– Arjun, what’s your takeaway from Charles Taylor’s presence at ITC Vegas 2024?

The outcome has been very positive. We had numerous conversations with both potential and existing clients. We took the stage with two key clients, Grupo Peña Verde and Seguros Falabella, to talk about their experiences with our implementations and how we’ve helped them. That sparked other people in the audience to approach us separately, interested in our value proposition. And of course, it’s always good to see what’s happening in the industry, what others are doing, and the latest trends. It’s an evolving space, and everyone is talking about AI, its uses, and applications.

– What are the company’s first steps in the U.S.?

In the U.S., we already have an interesting client portfolio, but we want to significantly increase our participation. Our main push in this market is to focus on digital modernization, helping medium and large insurance companies become much more agile and digitally innovative without having to change their core policy administration systems. That’s our main drive—modernization with innovation for the U.S. market as a new offering, which we’re increasingly focusing our marketing efforts on.

– Can you explain Charles Taylor’s value proposition, focusing on modernization with innovation instead of core system changes? These are quite different models, right?

Correct. These are execution models. From the client’s perspective, we just want to ensure they can sell more policies profitably. That’s all. At the end of the day, it’s about ensuring our clients can increase their market penetration. Our core idea is how to increase revenue, work better with channels, and boost direct sales, ensuring greater self-service and making products less complicated while reducing costs by placing technology in the right spot.

– Lastly, Arjun, what’s in store for the future of Charles Taylor?

 We currently process over 13 billion USD in transactions on our platform. In the short term, I think that figure will grow as modernization becomes a driver. In the panel, I referred to Shell as an example, company that currently generates most of its revenue from hydrocarbons but will derive future income from renewable energy. Similarly, our main revenue now comes from transformation, but we can already see the shift towards modernization, which is potentially a better, more efficient way of doing things. It’s not that we’re unhappy with today’s “hydrocarbons”—they feed our people and pay salaries —but we see that long-term shift clearly. It’s a change that’s happening, and we’re at the forefront of it because we invested early to create the market instead of responding to it. We’re helping more insurance companies connect with each other. As more clients join our platform, we can facilitate and enhance collaboration and connections among all of them. First, it’s about gaining individual clients, and later, it’s about improving the client landscape— and that’s the path we’re on right now.