Robots & Pencils Earns AWS Qualified Software Distinction as an AWS Partner 

Recognition spotlights firm’s AWS-native innovation and its mission to help clients modernize fast, scale smarter, and activate AI 

Robots & Pencils, an AI-first, global digital innovation firm specializing in cloud-native web, mobile, and app modernization, today announced that it has been recognized as an AWS Partner with an AWS Qualified Software solution. By earning this designation, Robots & Pencils proves its strength in designing AWS-native platforms that are fast, secure, and purpose-built for the AI era. 

The AWS Partner Network (APN) is a global community that leverages AWS technologies, programs, and expertise to build solutions that accelerate customer outcomes. With this AWS Partner designation and Qualified Software distinction, Robots & Pencils proves it can meet the highest standards for security, reliability, and operational excellence while outpacing traditional global systems integrators in speed, precision, and innovation. 

“We believe the future belongs to companies that can move fast, modernize wisely, and integrate AI seamlessly, and that future runs through AWS,” said Leonard Pagon, CEO of Robots & Pencils. “This recognition is more than a milestone. It’s validation of the demanding work our engineers and designers have put into building intelligent, cloud-native solutions that scale with confidence.” 

Robots & Pencils has been delivering solutions on AWS for more than a decade, with a track record of more than 100 successful projects across industries. From data center exits to AI-powered applications, Robots & Pencils supports clients across every phase of digital modernization with AWS. The firm’s software solutions—developed using proven AWS services like AWS Lambda, Amazon API Gateway, Amazon RDS, DynamoDB, and Amazon EventBridge— enables clients to rapidly shift from legacy infrastructure to cloud-native environments that are secure by design, built to evolve—and delivered without the drag of bloated teams or outdated methods. 

“We build with purpose. Our teams don’t just plug in services; they architect solutions that solve complex problems and scale in the real world,” said Mark Phillips, Chief Technology Officer at Robots & Pencils. “Being recognized as an AWS Partner with an AWS Qualified Software solution reflects the technical rigor, security focus, and customer impact we bring to every project. This is how we deliver meaningful change for our clients.” 

With delivery centers across North America, Latin America, and Eastern Europe, Robots & Pencils partners with organizations in industries including Education, Energy, Financial Services, Healthcare, Retail and Consumer Goods, Technology, and Transportation, to re-architect systems, accelerate time to value, and lay the groundwork for intelligent, scalable growth. 

“We’re proud to be part of the AWS Partner Network and to contribute software that helps clients take full advantage of the cloud,” added Pagon. “Whether it’s launching AI-enabled workflows, eliminating technical debt, or modernizing at scale—this is what we were built to do.” 

Accomplished Tech Leader Eric Ujvari Joins Robots & Pencils as Lead Solutions Architect

From Fortune 500 transformation to nimble innovation, Ujvari brings digital systems expertise to deepen client trust and accelerate value delivery. 

Robots & Pencils, an AI-first, global digital innovation firm specializing in cloud-native mobile, web, and app modernization, today announced that Eric Ujvari has joined the company as Lead Solutions Architect. With over 20 years of experience leading enterprise technology, innovation, and consulting initiatives, Ujvari steps into a key role designed to deepen the company’s ability to bring technical strategy and execution earlier in the client journey. 

In this new position, Ujvari will help shape the future of digital transformation by acting as a trusted conduit between business stakeholders and technical teams, ensuring technical decisions align with long-term goals and drive meaningful outcomes from day one. 

“Eric’s ability to translate business vision into technical architecture is unmatched,” said Leonard Pagon, CEO of Robots & Pencils. “He doesn’t just understand complex systems—he knows how to simplify and scale them. He asks insightful questions, listens deeply, and has a rare talent for making complex ideas refreshingly easy to understand. He’s the kind of architect every client wants in the room, and every engineer wants on the team. He’s here to help our clients move faster, with more confidence, and I’m thrilled to have him on board.” 

