcome

The programme delivered:

• A clearer and more differentiated proposition for international programmes in the upper mid-market

• A stronger articulation of client value, ensuring alignment between efficiency objectives and client needs

• A consistent foundation for positioning and messaging across markets

• A defined go-to-market approach to support more consistent execution

• Alignment across internal stakeholders on priorities and direction

This provided the client with a stronger basis to compete in the upper mid-market segment and to improve consistency across its international programmes offering.

Client context
A US commercial insurer looking to strengthen its position in the mid-market segment and develop a clearer, more competitive offering aligned with target client needs.

Challenge

The insurer had established capabilities but faced several challenges in the mid-market:

• The offering was not clearly structured or articulated as a distinct mid-market proposition

• Positioning and messaging were not sufficiently differentiated for the target segment

• There was a need to align underwriting appetite, product offering and go-to-market approach

• Marketing materials and sales tools were not consistently aligned with a clear proposition

• The organisation needed a coherent and market-ready approach to support growth in the segment

The client needed a defined proposition that could be clearly understood internally and effectively communicated externally.

What we did

Connected Growth led the development and launch of the mid-market proposition, working across underwriting, distribution and marketing.

The work focused on translating strategy into a clear, market-facing proposition:

• Proposition design
  Defined a structured mid-market proposition, clarifying target clients, value drivers and key components of the offering.

• Risk appetite alignment
  Worked with underwriting to define and articulate risk appetite in a way that supported the proposition and could be communicated clearly to the market.

• Positioning and messaging
  Developed a clear positioning and messaging framework aligned with client needs and segment expectations.

• Go-to-market definition
  Defined how the proposition should be taken to market, including distribution approach and marketing priorities.

• Marketing and sales assets
  Developed the core set of materials required to support the launch, including a video overview and supporting marketing and sales content.

Outcome

The programme delivered:

• A clearly defined and structured mid-market proposition

• Alignment between underwriting, proposition, distribution and marketing

• A consistent positioning and messaging framework

• A set of market-ready materials to support launch and engagement with brokers and clients

• A clearer foundation for growth in the mid-market segment

This enabled the client to present a more coherent and differentiated offering and to support more effective go-to-market execution in the US mid-market.

Client context
A US commercial insurer with an established Accident & Health (A&H) division (USD 500m-1bn), looking to strengthen its positioning and improve how its offering was articulated and brought to market.

Challenge

The division had strong capabilities but faced several challenges:

• The proposition and product offering were not clearly structured or differentiated

• Positioning and messaging lacked clarity and consistency

• The website and marketing materials did not reflect the strengths of the division

• There was a need for a more coherent and consistent go-to-market approach

The client needed to clarify its proposition, structure its offering and improve how it was communicated across channels and materials.

What we did

Connected Growth led the marketing strategy for the division over a five-year period, working closely with leadership and key stakeholders.

The work focused on reshaping the proposition and ensuring consistent market-facing execution:

• Proposition and offering refinement
  Reviewed and restructured the division’s proposition and product offering to improve clarity and alignment with target clients and distributors.

• Positioning and messaging
  Developed a clearer and more consistent positioning and messaging framework.

• Website redesign
  Redesigned the division’s website to better reflect the proposition and improve clarity for brokers and clients.

• Marketing and sales materials
  Developed and maintained an interactive product portfolio and a suite of engaging marketing assets to ensure consistency with the revised proposition, product offering structure and messaging.

• Ongoing strategic support
  Provided continuous support to maintain alignment and consistency as the division evolved.

Outcome

The engagement delivered:

• A clearer and more structured A&H proposition showcased through interactive marketing materials

• Sharper positioning, and consistent messaging

• Increased engagement and conversion on the website supporting sustained growth of the division

• Greater internal alignment on how the offering is structured and presented

• A more coherent and consistent market-facing approach over time

The division consistently exceeded its growth targets over the period, supported by a clearer proposition and more consistent go-to-market execution.

Client context

A global commercial insurer (USD 5bn+ revenues) looking to strengthen how content supports its brand, positioning and commercial objectives across multiple markets.

Challenge

The insurer was investing in content across regions but faced several challenges:

• Content activity was not clearly aligned with business and marketing objectives

• There was no consistent definition or role for content marketing across the organisation

• Target audiences and priorities were not clearly defined

• Content lacked structure, consistency and strategic direction

• Different markets were operating independently, leading to fragmentation

• Content was not consistently supporting brand positioning or demand generation

The client needed a clearer strategy and operating model to ensure content contributed more effectively to growth.

What we did

Connected Growth led the development of a global content marketing strategy, working with central and regional stakeholders.

The work focused on aligning content with business objectives and defining a structured approach to execution:

• Definition and role of content marketing
  Established a clear definition of content marketing and its role within the broader marketing and commercial strategy.

• Audience and priority setting
  Defined target audiences and clarified priority segments to ensure content focused on the most relevant areas.

