The AA Transformation Programme was tasked with onboarding a new in-house insurer to the panel of broker insurers. This initiative was critical for enabling Insurer Hosted Pricing (IHP) through an Enterprise Service Bus (ESB) capability. Additionally, the program aimed to empower the business with a self-service Radar Live system, which would allow for more agile and efficient management of changes and pricing models.

I was responsible for overseeing the integration of the new in-house insurer while introducing the ESB capability, which was vital for the strategic implementation of IHP. My objectives included ensuring the delivery was on time, within budget, and aligned with the strategic goals of the AA Transformation Programme. I also needed to enable the business to manage changes independently through the Radar Live system, while maintaining high-quality standards and minimizing risks.

To control costs and ensure timely delivery without compromising quality, I established a robust project governance framework that included regular financial tracking and reporting mechanisms. I enhanced transparency of costs and effort by implementing a clear and detailed cost estimation and tracking process, which was communicated regularly to stakeholders.

To ensure we had the right capabilities and capacity to deliver, I conducted a thorough skills assessment within the team and supplemented gaps by bringing in subject matter experts and specialized contractors as needed. This also reduced the time to acquire the necessary skills and capabilities, leading to fewer project delays.

I increased business confidence by maintaining regular communication with stakeholders, providing them with detailed updates on progress, risks, and mitigations. I also implemented a proactive risk management process, which included early identification and resolution of potential issues, reducing the likelihood of risks being identified late.

To reduce the number of problem projects, I ensured that all project requirements were clearly defined, and that operational readiness was established early on. This included aligning technical and business teams on expectations and deliverables.

The project was delivered on time and within budget, with a higher proportion of components fit for purpose. The successful implementation of the ESB capability and Radar Live system enhanced the efficiency and effectiveness of the delivery process, leading to increased business confidence and credibility.

There was a noticeable improvement in project estimation and delivery capability, as well as greater acceptance of change across the organization, resulting in quicker implementation of new changes. The IT change strategy was validated through this project, which relieved pains such as poor project estimation processes, insufficient data reporting tools, and lack of clarity on operational readiness requirements. This project also improved customer and colleague service and satisfaction, aligning with the strategic objectives of the AA Transformation Programme.

Task Elements

1. Integrate New In-House Insurer: Manage the technical and operational integration of the new insurer onto the broker panel.
2. Implement Enterprise Service Bus (ESB): Oversee the implementation of the ESB to support strategic IHP and enhance system interoperability.
3. Enable Self-Service Capabilities: Introduce and operationalize the Radar Live system for self-service management by the business.
4. Control Costs and Delivery: Establish financial governance frameworks to track and control project costs while maintaining quality.
5. Increase Transparency: Implement detailed cost estimation and tracking processes with regular stakeholder communication.
6. Ensure Right Capabilities: Conduct skills assessments and bring in necessary expertise to fill gaps, reducing delays and ensuring quality.
7. Increase Business Confidence: Maintain regular and transparent communication with stakeholders to build trust and confidence.
8. Proactive Risk Management: Identify and mitigate risks early to prevent late-stage issues and reduce problem projects.
9. Improve Operational Readiness: Align technical and business teams early on to ensure clarity and readiness for project delivery.

• stakeholder management
• solution architecture
• solution design
• Delivery management
• agile delivery
• Team Leadership
• People Management
• IT Strategic Planning
• process improvement
• Product Development

• Process Effectiveness & Automation

• Insurance