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Turning pushback into buy-in for portfolio insurance programs

When rolling out a portfolio insurance program, occasional resistance from portfolio companies is not unusual.
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By Harsh S Dutia , 

Portfolio Manager, Marsh Privaty Equity M&A (PEMA)

10/21/2025 · 2 minute read

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

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

Overcoming skepticism through an information strategy

The key to addressing concerns is to demonstrate to portfolio companies how a well-structured portfolio program can align with their priorities by reducing costs, improving coverage, 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 program 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.
  • Improved overage benefits: Centralized negotiations can unlock broader terms and fewer exclusions.
  • Reduced administrative work: Coordinated renewals and centralized 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 program, helping to create a more streamlined service.

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

It is also important to emphasize that participation in a portfolio insurance program is voluntary, and the decision-making process is collaborative. Portfolio companies are encouraged to evaluate the program 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 program does not depend on mandates. Instead, it hinges on education, dialogue, and a focus on demonstrating value.

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