The problemProcurement was held together with Excel and goodwill.
Commercial insurance does not run on software. It runs on PDFs and inbox threads. Every submission arrives as a fourteen-page ACORD application — insured name, NAICS code, revenue by segment, employee counts per location, prior loss runs going back five years, named-perils exposure, schedules of vehicles and properties. A junior broker opens the PDF, opens a spreadsheet next to it, and starts retyping.
Then the broker writes eight or twelve carrier emails, each one slightly different because each carrier wants the data in a different shape. Carriers reply over the next two to seven days — some quote, some decline with one-line reasons, some come back asking for a field the broker missed. A 3-to-4-day cycle, multiplied by dozens of active submissions per broker, multiplied by a team of fifteen.
“Half our workweek was someone retyping numbers from a PDF into a spreadsheet — and we still had to chase fields they missed.”
The compounding failures: transposed numbers in re-typing. Misread NAICS codes producing wrong appetite matches. Carriers rejecting submissions because one field was missing — wasted days. Bind rates dropping on time-sensitive lines because the broker quoted too slow. And junior brokers — licensed, expensive professionals — spending half their workweek doing data entry that a 1995 OCR vendor could in theory have automated.
The director of operations had been writing the RFP in her head for two years. She knew exactly what she needed. The market had nothing that fit.