Insurtech Distribution Slides: Real Examples

What the deck claims: "CLARK is offering a digital one-stop shop brokerage service". A diagram: the consumer manages existing or buys new policies through Clark; the consumer pays the premium to the carrier; Clark receives a one-off sales fee and/or a recurring management fee ("42% of revenue corresponds to recurring fees"). Carrier logos (Allianz, R+V, ERGO, AXA) and "Pool of 160+ carriers". "What we are": a tech-led service provider, a broker acting as adviser, a marketplace of 160+ carriers. "What we are not": a balance sheet heavy carrier holding underwriting risk, an agent tied to one carrier, a distribution channel for carriers or other brokers.

Presentation choice: The money flow and the "what we are not" column answer the two questions investors ask about a broker: does it carry risk, and is it independent of any one carrier? The recurring-fee share gives a sense of revenue quality.

When it does not fit: The slide explains the model but not what it costs to win a customer. Add acquisition cost or payback next to the diagram.

What the deck claims: "Where incumbents have shrunk, Branch is built to grow": a two-column table. Incumbent problem: "Inefficient customer acquisition model creates a vicious cycle of escalating costs → churn → escalating costs"; bundling "saves customers 16% per year on average but carries enormous friction". Branch solution: "Instant purchase through API is differentiated in all insurance distribution moments, providing an advantaged CAC"; "Frictionless bundling, with name + address"; a reciprocal exchange structure for "consistent, subscription fee income".

Presentation choice: Each incumbent problem is paired with a specific distribution answer, so investors see why Branch's channel should cost less. The earlier summary slide (slide 2) names "unique distribution" and "a low CAC" as core to the company.

When it does not fit: "Advantaged CAC" is asserted, not shown. Give the figure or the ratio to incumbents, and name one API partner.

What the deck claims: "Why penetration is low — Cost, distribution, and trust are hampering market penetration." "A national survey asked: Would you be willing to buy insurance on top of your public coverage?" 58% said yes. Follow-up "Why don't you have insurance?": 40% too expensive; 20% don't know how or how to acquire them; 9% haven't been offered one; 4% don't trust insurance companies. Source: Encuesta Nacional de Inclusión Financiera 2015, INEGI.

Presentation choice: It separates demand from access with a cited national survey: 58% want cover, while 20% don't know how to get it and 9% were never offered it. That makes the case that distribution is the opportunity.

When it does not fit: The survey is from 2015, so check whether it is still the latest; and the slide stops at the problem. Follow it immediately with how Sofía reaches these people.

What the deck claims: "Seyna has built a [redacted] insurance platform". Three points: "Brokers & retailers acquire customers. They build their distribution on top of Seyna's risk carrier capacity and software." "Seyna provides SaaS for brokers & retailers, like Shopify does for e-commerce. Tools to manage policies & claims and to run their business." "Seyna provides white label products for brokers & retailers."

Presentation choice: It is clear that Seyna does not sell to consumers: brokers and retailers do, on its capacity and software. The Shopify comparison makes the model easy to grasp.

When it does not fit: No partner is named and there is no count of partners or premium written through them; part of the slide is redacted in the stored copy. Add at least the number of distribution partners.

What the deck claims: "Distribution": "Bundled in with 3rd party high deductible catastrophic insurance plan"; "Results in more affordable ACA compliant health insurance"; "Partnership with largest insurance broker in Philadelphia in trial"; "Future: Self-insured employers, on-demand workers, HR/Payroll platforms".

Presentation choice: It separates what is happening now (bundling, a broker partnership in trial) from future channels, which is honest about the stage.

When it does not fit: Name the broker if you can, and say what the trial is measuring. Without volume, investors can't tell whether the channel works.

What the deck claims: "Wrisk is Embedded Insurance — Providing coverage or protections within or alongside the purchase of a product, service, or platform." Three columns: delight customers (world class UX, frictionless disclosure, next-gen customer care); maximise value (increase conversion, increase share of wallet, grow LTV); future proofing (real time data, novel rating approaches, seamless integration). "Creating technology to help the world's largest brands protect the things their customers care about the most."

Presentation choice: It defines embedded insurance in one line and frames the benefits from the partner brand's side (conversion, share of wallet), which is who Wrisk sells to.

When it does not fit: "The world's largest brands" are not named, and the benefits have no numbers. Name one live brand partner and the conversion or attach rate at checkout.

What the deck claims: "Frictionless insurance delivery": three columns. Underwriting (bespoke SME products; "As an MGA we share in underwriting profits without assuming risks"). Technology (modular, API-based infrastructure that "integrates seamlessly with partners"). Distribution: "We're delivering a unified experience through a diversified distribution mix. We're reaching fast growing SME markets regardless of place, time or channel."

Presentation choice: The underwriting column explains the MGA model clearly: profit share without carrying risk.

When it does not fit: The distribution column says nothing specific. Name the channels (direct, partners, brokers), the split between them and one partner.