Your Coverage
Has Gaps.
We Find Them
Before Claims Do.

A legacy general liability policy, untouched for eleven years.

A $180M annual-revenue precision parts manufacturer carried the same GL policy their broker placed in 2013. Product recall coverage had a $250K sublimit — written when their largest client was a regional distributor. By 2024, a single automotive OEM represented 60% of revenue. One recall event would have exceeded that sublimit in the first 48 hours.

Restructured recall coverage with tiered limits tied to revenue concentration.

We mapped every client relationship against the existing policy structure, identified the concentration risk, and negotiated a product recall endorsement with $5M primary limits and a revenue-indexed review clause. The carrier accepted a 12% premium increase — versus the 340% increase the manufacturer assumed such coverage would require.

Four acquired entities, four separate brokers, zero coordination.

A private equity firm closed a bolt-on acquisition, bringing their portfolio to four operating companies across two states. Each entity had its own broker, its own carrier relationships, and its own renewal cycle. Workers' comp experience modifiers were calculated in isolation — none of the entities shared safety program data, despite identical risk profiles.

Unified the portfolio under a single master program with consolidated experience rating.

We conducted a 60-day coverage audit across all four entities, identified $1.4M in duplicate coverage, and structured a unified workers' comp program with a single experience modifier calculated on combined payroll. Safety program documentation was standardized and submitted to the carrier, triggering a retrospective credit in year one.

A third-generation business with first-generation risk awareness.

A regional HVAC distributor — $65M revenue, 140 employees — had been with the same broker for 22 years. The relationship was cordial. The coverage was not. Directors & Officers liability was absent entirely. Cyber coverage had a $100K limit against a technology infrastructure that processed $40M in annual credit card transactions. Key man life insurance was structured as a personal policy, not a buy-sell trigger.

Built a succession-ready coverage architecture from the balance sheet up.

We restructured the entire program: added D&O with $3M limits appropriate to a company of this size, replaced the cyber policy with a $2M technology E&O and cyber combined form, and restructured key man coverage as a properly documented buy-sell agreement trigger. Total premium increased by $42K annually — against $12M+ in newly protected exposure.