Future-Proofing The Insurance Target Operating Model
Future-Proofing The Insurance Target Operating Model
What are the biggest issues around Custom Target Models that insurance Chief Investment Officers (CIOs) are looking at?
In Clear Path Analysis’s latest report “Future-Proofing the Insurance Target Operating Model”, published in conjunction with Clearwater Analytics, we feature over a dozen CIOs and other financial, treasury, and investment professionals from some of the biggest and most innovative P&C, life, run-off, and other insurance companies across Europe to take part in a no-holds barred discussion on the topic.
In it, they look at what are the key criteria for a coherent strategy to achieve the desired target operating model, especially considering back through the middle office to the front, as well as for running an investment office and team.
The report features the conversation, which was designed to be a sounding board for those in the industry to share thought leadership and talk about day-to-day issues in granular detail with like-minded colleagues and come up with great ideas.
Read it now to hear the problem-solving, insights, and interesting views from some of the most experienced leaders in the industry on the topic and learn how you can avoid the pitfalls and red-herrings and what will really add value to your target model.
- Fund Management Operations
- Adam Ruddle
- Andrew Bailey
- Ashish Dafria
- Brian Slattery
- Colin Tipping
- Eleanor Bucks
- Erik Vynckier
- Guillermo Donadini
- Keith Viverito
- Michela Bariletti
- AIG
- Aviva
- Clearwater Analytics
- Compre Group
- Foresters Friendly Society
- Just Group plc
- Lloyd's
- LV
- Phoenix Group
- Custom Target Models
- Insurance
- Insurers
Clearwater Analytics® provides web-based investment accounting, reporting, and reconciliation services for insurers worldwide. Clearwater aggregates, reconciles, and reports on more than £989 billion assets across 25,000+ accounts daily. Clearwater is committed to continuous improvement and encourages insurers to rethink how they approach their Solvency II framework.
