AVP/VP PEX

JOB DESCRIPTION

Process Excellence Consultant

Function Performance Excellence (PEX) / Transformation
Level Senior Consultant / Principal
Experience 8+ years (Insurance experience preferred)
Location Hybrid – Gurugram, Noida
Reports To Head of Performance Excellence
Job Summary
We are looking for a strategic thinker and problem solver to join our Process Excellence team as a Senior
PEX Consultant. You will be working at the intersection of business operations, technology and transformation
— helping identify and implement solutions that reshape how P&C insurance functions work and deliver
value.
This is not a conventional process improvement role. You will be the person who decides which opportunities
are worth pursuing — pressure-testing ideas against commercial reality before technology teams invest a
single day of effort. You will help design the operating model of the future: how people, process, data and
technology fit together to improve combined ratio, reduce cycle times and create a better experience for
underwriters, claims handlers, brokers and customers alike.
Your strength in navigating both detailed processes and overarching strategic priorities will be a critical
differentiator. You will translate business pain into technology requirements, and technology possibilities into
business cases that hold up to scrutiny.
If you have deep experience in insurance, strong analytical and stakeholder skills, and a track record of
driving transformation — this role will give you the scope to do the best work of your career.

Key Responsibilities
1. Operating Model Design & Future-State Architecture
• Own the design of target operating models (TOMs) for P&C functions — Underwriting, Claims, Policy
Servicing and Distribution.
• Define how people, process, data and technology fit together in a future-state model that is AI-ready
and continuously improving.
• Translate the carrier’s strategic ambitions into a sequenced, fundable transformation roadmap with
clear value milestones.
• Act as the primary decision-maker on which process improvement or technology opportunities move
forward — and which do not.

2. Technology-Business Translation & Investment Prioritisation
• Bridge the gap between technology teams and business stakeholders: translate business pain points
into technology requirements and technology possibilities into business cases.
• Evaluate and prioritise the technology portfolio (automation, AI, digital platforms) against commercial
P&C-specific ROI criteria including loss ratio impact, expense ratio reduction and NPS uplift.
• Define investment thresholds, success metrics and value realisation checkpoints before committing
technology resources.
• Challenge and stress-test business cases from both the process and technology lens to prevent
misaligned spend.

3. P&C Process Excellence
• Process optimization and re-engineering skills – awareness applying Lean, Six Sigma and hypothesis-
driven problem-solving.
• Apply deep domain expertise across the full P&C value chain:
◦ Claims: leakage management, reserving accuracy, STP rates, litigation triage
◦ Underwriting: exposure data quality, submission flow, loss run analysis, appetite alignment
◦ Policy Servicing: endorsement turnaround, rework drivers, handoff points, straight-through processing
◦ Distribution: broker experience, quote-to-bind ratios, pipeline management
• Lead detailed diagnostic engagements to identify root causes of performance gaps
• Design and implement scalable solutions that survive the transition from pilot to enterprise-wide
adoption.

4. Business Outcomes & Strategic Impact
• Translate operational improvements into executive-level financial and strategic impact leveraging
domain knowledge: combined ratio, loss ratio, expense ratio, cycle time and customer retention.
• Build and govern value-realisation frameworks that track whether transformation initiatives are
delivering promised ROI — and course-correct when they are not.
• Define and track the right KPIs, SLAs and productivity metrics across underwriting, claims and
operations.
• Own executive narratives and board-level reporting for transformation programmes.

5. Stakeholder Leadership & Governance
• Act as a trusted strategic advisor to C-suite, business unit heads and technology leaders across the
carrier organisation.
• Run governance cadences with clear ownership, action tracking and accountability — ensuring
transformation does not stall in committee.
• Facilitate alignment between technology and business teams, resolving prioritisation conflicts with data
and structured reasoning.
• Represent transformation roadmap to external partners, brokers where required.

6. Continuous Improvement & Capability Building
• Institutionalise a CI culture (Lean, Kaizen, process excellence) across P&C operating functions.
• Coach and upskill business and technology teams on the ‘translator’ mindset — ensuring neither side
stays in its own lane.
• Identify and scale automation, AI-assisted underwriting, intelligent claims processing and digital
distribution capabilities.
• Build internal capability so that transformation is self-sustaining, not consultant dependent.

The New Differentiation Model
Success in this role requires mastery across three dimensions simultaneously:

DEPTH
Insurance Domain

BREADTH
Technology & Process

JUDGMENT
ROI & Value Translation

• Claims leakage & STP
• Underwriting workflow
• Policy & endorsements
• Pricing & reserving logic

• Automation & AI use
cases
• Data & analytics platforms
• Lean / Six Sigma toolbox
• Digital distribution tech

• Business case rigour
• Prioritisation frameworks
• Value realisation tracking
• Executive communication

Experience & Qualifications
Essential
• 8+ years in consulting, transformation or performance excellence roles.
• Preferred: Minimum 5 years of hands-on experience in P&C Insurance — either within a carrier,
Lloyd’s/London Market, or a specialist insurance consultancy.
• Demonstrable expertise across at least two of: Claims Operations, Commercial Underwriting, Policy
Servicing, or Distribution.
• Proven track record of designing target operating models and leading end-to-end transformation
programmes to measurable outcomes.
• Experience owning the technology prioritisation and ROI decision-making process, not just participating
in it.
• Comfortable presenting to and influencing C-suite and Board-level stakeholders.

Strongly Preferred
• Experience working at the intersection of technology and business in an insurance context (digital
transformation, Insurtech, AI/ML implementation, core systems replacement).
• Lean / Six Sigma Green or Black Belt, or equivalent structured problem-solving certification.
• Exposure to intelligent automation (RPA, IDP, AI-assisted underwriting or claims) and ability to separate
genuine value from vendor hype.
• Background in management consulting (MBB, Big 4, or specialist insurance advisory).

Tools & Analytical
• Strong grip on Excel, Power BI, Tableau or equivalent for performance dashboarding.
• Process mapping tools (Visio, Miro, Lucidchart or similar).
• Familiarity with P&C core systems (Guidewire, Duck Creek, Majesco or equivalent) is a meaningful
advantage.

What Success Looks Like
• Every opportunity has a clearly defined value proposition before prioritisation and technology
investment
• Technology teams have a clear, well-reasoned brief and scope before they start.
• Every major initiative has a business case with a named owner and a realistic value target and success
metrics.
• Improvement in agreed success metrics as per planned milestones and timelines
• Visibility of different projects, risks and opportunities and decisions required from leadership

Why This Role Is Different
Most transformation roles sit on one side of the fence. You either own process improvement or you sit in a
technology team. This role sits in the middle, on purpose.
You will have a seat at the table when investment decisions are made — not after them. You will be expected
to push back on poor business cases, redirect work that is heading in the wrong direction, and call out when a
technology solution is being pursued ahead of understanding the problem.
That takes a specific kind of experience. You need to have worked in Commercial P&C long enough to know
how underwriting desks actually operate, why claims leakage happens, and what ‘process improvement’
looks like when it works versus when it just produces a good-looking presentation. And you need to be
credible enough with technology teams that they treat your input as useful, not obstructive.
If that description fits how you already work, this role will feel like a natural step up. If it does not quite fit yet, it
is probably not the right moment.