Ujvari’s arrival marks the latest step in Robots & Pencils’ evolution from mobile pioneer to AI-first consulting powerhouse. Known for deploying small, high-impact teams with elite engineering talent, the firm is rapidly expanding its ability to blend intuitive UX with future-ready, AI-infused digital platforms. Ujvari will play a key role in helping clients recognize opportunities earlier and design systems that scale. 

“I’m excited to be joining a dynamic organization whose mission is to push the technological and operational boundaries for current and future client partners,” said Ujvari. “Having the opportunity to collaborate with such a talented, nimble team of engineers, designers, AI specialists, and digital product professionals is something I’m truly looking forward to. I see this role as a chance to help showcase the best of Robots & Pencils to the world—through thoughtful architecture, collaboration, and innovation.” 

Before joining Robots & Pencils, Ujvari played a pivotal role in scaling and shaping the Solutions Architecture discipline at WillowTree, contributing at the intersection of commercial strategy, engineering, and delivery. His experience includes leadership roles at Cardinal Health, where he drove large-scale enterprise data strategy and system design initiatives across global supply chain, healthcare, and digital transformation programs. Across roles, he has built a reputation for strategic clarity, collaborative leadership, and an unwavering commitment to client value. 

As Robots & Pencils accelerates its growth, Ujvari’s addition marks a key inflection point: embedding digital strategy and technical leadership earlier in every client engagement—ensuring better solutions and stronger partnerships. 

Tony Antonelli Joins Robots & Pencils as CFO to Fuel AI-Driven Growth with Financial Precision 

Robots & Pencils, an AI-first, global digital innovation firm specializing in cloud-native mobile, web, and app modernization, today announced the appointment of Tony Antonelli as its new Chief Financial Officer. Known for his sharp financial acumen, pragmatic leadership, and deep experience across SaaS, consulting, and manufacturing, Antonelli takes on this expanded role as the company enters a bold new chapter of expansion and AI-first innovation. 

The appointment comes on the heels of a leadership shift at Robots & Pencils, with tech entrepreneur and scale-up veteran Leonard Pagon Jr. stepping in as CEO. Pagon is also the founder of Next Sparc, a Cleveland-based private investment firm focused on scaling high-potential businesses. Over the years, Antonelli has held key finance leadership roles within several of Next Sparc’s portfolio companies — including Tiger Pistol, where he continues to serve as CFO, Revel Bikes, and now Robots & Pencils, making this a reunion built on deep trust and shared momentum.  

“Tony is a powerhouse. He brings the right mix of focus, agility, and strategic thinking to help us scale smartly in this era of explosive AI opportunity,” said Pagon. “Over the years, I’ve trusted him to navigate complex challenges. He brings a rare ability to combine financial discipline with operational speed, exactly what we need as we accelerate into this next phase of growth. He’s not just a CFO. He’s a thoughtful business partner.”  

Antonelli brings two decades of experience to the CFO seat. In addition to his ongoing role at Tiger Pistol, he previously served as CFO of Revel Bikes and began his career in public accounting at Skoda Minotti (now Marcum), rising to manager before moving into audit and FP&A at Scott Fetzer. He’s known for translating financial strategy into results, optimizing capital structures, and leading high-performing teams that support rapid, sustainable growth.  

“I’ve watched Robots & Pencils grow from a mobile pioneer into a world-class digital innovation firm,” said Antonelli. “What excites me is the team’s unique ability to move fast, think differently, and deliver meaningful business results through technology. We’re not just embracing AI; we’re doing it the right way — with human-centered, AI-enabled solutions that are grounded in real-world impact. I’m here to help scale that success with focus and financial discipline.”   

Antonelli holds BBA degrees in Accounting and Business Law from Ohio University and is a licensed CPA. In 2022, he was named to Crain’s Cleveland Business Notables in Finance. He also serves as Treasurer and Board Member for the Kidney Foundation of Ohio. His appointment reinforces Robots & Pencils’ commitment to pairing bold innovation with operational excellence.  

Robots & Pencils Appoints Scott Young as Executive Vice President of Growth and Strategic Alliances 

Robots & Pencils, an AI-first digital innovation firm specializing in cloud-native mobile, web, and app modernization, today announced the appointment of Scott Young as Executive Vice President of Growth and Strategic Alliances. A veteran of the consulting industry with over 20 years of revenue growth leadership, Young rejoins the company to lead the expansion of strategic partnerships and accelerate client transformation efforts across its global delivery footprint. 