• Content strategy and themes
  Defined key content themes aligned with the insurer’s positioning and areas of expertise.

• Operating model and governance
  Designed a structured approach to content planning, production and governance across markets.

• Execution framework
  Defined how content should be developed, distributed and measured to support brand visibility, engagement and demand generation.

Outcome

The programme delivered:

• A clear and shared definition of content marketing across the organisation

• Alignment between content activity and business and marketing objectives

• Defined target audiences and content priorities

• A structured and scalable content framework across markets

• Improved consistency in how content supports positioning and engagement

This provided the client with a stronger foundation to use content more effectively as part of its overall marketing and growth strategy.

Client context
A global commercial insurer looking to improve how its website supports visibility, engagement and conversion across multiple markets.

Challenge

The insurer had an established global website but faced several challenges:

• There was no clearly defined SEO strategy (Search Engine Optimisation), resulting in poor rankings across key topics and markets

• Organic visibility was not optimised despite strong underlying capabilities

• User experience did not consistently support clear navigation or engagement

• Conversion paths were unclear or inconsistent

• Content structure did not fully reflect priority propositions and target audiences

• There was limited alignment between SEO, UX (User experience) and conversion (CRO) objectives

The client needed a clearer view of website performance and a structured plan to improve its effectiveness as a commercial and marketing tool.

What we did

Connected Growth led a comprehensive review of the global website, covering SEO, user experience and conversion.

The work focused on identifying gaps and defining a clear improvement roadmap:

• SEO assessment and strategy definition
  Reviewed technical SEO, keyword positioning and content performance, and defined a clearer SEO approach aligned with priority markets and topics.

• User experience (UX) review
  Assessed navigation, page structure and user journeys to identify friction points and areas for improvement.

• Conversion rate optimisation (CRO)
  Analysed conversion paths and identified opportunities to improve engagement and lead generation.

• Content structure review
  Assessed how content was organised and aligned with propositions, audiences and business priorities.

• Prioritised roadmap
  Developed a structured set of actions, including quick wins and longer-term improvements.

Outcome

The programme delivered:

• A clearly defined SEO approach aligned with priority markets and topics

• A structured view of website performance across SEO, UX and conversion

• Identification of key gaps and improvement opportunities

• A prioritised roadmap to improve visibility, engagement and conversion

• Better alignment between website content and business priorities

• A stronger foundation for using the website as a commercial and marketing tool

This provided the client with a clear plan to improve how its website supports visibility and growth.

Client context

A global commercial insurer with a broad portfolio of over 400 products across multiple lines of business and regions, looking to improve how its offering was presented to brokers and clients.

Challenge

The insurer had strong capabilities but faced several challenges in how it presented and sold its offering:

• Sales materials were inconsistent across products, regions and business units

• Content was often product-led rather than aligned with a clear proposition

• Brokers and clients did not always receive a clear and consistent articulation of the insurer’s strengths

• There was no standardised structure for presenting the full portfolio

• Materials were not always adapted to regional priorities and expectations

• Maintaining consistency over time was difficult

The client needed a more structured and scalable approach to ensure its offering was presented clearly and consistently across markets.

What we did

Connected Growth supported the client in strengthening and standardising its sales and broker materials across lines of business and regions over a five-year period.

The work focused on creating a consistent framework and scalable assets:

• Global slide library
  Designed and developed a comprehensive library of sales presentations covering all lines of business, tailored by region and regularly updated.

• Product portfolio and brochure alignment
  Reviewed and updated several hundred product brochures and presentations each year to ensure alignment with the latest proposition, positioning and branding.

• Structure and messaging standardisation
  Defined a consistent structure for how offerings are presented, ensuring alignment between proposition, messaging and materials.

• Support for major opportunities and tenders
  Contributed to the preparation of materials for key opportunities, ensuring clarity and consistency in how the offering was articulated.

• Ongoing updates and governance
  Maintained and updated materials on a regular basis to ensure continued alignment as the business evolved.

Outcome

The engagement delivered:

• A consistent and structured approach to presenting the insurer’s full offering

• Greater clarity and alignment between proposition, messaging and sales materials

• Improved consistency across regions and lines of business

• Materials better adapted to broker and client expectations

• A scalable framework that could be maintained and updated over time

This strengthened how the insurer engaged with brokers and clients and provided a more consistent foundation for commercial activity across markets.

Client context
A UK commercial insurer preparing a response to a large and strategically important tender, representing a £100m+ opportunity.

This was the first time the insurer had responded to this type of tender and it was keen to demonstrate its relevance in this segment of the market.

Challenge

The insurer faced several challenges in preparing its response:

• The opportunity was high-value and highly competitive

• The organisation had no established tender response process for this type of opportunity

• The insurer needed to clearly demonstrate its relevance and credibility in this segment

• Existing materials were not fully aligned or tailored to the specific requirements of the tender

• There was a need to present a coherent, client-focused and differentiated response within tight timelines

The client needed to structure its response, strengthen how its proposition was articulated and ensure a clear and consistent narrative across the submission.

