Speaking & conversations

Sessions for people deciding how insurance work should change

Who authorised the letter your system prepared?

Thirty-minute address followed by a moderated twenty-minute discussion · Insurance executives, claims leaders and technology investment committees

I examine the point at which a drafting aid begins to influence an insurance judgement. The session starts with a plausible letter whose supporting reference is unsuitable, then follows the decisions required to make the tool useful within a limited authority. I use fictionalised examples from my record, including the closed-file test that led us to retain human release of correspondence. The discussion separates retrieval, wording, professional review and the communication actually sent to a policyholder. Participants consider what the reviewer must be able to see, change and escalate, and what evidence should reach the executive sponsor after a pilot. I also discuss the cost of keeping the review step and why a narrower first release can still justify investment. The talk is designed to support questions about operating accountability; it does not assess an audience member's claims or provide a legal interpretation of policy wording. I welcome a claims practitioner as the discussion chair so that the conversation remains grounded in the work.

Design for the policyholder who cannot finish the form

Forty-five-minute case workshop with a service-path mapping exercise · Insurance operations, customer service, product design and technology teams

I invite participants to examine a digital journey from the position of the person who cannot supply its next required item. A catastrophe intake example and an assisted renewal example show two different reasons the preferred route may be insufficient. The workshop asks which information is essential now, which can follow later and who may authorise a change in sequence. We then map the handover between an online request and a service colleague, keeping the unresolved question visible rather than starting the member's story again. The exercise includes staffing and cost, because an alternative route without available people may offer little practical help. I discuss how to report the entire invited population beside the online completion measure. Participants leave with questions for their own operating owners and a way to distinguish a service exception from an unapproved change in insurance authority. No live customer data is needed, and the workshop should use invented files rather than confidential policyholder material.

The missing steps between a faster task and a staffing saving

Thirty-five-minute keynote and fifteen minutes of audience questions · CIOs, finance partners, claims management and programme sponsors

I take a technology benefit calculation apart at the point where released minutes become an asserted reduction in required staff. Using a six-week study of sixty adjusters, I distinguish time removed from drafting, time added through checking and the operating decision about the remainder. The example keeps the observed cohort and its limitations visible. I explain why the claims leader assigned part of the benefit to customer follow-up while leaving another part unallocated, and why that was more informative than announcing a staff-equivalent total. The talk gives finance and technology colleagues a common set of questions about comparison design, case mix, scheduling and ownership of the changed work. It also examines how training and measurement costs belong in the investment account. I do not argue that automation cannot change staffing; I argue that the steps supporting such a decision should be explicit and evidenced. Audience discussion works best when an operations leader is present alongside the programme sponsor.

Supplier access is an account of work still entrusted

Twenty-five-minute board briefing with a thirty-minute facilitated scenario · Risk committees, insurance service leaders and third-party management teams

I explore the gap between a contract with a partner organisation and the access held by the individual people doing its work. Our review of 480 supplier user accounts provides the starting point: some accounts could be closed, some needed restriction and clarification, and others retained their reviewed scope. The session examines who can confirm a current assignment and why a corporate relationship contact may not know the detail of daily claims allocation. It considers the cost of a staged review, the risk of interrupting live work and the need for dated follow-up when authority remains uncertain. Directors are invited to distinguish a one-off clean-up from a continuing management responsibility. The material concerns governance of access and operating evidence; it contains no system configurations, security bypasses or confidential supplier details. I would adapt the scenario to the audience's responsibilities while keeping the example fictional and leaving legal conclusions about a particular arrangement to its advisers.

Short speaker biography

Marian Vosseler is the fictional CIO of Caldermere Mutual, a US property and casualty insurer. Her work connects technology with claims authority, assisted member service and observable changes in operating work. She speaks about the limits of automation and the decisions an insurer must still own when its tools become faster.

Standard speaker biography

Marian Vosseler is a fictional insurance technology executive based in the United States. As CIO of Caldermere Mutual, she leads 186 employees and reports to the chief executive of a policyholder-owned insurer serving eight Midwestern states. Her career began in systems analysis in 1990 and developed through policy platforms, claims technology and enterprise delivery. Her speaking topics examine accountable claim correspondence, service routes for members who cannot finish the preferred digital journey, and the evidence between a faster task and a capacity claim. She presents to the board risk committee without holding a director appointment and brings that distinction to discussions of technology governance.

Extended speaker biography

Marian Vosseler is the fictional chief information officer of Caldermere Mutual, a property and casualty insurer headquartered in Madison, Wisconsin. The mutual serves eight Midwestern states and had 680,000 policies in force at December 2025. Marian leads 186 employees through seven direct reports, with sixty contracted specialists counted separately, and reports to the chief executive.

She began as a systems analyst at Vellorin Assurance after completing an information systems degree in 1990. She joined Caldermere in 1998 and subsequently led policy platforms, claims technology and enterprise delivery before becoming CIO in October 2018. Her work concentrates on the relationship between technical capability and the decisions an insurer remains responsible for making.

Her public examples include a claims assistant restricted to supervised drafting, an assisted renewal route funded alongside a digital service, and a work study that distinguished released drafting minutes from new verification effort. She speaks to executives, operating leaders and boards about how to evaluate such changes without overstating their authority or benefits.

Marian presents to Caldermere's board risk committee but has not served as a director. She is interested in a carefully matched external contribution with clear conflicts assessment, employer consent and sufficient preparation time. Her demonstrations use fictional records and do not disclose policyholder or supplier information.

An invitation

Contact

I welcome a CIO mandate in a member-owned or privately held insurer where the board expects clear boundaries between technology and insurance judgement. I can explore one external board role, subject to employer consent and conflict assessment, with twenty days a year available. Speaking enquiries should concern the practice and limits of insurance automation.

Open to

Board appointments
Speaking invitations
Executive opportunities

Write to Marian

office@marianvosseler.example