Carrier efficiency & ROI model

The Underwriting Ledger

Answer what you honestly know — skip anything you don't. Every field on the left updates the ledger on the right in real time, ending in an annual GWP and cost-savings estimate you can defend in the room.

Reset to defaults

£ (GBP)€ (EUR)$ (USD)

Efficiency & time wasted

Average time to key one new business submission into your PAS

minutes

Of underwriters' total time on a submission, what share is data entry & triage (vs. actual underwriting judgement)?

40%

This is used to back-calculate total handling time per submission.

Submissions processed per year (this book)

Underwriters / processors handling it

Do underwriters re-key the same data into more than one system (rating sheet, bordereaux tool, etc.)? Add the extra minutes per pass.

extra minutes / submission

If you gave underwriters that time back, would it be honestly redeployed to underwriting — or partly absorbed elsewhere?

Fully redeployed

Mostly redeployed

Mostly absorbed

This realism factor discounts every downstream capacity and GWP figure below.

Days wasted & cost

Fair salary band for the underwriters doing this work — fully loaded with NI & pension

£ / year, fully loaded

Working hours per FTE per year (default assumes ~235 working days, 8hr day, minus leave)

hours / year

Is a similar manual process happening elsewhere in the wider division we should factor in?

% uplift to scale

0 = this book only. If this book is roughly a third of the division's exposure to the same problem, enter 200%.

Turnaround & competitive dynamics

Current average turnaround: submission received → quote issued

days

Internal target turnaround, and how often you honestly hit it

% of the time

On a typical submission, how many other markets is the broker quoting at the same time?

markets

Of the business you lose, what proportion is lost purely because someone else quoted first?

30%

Submissions you don't even get to quote on, simply because you run out of capacity

submissions / year

GWP uplift

Average premium per bound policy

Current quote-to-bind hit rate

28%

Total annual GWP for the book in scope (for context only — not required for the calculation)

£ / year

Model a hit-rate uplift from faster turnaround, or hold conversion flat and model capacity gain only?

Hold flat — capacity only

Model hit-rate uplift too

If turnaround improved to same-day, realistic hit-rate uplift — your honest number, not best case

+6 pts

Thank you! Your submission has been received!

Oops! Something went wrong while submitting the form.

Total annual impact

£0

Cost savings + incremental GWP, combined.

Conservative case — redeployment & realism factors applied

Live tally

Annual impact estimate

Total admin minutes / submission (key + re-key)

—

Back-calculated total handling time / submission

—

Hours lost / year to keying & triage

—

after redeployment realism factor

—

Days wasted / year (this book)

—

including wider division uplift

—

Cost of wasted underwriter time / year

—

Equivalent FTEs freed

—

Extra submission capacity created / year

—

of which: previously-unquoted business now reachable

—

Additional bound policies from capacity gain

—

Additional bound policies from hit-rate uplift on existing volume

—

GWP from capacity gain

—

GWP from hit-rate uplift

—

This is a directional model built from your own inputs, not an audited forecast. Every figure traces back to a question above — change any answer and the ledger updates instantly. Use it to frame the conversation, not to close it.

Get the latest from Making Risk Flow

The Underwriting Ledger

Annual impact estimate

Risk flow centre