What we did

Connected Growth supported the client in preparing its tender submission, focusing on structure, clarity and alignment with client expectations.

The work included:

• Response structuring
  Defined a clear and logical structure for the tender response, aligned with the client’s requirements and evaluation criteria.

• Content development and refinement
  Reviewed and rewrote key sections to improve clarity, consistency and impact.

• Proposition articulation
  Ensured the insurer’s strengths and differentiators were clearly and consistently presented, with a strong focus on relevance to the target segment.

• Alignment across contributors
  Worked with internal stakeholders to ensure consistency across inputs and sections.

• Quality and coherence
  Refined the overall narrative to deliver a clear, structured and client-focused submission.

Outcome

The engagement delivered:

• A clear and structured tender response, aligned with evaluation requirements

• Stronger articulation of the insurer’s proposition and relevance in the target segment

• Improved consistency and alignment across all sections of the submission

• A more compelling and client-focused overall narrative

The insurer was successful in the tender and secured the opportunity.

Client context
A global commercial insurer with a parametric insurance offering, looking to strengthen its positioning, improve market understanding and support growth in a developing segment.

Challenge

Parametric insurance is a growing but still relatively complex and poorly understood area of the market.

The client faced several challenges:

• The proposition was not clearly structured or easy to understand for brokers and clients

• Parametric solutions were often difficult to explain and differentiate from traditional insurance

• Messaging and positioning lacked clarity and consistency

• Content and digital presence were not fully supporting visibility or understanding

• The product offering needed to be presented in a more accessible and coherent way

• The client wanted to establish stronger credibility and recognition in this space

The client needed to clarify its proposition and improve how it was articulated, explained and brought to market.

What we did

Connected Growth supported the parametric team over a five-year period, working across proposition, marketing strategy and market-facing execution.

The work focused on improving clarity, consistency and accessibility of the offering:

• Proposition and offering refinement
  Reviewed and restructured the parametric offering to improve clarity and make it easier for brokers and clients to understand.

• Positioning and messaging (messaging house)
  Developed a clear messaging framework to articulate the value of parametric solutions.

• Marketing strategy support
  Contributed to the development and evolution of the team’s marketing strategy over time.

• Content and SEO optimisation
  Reviewed and improved online content to strengthen visibility and ensure alignment with positioning and key themes.

• Content campaigns and thought leadership
  Developed targeted content and campaigns to support education and engagement in the market.

• Sales and educational materials
  Produced video animations and other materials to explain parametric solutions in a clear and accessible way.

• Portfolio and case studies
  Created an interactive portfolio of case studies to demonstrate the application and value of parametric insurance.

• External positioning and recognition
  Supported the preparation of award submissions, contributing to multiple industry awards.

Outcome

The engagement delivered:

• A clearer and more structured parametric proposition

• Stronger and more consistent positioning and messaging

• Improved ability to explain parametric solutions to brokers and clients

• Increased visibility and quality of content across digital channels

• A more accessible and compelling presentation of the product offering

• Strengthened market recognition through multiple industry awards

This provided the client with a stronger and more consistent foundation to develop and grow its parametric insurance offering.

Client context
A US commercial insurer looking to strengthen its distribution capabilities and improve how it manages and develops relationships with brokers.

Challenge

The insurer had an established broker network but faced several challenges in how distribution was structured and managed:

• Broker engagement was not consistently aligned with strategic priorities

• There was limited segmentation and differentiation in how brokers were managed

• Account planning and pipeline visibility were not consistently structured

• Coordination between distribution, underwriting and marketing was not always optimal

• There was a need to strengthen discipline and consistency in how opportunities were identified and developed

The client needed a clearer and more structured approach to distribution management to support growth.

What we did

Connected Growth supported the Head of Distribution Management in defining and implementing a more structured operating model.

The work focused on improving clarity, alignment and discipline across distribution activities:

• Broker segmentation
  Defined a structured approach to segment brokers based on strategic importance and opportunity.

• Engagement model
  Established a clearer framework for how different broker segments should be managed and developed.

• Account planning
  Introduced a more structured approach to account planning to improve focus on priority brokers and opportunities.

• Pipeline management
  Defined a clearer approach to tracking and managing pipeline, improving visibility and prioritisation.

• Alignment with underwriting and marketing
  Strengthened coordination between distribution, underwriting and marketing to ensure a more consistent approach to the market.

Outcome

The engagement delivered:

• A clearer and more structured distribution management approach

• Improved prioritisation of brokers and opportunities

• Greater consistency in account planning and pipeline management

• Better alignment between distribution, underwriting and marketing

• A stronger foundation for developing broker relationships and supporting growth

This provided the client with a more disciplined and consistent approach to distribution, supporting more effective commercial execution.