Chubb underwrites the world’s most coveted possessions (Ming porcelain, museum-grade collections, irreplaceable vehicles and landmark residences). Our brief was to define/deliver the experience strategy & service design for front/backstage for a new strategic imperative.
What we did
- Defined the experience vision and aligned product and business stakeholders around a shared transformation roadmap, with explicit KPIs and front- and backstage journey mapping.
- Led competitor benchmarking, user research, ethnography with underwriting teams, and focus groups with brokers and SMEs to ground decisions in how HNW and UHNW service actually feels on the ground.
- Produced service interaction blueprints articulating broker approval, client communication, underwriting and appraisal, and business KPIs across the programme.
- Shaped parallel programme tracks—Expect More (the original brief) and Prospecting (an emergent growth opportunity)—from landing experiences through lines such as Valuables and Motor.
- Translated strategic themes into early concepts spanning broker tooling, Chubb–broker communication, reporting, data enablement, and carefully bounded client-facing touchpoints.
Business challenge
The program began with a goal of converting the ~70% single policy holder clients to multi-policy. Chubb’s clients are HNW and UHNW and as such means that they deliver service to clients entirely through brokers. This is good for customer tenure (CLV), but creates challenges with making changes to services and communicating these changes between parties.
User challenge
Brokers and their clients move through high-stakes decisions with little appetite for friction: they need clearer tools, reporting, and communication between Chubb and the broker desk, while underwriters and appraisers need journeys that match the nuance of priceless assets. Any direct client touchpoint had to feel optional, sensitive, and worthy of the collection—not generic insurance utility.
My role
Experience strategy and UX leadership—facilitating workshops and research synthesis, defining the experience vision and service blueprints, and guiding early concepts across Expect More and Prospecting with creative and product stakeholders.
Ran focus groups for brokers
We ran focus groups with brokers and SMEs to understand how they navigate high-stakes decisions with clients, where tooling and reporting fell short, and what “good” communication with Chubb looked like in practice—grounding later concepts in real broker workflows.
Stakeholder interviews with underwriters
Alongside ethnographic work with underwriting teams, stakeholder interviews surfaced how appraisal, approval, and policy decisions intersect with broker and client touchpoints—so we could align experience changes with backstage constraints and risk governance.
Identify strategic themes
- Arm brokers with more tools to grow and meet demand.
- Improve communication between Chubb and brokers, with clearer reporting so brokers can strengthen their value to clients.
- Improve data through digital enablement while preserving trust and compliance.
- Sensitively explore direct-to-client touchpoints without undermining the broker channel.
- Empower underwriters and brokers to work together with less friction across the journey.
Defined the vision
We aligned product and business stakeholders on an experience vision: KPIs, front- and backstage journey mapping, and a transformation roadmap that connected the single-policy “round-out” strategy to concrete service and digital moves—grounded in competitor benchmarking and the research above.
Expanded the program
We expanded the programme across parallel tracks—Expect More and Prospecting—from landing experiences through lines such as Valuables and Motor, translating themes into broker tooling, Chubb–broker communication, reporting, data enablement, and carefully bounded client-facing touchpoints.
The result
- Growth of rounded out clients in the order of 5% per annum.
- Usage of Chubb digital channels experienced double digit growth after launch.
