Financial Services | Insurance
From Search-Led Acquisition to AI-Enabled Growth Decisioning
CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer.
Case study
Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods
A scalable growth operating system: clear capability ownership, clear market ownership, and one way to prioritize work.
- Client
- Specialty insurance, operating model
- Industry
- Financial Services | Insurance
- Service
- Operating Model Design
- Stage
- Mid-Market
The challenge
Strong ambition on an operating model that created friction: execution depended on individual effort, not a repeatable system.
Five growth motions, one structure
A growing specialty insurance organization had strong business ambition and a marketing and growth structure that had not evolved to match it. The company needed a model that could support several growth motions at once, and the existing structure made it hard to build deep expert capability and stay focused on specific markets at the same time.
Where the friction was
Teams worked hard, but the operating model created friction.
- Capabilities that were not always clear
- Priorities that were not always clear
- Ownership that was not always clear
- Execution that depended on individual effort rather than a repeatable system
The approach
We designed and implemented a more scalable marketing and customer growth operating model with senior leadership and the functional teams, clarifying how the organization should operate and where decisions should sit.
Centers of Excellence across, pods down
Centers of Excellence build and manage core capabilities across the business. They are paired with go-to-market pods that own specific markets, channels, or customer segments, set growth strategy for them, prioritize opportunities, coordinate execution, and make sure activity translates into business outcomes.
Capability owners and market owners
We drew the line between capability ownership and market ownership, and defined how the two work together.
One way to run the work
A consistent model for prioritization, planning, execution, and measurement.
Aligned across six functions
Alignment improved across marketing, sales, client success, operations, product, and technology.
What long-term growth would require
We improved alignment across the functions and helped leadership see the capabilities, resources, and dependencies long-term growth would require.
The results
The organization implemented the first phase of the new operating model, giving marketing and customer growth teams a clear structure for working together.
Who owns what, and how work moves
There is now explicit ownership across both capabilities and markets, and a mature growth operating system that says who owns expertise, who owns market outcomes, and how work moves from strategy to execution.
Phase one, in place
Strategy and execution came into better alignment, teams gained a consistent way to prioritize, and the foundation for scalable growth was set. Marketing stopped operating as a collection of disconnected functions.
Why it matters
As companies scale, growth often gets harder because the operating model does not keep pace with the ambition.
Capability and focus, together
A structure that builds stronger marketing capability while staying focused on the specific markets, partners, and customer segments that actually drive growth is what closes that gap.
RelatedFractional CMOGo-to-market planningFinancial services & insurance
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