Resolution Re had a clear goal: grow their book of business without growing the team to match. In Bermuda’s tight talent market, hiring wasn’t just expensive - it was a constraint on how fast they could move. And the conventional model of adding headcount with each new book would eventually make the economics unsustainable.
When we first engaged with Resolution Re, they were managing a single book with a team of approximately 50 people. Their systems worked, but they were built for that scale. Actuarial, finance, investments, and risk operated with separate tools and separate data standards. Each function maintained its own spreadsheets, its own reconciliation processes, its own version of the truth.
The challenge was whether their operations could scale at the same pace as the business.
What we did
We started by mapping Resolution Re’s target operating model and the core data flows that would need to scale. Rather than automating individual tasks in isolation, we designed a connected data ecosystem - one architecture where every function draws from the same structured, validated data.
We focused on three things. First, a central data ecosystem that broke down the silos between functions. Instead of separate systems for actuarial, finance, investments, and risk, we created standardised interfaces between them. Their data lake now stores over 2.2 million data points, creating a genuine single source of truth.
Second, we automated the processes that consumed the most senior time. Settlement statement processing, which once took days of manual effort across multiple teams, now completes in minutes. Across the business, 80% of core processes are now automated - reducing key person risk while enabling scale without workforce growth.
Third, we designed everything as reusable components rather than one-off solutions. Dashboards, integration patterns, and control frameworks are built for extensibility. When Resolution Re onboards a new book, they’re reconfiguring existing components, not rebuilding from scratch.
Why it matters
Resolution Re proved that growing without hiring proportionally is achievable. With tightening margins and scarce talent in Bermuda, the conventional model - win a book, add headcount, repeat - has a ceiling. The right operational foundations remove it.