Turning pushback into buy-in for portfolio insurance programmes

When rolling out a portfolio insurance programme, occasional resistance from portfolio companies is not unusual. Some leaders worry about losing control over insurance decisions, while others assume the programme adds complexity rather than simplifying insurance-related processes.

In most cases, however, that pushback stems from unfamiliarity with the structure and benefits of coordinated programmes. Clear communication and demonstrated results can help the most sceptical companies become strong advocates.

Overcoming scepticism through an information strategy

The key to addressing concerns is to demonstrate to portfolio companies how a well-structured portfolio programme can align with their priorities by reducing costs, improving cover, and easing administrative burdens, all while allowing them to maintain their autonomy.

Effectively addressing resistance starts through openly acknowledging concerns. This is followed by demonstrating how the programme is not designed to take control, but rather intended to add value through multiple benefits, including:

Lower premiums: Aggregated purchasing power often leads to significant savings.
Cover benefits: Centralised negotiations can unlock broader terms and fewer exclusions.
Reduced administrative work: Coordinated renewals and centralised support help lighten the load on internal teams.
Dedicated resources: A portfolio manager or dedicated broker team typically supports the implementation and service of a portfolio programme, helping to create a more streamlined service.

Sharing real examples with portfolio companies’ leaders can be especially useful in illustrating the programme’s benefits. Case studies of similar companies that joined the programme and achieved measurable improvements in cost, cover, and service can demonstrate the tangible results these programmes can deliver.

It is also important to emphasise that participation in a portfolio insurance programme is voluntary, and the decision-making process is collaborative. Portfolio companies are encouraged to evaluate the programme on its merits and make the choice that best suits their needs. This approach helps to build trust and reinforces respect for their independence. Ultimately, most companies shift their perspective once they see the data and experience the support provided by the portfolio manager or broker team.

The successful rollout of a portfolio programme does not depend on mandates. Instead, it hinges on education, dialogue, and a focus on demonstrating value.

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Article

Turning pushback into buy-in for portfolio insurance programmes

Overcoming scepticism through an information strategy

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Turning pushback into buy-in for portfolio insurance programmes

Overcoming scepticism through an information strategy

Portfolio Management

Related insights

Unlocking the strategic power of a portfolio insurance programme

The 2025 Transactional risk global tax bulletin

How to cut portfolio programme costs while securing desirable coverage

Six risky missteps that highlight the need for quality M&A due diligence