Operational change across an independent agent network
Change delivered to ~3,000 independent agent businesses and 450 employees across five product lines.
Context
An independent distribution network — agents running their own businesses — across personal and commercial auto and property, life, mutual funds and vehicle finance. Standards varied, and improvement depended on individuals rather than systems.
The stated objection
Intervention
Led operational change management for large-scale transformation: IT infrastructure refreshes, CRM upgrades and operational reorganisations, with the network integrating the changes without disruption.
How it was proven
Quantified operational and financial impact analyses for every initiative, and built the continuous-improvement framework that let operational and distribution teams in three provinces collect and prioritise their own opportunities.
Outcome
- The high-touch prioritisation process was replaced, saving two full-time analyst roles per year.
- Analysis and prioritisation capacity scaled by several multiples.
- Change landed across five product lines without the network stalling.
Why it matters
The framework was not a project. It was a standing capability, installed so the teams could keep improving after the engagement ended.
~3,000 retail agents are independent businesses, counted separately from employees.
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