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John Ballinger is a co-founder of Ballinger and Associates, an enterprise risk management firm, and 10XB Captives, a captive management company. He has over 25 years of experience in the insurance industry, conducted over 1,000 risk assessments, and managed over 5,000 claims. He has started six captives across the logistics, DoD, and heavy-civil construction space.…
Mitchell L. Lathrop has been handling insurance and reinsurance cases for over 50 years. He is a former trial lawyer licensed in California, New York and the District of Columbia. After over 40 years in trial courts throughout the United States, he today restricts his practice to arbitration, mediation, and expert consulting and testimony in…
Over the past 2 decades, Carey has worked with hundreds of independent insurance agencies helping them understand their agency’s value and turn that knowledge into an actionable plan for their future. She is a Certified Exit Planning Advisor, CEPA, and provides a variety of business consulting services including valuation, perpetuation planning services, acquisition support, financial…
Bob began his career as a casualty underwriter for Pacific Indemnity Company (Chubb) and later for US Fire and Fireman’s Fund. Bob also served as chief executive officer of the well-known Anderson & Anderson Insurance Brokers. Over nearly 30 years, he built Anderson & Anderson from a four-person company into the fifth-largest brokerage firm in…
I earned my Bachelors degree in Risk Management/Insurance from Florida State University in 1989, and my CPCU designation in 1992, eventually adding an MBA in 2022. Most of my career has been in the retail P&C arena, spanning 30 years, and I run a small retail agency with 14 employees. Our client base is broad,…
In the past two decades, nearly 200 rural hospitals across the United States shuttered their doors, leaving millions of residents without local access to essential healthcare services. Hospital closures not only impact injured workers, but they also place additional pressure on rural industries. Farms, ranches, factories and energy producers rely on a healthy and stable workforce to attract talent and maintain productivity.
The physical and/or emotional injury in a workplace injury or illness is just the start of any workers’ compensation claim. Managing injury claims is a complex process. Carriers are continuously improving their injury management processes. If adjusters fail to consider Social Determinants of Health (SDOH), they often inadvertently delay the claim process. This may mean failing to close claims where comorbidities or other issues, such as transportation problems or lack of access to nutritious food, delay healing.
According to the Centers for Medicare and Medicaid Services (CMS), “It is estimated that 50% of all health outcomes can be attributed to SDOH, while clinical care impacts only 20% of county-level variation in health outcomes.”
My passion for insurance has thrived for over 20 years. From humble beginnings as an auto-field adjuster to eventually serving as a Director of Corporate Risk for a private equity group. I’ve been involved in overseeing the challenges of insurance coverage across renewable energy, construction, aviation, information-technology, agriculture, beverage manufacturing, senior living, real estate, education,…
The insurance industry has always been cyclical, going through periods of “soft” and “hard” market conditions that can last several years. Today’s agents have been thrust into what the insurance industry has historically called a “hard market.” However, this market cycle seems a bit different than those in the past and perhaps may not soften as quickly as we’ve seen in some cycles.
“By investigating a case aggressively at the outset, it was often possible to have a developed factual matter for analysis within 90 days, maybe as long as 6 months, depending on the cooperation of any third‑party claimant and other sources of information. By having that development, one could set accurate reserves earlier. The insurer would know where it stood, and actuaries could also have access to that data and reassess a particular book of business or a particular program to see how profitable it may be over time and make adjustments, rather than canceling a program as unprofitable, should development and accurate reserve setting take longer, such as years versus months.
Another important function was the interaction between claims handlers and underwriters. The two go hand in hand. Underwriters have a certain view of the world and ways they want to approach coverage, but it’s the claims people who must handle the result and keep up to date with the latest case law affecting liability and/or coverage. Such teamwork results in tighter and more successful programs including decisions as to whether or not policy language needs to be changed or the need to add additional exclusions based on developing appellate decisions that might create new perils. That level of communication was important, especially for innovative insurance companies. Where the intent is to cover something as communicated to the applicant, the claim department might not be aware of it, resulting in a claim denial.”
