The actuarial team at a Bermuda-based reinsurer was among the most experienced on the island. They understood their portfolios deeply, had sophisticated modelling capabilities, and could price complex risks with precision.
The problem was how little time they actually spent doing any of that.
Their actuaries were spending roughly half their time wrangling data - pulling it from one system, reformatting it for another, reconciling across spreadsheets - instead of doing the analytical work they were hired for. The CEO knew it wasn’t sustainable. In Bermuda’s tight talent market, actuaries are expensive and hard to hire. Watching them spend their days on work that should be automated wasn’t just frustrating - it was a waste of the firm’s scarcest resource.
What we did
We mapped the data flows in and out of the actuarial function - every source, every destination, every manual touchpoint. Then we designed structured interfaces between the systems that eliminated the need for human translation.
Data from cashflow tools, asset management systems, and cedent feeds now flows automatically into the formats the actuarial team needs. Validation happens at ingestion, not after the actuary has already spent an hour working with potentially incorrect numbers. Outputs from actuarial models flow downstream to finance and risk without manual reformatting.
We didn’t replace any of the team’s specialist tools. We connected them. The actuaries still use the software they know and trust - they just no longer spend their days feeding it manually.
Why it matters
Bermuda faces acute shortages in actuarial talent. When growth depends on hiring actuaries, the talent crunch becomes a direct ceiling on expansion. But when your existing actuaries are spending half their time on work that doesn’t need their expertise, the first step isn’t hiring more - it’s freeing the ones you have. The same team, doing higher-value work, creates more capacity than a new hire doing the same manual processes.