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Strategic rollouts start with stakeholder alignment

Launching a portfolio insurance program is not just about consolidating coverage or achieving better pricing.
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By Heather Partridge , 

SVP and Portfolio Manager, Marsh PEMA

11/18/2025 · 2 minute read

Launching a portfolio insurance program 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 program begins well before the first policy is placed. These programs 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 program depends on the involvement of multiple stakeholders. Sponsors must engage deal teams, operating partners, legal advisors, 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 build a program that addresses key concerns. Without internal consensus, external rollout becomes more difficult.  

Portfolio company engagement is critical

Once the program is conceptualized, clear communication with portfolio company leaders is essential to allow questions and hear concerns. Aim to avoid announcing a program 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 program 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 program structures and allow for smoother implementation. 
  • Clear communication: Build program materials that translate potential program 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 program 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 program structure and depends significantly on the strategy and support behind it. 

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