Strategic rollouts start with stakeholder alignment

Launching a portfolio insurance programme is not just about consolidating coverage or achieving better pricing. Long-term success depends on building alignment and trust across every stakeholder group — from internal teams to portfolio company leaders.

The work to build an effective programme begins well before the first policy is placed. These programmes require a clear strategy that includes identifying key decision-makers, understanding their priorities, and creating a roadmap that fosters buy-in across the portfolio.

Internal alignment comes first

A successful portfolio insurance programme depends on the involvement of multiple stakeholders. Sponsors must engage deal teams, operating partners, legal advisers, chief financial officers and other critical stakeholders early in the process. Each group has distinct priorities — from costs to governance to reporting and beyond — and their feedback is integral to building a programme that addresses key concerns. Without internal consensus, external rollout becomes more difficult.

Portfolio company engagement is critical

Once the programme is conceptualised, clear communication with portfolio company leaders is essential to allow questions and hear concerns. Aim to avoid announcing a programme and then hoping companies opt in. Success often depends on treating portfolio company leaders as true partners. That starts with education that involves clearly outlining the benefits, addressing concerns directly, and providing transparency around how and why decisions are made. When companies understand how the programme supports their goals, they are more likely to participate willingly.

A strong rollout typically follows four steps:

Early engagement: Identify key internal and external decision-makers and include them in the design phase. Their input helps to build stronger programme structures and allows for smoother implementation.
Clear communication: Build programme materials that translate potential programme benefits into company-specific objectives, such as lower premiums, reduced administrative burden, broader coverage terms, or more consistent service. Keep the messaging clear and relevant.
Phased implementation: Consider doing the rollout in waves. This gives companies time to adapt, ask questions, and observe early successes.
Ongoing support: Assign a dedicated point of contact or portfolio manager who can help companies navigate the onboarding process and is able to answer specific questions. Continued support reinforces trust and simplifies adoption.

Launching a programme takes effort. But with the right strategy, potential roadblocks can become opportunities. By taking a thoughtful, inclusive approach, you can build trust, reduce friction, and set the stage for long-term adoption. Success is not driven solely by the programme structure and depends significantly on the strategy and support behind it.

Article

Strategic rollouts start with stakeholder alignment

Internal alignment comes first

Portfolio company engagement is critical

Related insights

M&A risk and resilience: Creating value in an age of uncertainty

Risk in Context Podcast: Maximising value in private equity exits

Unlocking the strategic power of a portfolio insurance programme

How to cut portfolio programme costs while securing desirable coverage

Marsh.com Sign in

Strategic rollouts start with stakeholder alignment

Internal alignment comes first

Portfolio company engagement is critical

Portfolio Management

Related insights

M&A risk and resilience: Creating value in an age of uncertainty

Risk in Context Podcast: Maximising value in private equity exits

Unlocking the strategic power of a portfolio insurance programme

How to cut portfolio programme costs while securing desirable coverage