Originally published in Insurance Business Magazine.

A hybrid governance model helps drive adoption and standardize processes.

Jencap’s transformation agenda centers on a clear but complex objective: becoming a digitally enabled broker at scale. For chief digital officer Bijesh Jacob (pictured), that means going beyond incremental digitization toward aligning applications, data, and workflows across a business shaped by acquisition. The effort reflects a broader industry shift, where brokers seek to unify fragmented systems while equipping producers and underwriters with more effective tools.

At its core, the program focuses on enabling decision-making rather than digitizing transactions. Jacob said the goal is to “have all the right digital tools and data to help enable the business,” rather than simply moving submissions electronically. That distinction shapes both the technology roadmap and the operating model, particularly as Jencap works to standardize processes across multiple acquired entities.

Governance model balances top-down direction with business input

The transformation originates from senior leadership, including the CEO and executive team, but quickly evolves into a more distributed model. Early attempts to impose direction centrally proved ineffective, reinforcing the need for broader engagement. “We realized that having a structure of just going and telling people, ‘This is what you are going to do,’ does not work,” Jacob said.

In response, Jencap establishes a BizOps function to act as the operational owner of the transformation program. This group brings together leaders from across front- and back-office functions, including operations, accounting, and compliance. The structure allows business stakeholders to shape priorities and act as decision-makers, rather than passive recipients of change.

Alongside this, a steering committee maintains executive oversight across the program. IT operates as an enabling partner, delivering direction set by both groups. “I think of IT as a partner to enable everything that we get direction on,” Jacob said.

This dual structure creates a balance between strategic alignment and operational relevance. BizOps engages directly with subject matter experts across the organization, ensuring that solutions reflect real workflows rather than theoretical designs. At the same time, the steering committee provides consistency and accountability at the enterprise level.

The approach also supports standardization without ignoring local variation. Rather than tailoring systems for each office, Jencap deploys a common platform with limited flexibility to accommodate business differences. That trade-off reflects a deliberate choice to prioritize scalability and consistency over customization.

Change management remains the defining challenge

Despite structural improvements, adoption emerges as the most persistent challenge. Jacob describes change management as “amazingly difficult,” highlighting the human dimension of transformation. Even with internal leadership involvement, resistance and uneven engagement remain part of the process.

Embedding business leaders within the BizOps team helps mitigate some of that friction. Because these individuals understand existing workflows, they are better positioned to communicate the rationale for change and address concerns. “Not having outside process engineers come and dictate to Jencap helped with that process,” Jacob said.

The company adopts an iterative feedback model, continuously refining the platform based on user input. This lifecycle approach allows Jencap to adjust for early issues while improving the experience for future users. It also creates a mechanism to support those already using the system, reducing frustration and building incremental trust.

Training and support play a complementary role. Jacob acknowledges that adoption varies widely across users, with some embracing the platform and others remaining skeptical. The focus, he said, is on shifting that balance over time. “Having more people like it and fewer people hate it has been our biggest goal,” he said.

From a technology standpoint, the transformation is complicated by a limited vendor landscape. End-to-end platforms in the broker market remain relatively scarce, increasing dependency on selected partners. Jencap’s experience reflects both the risks and benefits of that dynamic.

Vendor alignment and program maturity shape outcomes

The implementation involves a core platform vendor that becomes closely integrated into the program’s governance. A joint steering committee aligns both organizations around shared objectives, reducing the fragmentation that often characterizes large-scale technology projects.

Early stages are marked by expected challenges, particularly in the first six to eight months. “We have had some issues… no surprise,” Jacob said. However, collaboration at the leadership level helps address these issues as they arise, reinforcing a single set of priorities.

Over time, both the internal team and the vendor mature in their approach. Lessons from early setbacks inform adjustments to processes, delivery methods, and communication. This evolution extends beyond the technology itself, shaping how the broader program operates.

Jacob notes that perspectives on the initiative differ significantly earlier in its lifecycle. The ability to learn and adapt becomes a critical success factor, particularly in a multi-year transformation. “It has been about maturing and learning from the issues, and then transforming even within the project team,” he said.

After three years, the program approaches completion, with final phases focused on consolidation and refinement. While challenges remain, particularly around sustained adoption, the combination of governance alignment, iterative delivery, and vendor collaboration positions Jencap to achieve its original objective.

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