Regional Insurance Intermediary: Rebuilding a Stalled Renewal Pipeline
The Challenge
A mid-sized regional insurance intermediary engaged BDA Consortium after experiencing two consecutive years of flat renewal growth, despite maintaining a stable client base and strong market relationships.
The underlying issue was not a lack of clients. Instead, diagnostic work revealed weaknesses in how renewal opportunities were being managed across the business.
Renewal conversations were handled differently by individual account managers, with varying levels of preparation, client engagement, and follow-up. The firm also lacked a consistent process for identifying accounts that were at risk before the renewal period began.
As a result, potential issues were often identified too late, leaving account managers with limited time to address client concerns and increasing the number of last-minute renewal negotiations.
Our Approach
BDA Consortium conducted a review of the firm's renewal pipeline, account-management practices, and client engagement processes.
The assessment identified a need for greater consistency and earlier visibility across the renewal cycle.
We designed and introduced a structured renewal-readiness process focused on three key areas:
- Early Risk Identification — An early-warning scoring model was developed to help account managers identify potentially at-risk accounts before renewal discussions began.
- Standardized Client Reviews — A consistent review cadence was introduced to ensure key client issues, changing needs, and potential retention risks were discussed earlier.
- Clearer Pipeline Visibility — Renewal opportunities were managed through a more structured process, providing greater visibility over account status and required actions.
The objective was to move the business from a reactive renewal process to a more proactive and coordinated approach.
The Impact
Within one renewal cycle, the client reported a measurable improvement in its ability to identify at-risk accounts earlier in the process.
Account managers had greater visibility over renewal priorities and more time to engage clients before concerns became last-minute negotiations.
The structured process also improved consistency across the account-management team, reducing reliance on individual approaches and creating a clearer framework for managing the renewal pipeline.
Key Outcome
The engagement helped transform renewal management from an informal, largely reactive process into a more structured system for identifying risk, prioritizing client engagement, and supporting stronger retention decisions.
By identifying potential risks earlier, the firm was better positioned to protect existing client relationships and reduce the pressure associated with last-minute renewal negotiations.