Young brings decades of experience developing technology alliances, creating long-term client strategies, and driving platform-based value. His career spans roles at Deloitte, EY, Publicis Sapient, and Zilker Technology, with deep specialization in building and scaling partner ecosystems. Notably, he previously served as SVP of Business Development at Robots & Pencils, making this a return marked by renewed opportunity and momentum. 

“Scott’s talent has always been a growth accelerator,” said Leonard Pagon, CEO of Robots & Pencils. “Across ventures, from Brulant to Rosetta to Robots & Pencils, Scott and I have built transformative technology businesses together. He knows how to scale. He knows how to partner. And most importantly, he knows how to connect clients with the right strategies and platforms to win.  He is the best I have ever worked with and now we are back together!” 

Robots & Pencils integrates the capabilities of wicked smart engineers and UX professionals to seamlessly deliver globally across centers of excellence in Canada, the U.S., Eastern Europe, and Latin America. Young’s return coincides with the company’s focused push to deepen partnerships with industry leaders including AWS, Salesforce, and Databricks, and to help clients modernize applications with AI-infused cloud native strategies. 

“From the moment I reconnected with the team, I could feel the energy and see the innovation,” said Young. “Robots & Pencils offers the ideal ‘Goldilocks’ size for clients.  We have significant horsepower to rapidly deliver innovative scalable solutions, and the kind of nimbleness and focused ‘navy seal’ teams that can land on the client and rapidly make an impact that you just don’t find at traditional systems integrators. I’m beyond excited to be back and to be working again with one of the most talented teams in the business.” 

Young has a long-standing working relationship with Pagon, having helped scale Brulant from 25 to 500 employees in just five years before its successful sale to Rosetta. His return marks a strategic inflection point as Robots & Pencils advances its mission to leverage an AI-first Cloud native approach to disrupt the mega-sized Global Systems Integrators targeting Financial Services, Health Tech, Education, Consumer, Energy, and Technology sectors. 

Young holds a BS in Computer Science from Allegheny College, and both an MS in Computer Science and an MBA in Finance from the University of Pittsburgh. 

Proven Scale-Up Entrepreneur Len Pagon Jr. Steps in as CEO to Accelerate Robots & Pencils’ AI-First Ascent

Robots & Pencils, an AI-first digital innovation firm specializing in cloud-native mobile, web, and app modernization, today announced Leonard Pagon Jr. as its new Chief Executive Officer. A proven entrepreneur, tech visionary, and scale-up veteran, Pagon’s return to the C-suite marks a turning point for Robots & Pencils. The firm is sharpening its edge and setting its sights on outpacing traditional global systems integrators with speed, precision, and a challenger’s mindset.

Pagon is no stranger to building transformative companies. As founder and former CEO of Brulant, he scaled the business into the third-largest privately held interactive agency in North America, leading its merger with Rosetta and eventual sale to Publicis. Since then, he has focused on backing and scaling high-growth businesses through his family office, Next Sparc Growth Partners.

In 2017, Next Sparc acquired Robots & Pencils. As Chairman, Pagon has spent the last eight years watching the firm evolve from an early mobile pioneer into a full-stack consulting disruptor. Now, after 17 years away from the CEO seat, he’s stepping back in to lead the company into its most exciting phase yet.

“I was compelled to step into the CEO role because of the amazing UX and engineering talent we have, as well as the generational opportunity in front of us to become an AI-first consulting leader,” said Pagon. “Next Sparc acquired Robots & Pencils eight years ago, so I’ve had a front-row seat to the incredible work this team has done. We were building mobile apps back when the iPhone launched. We were early adopters of machine learning, blockchain, and the cloud. Now, I believe we’re uniquely positioned to help clients capitalize on AI, the most disruptive wave yet.”

With global centers of excellence across North America, Latin America, and Eastern Europe, and deep partnerships with AWS, Salesforce, and Databricks, Robots & Pencils blends elite engineering talent with intuitive UX design. The firm deploys focused, high-impact teams to accelerate results in Financial Services, Health Tech, Education, Energy, and Consumer industries.

“I’m hearing the same thing from CEOs everywhere: they’re struggling to move fast enough to experiment with and exploit these breakthrough technologies,” Pagon added. “Robots & Pencils can scratch that itch. Our teams operate like Navy SEALs – nimble, deeply skilled, and designed to deliver real business value quickly. I’m excited by the challenge ahead and fired up to lead this next phase of growth.”

Under Pagon’s leadership, Robots & Pencils is doubling down on its mission: to help clients modernize legacy systems, experiment and activate AI, and build digital experiences that scale – without the bus loads of consultants, high rates, or sluggish delivery cycles of legacy consultancies.

In addition to his new role as CEO of Robots & Pencils, Pagon will continue to serve as Chairman of Next Sparc. Outside the boardroom, Pagon is deeply committed to philanthropy and wellness. He serves on the steering committee for VeloSano, is Vice Chair of YPO’s global Health and Wellness network, and is a trustee of the Pagon Family Foundation.

Insurance Customer Experience: What Trends and Priorities Matter Most

How to Level up the Insurance Customer Experience

Insurance companies have made meaningful strides in the digital realm over the last decade. For example, many have improved apps and websites for policyholders. They now use analytics to assess risk, detect fraud, and segment customers. Insurers are adding automation to streamline and improve underwriting, claims processing, and customer service. At the same time, usage-based insurance and other innovative products are growing more common. To compete in this evolving industry, companies must continue to invest in digital transformation and improving the insurance customer experience (CX).

Top Priorities for Improving the Customer Experience in Insurance

Strategic leaders and product owners know the importance of the digital experience for insurance customers. It’s about winning new customers and keeping the ones you already have. To do so, digital channels must extend their services, not just explain or promote them. Best-in-class experiences feature: 

  • Self-service options
  • User-centered interactions
  • Connected digital channels
  • Personalized, data-driven experiences

Let’s look at how to master each one.

Empower Insurance Customers with Self-Service

Customers want easy-to-use self-service options for getting things done. Policy renewal and updates, claims processing, document management, and customer support should all be available online. Adding these tools reduces the workload for agents. As a result, customers will no longer have to wait for the next available representative. Instead, they can manage policies and claims anytime on-demand. 

Design User-Centered Interactions

Applying user-centered design across platforms is essential to a good insurance customer experience. For insurers, the goal is to simplify something that was historically complex. Every task should be straightforward, from filing claims online to checking policy details. When an incident occurs, customers are already stressed. The last thing you want to do is make them feel worse. 

Think of digital claims filing and tracking as a starting point. It’s good, but it’s not enough. The next step is to streamline these and other processes. Specifically, you need intuitive interfaces and clear navigation pathways that help customers manage their insurance needs. 

When building and updating digital products, prioritize what is best for the user. User research and testing will help you pinpoint and address friction points in the customer journey. Straightaway, these efforts will reveal insights for revamping products and services to elevate customer satisfaction.

Unify the Insurance Customer Experience

Businesses often have websites, customer portals, mobile apps, chat systems, and more. Each platform should have streamlined workflows and a consistent experience. Ideally, your customers will be able to move between them with ease. User experience designers can help ensure this ease of use and consistency across channels. Creating seamless customer journeys will also likely require automating internal processes, improving data integrations, and modernizing backend systems.

Personalize Customer Journeys and Products with Data Analytics

One-size-fits-all policies are a thing of the past. Today, insurers use analytics to study individuals and strategic groups. They can learn about customer needs, behaviors, and preferences. This data can help personalize everything from how customers interact with digital channels to the policies and services they receive. 

Businesses can use data analytics to tailor their offerings and recommend policy changes that benefit customers. Insurance companies can also use analytics to create and target customer segments with personalized offers and communication. For example, predictive analytics can identify customers at risk of policy lapse or who need alternative coverage options. With these insights, you can proactively engage customers and address their needs. 

Moreover, data analytics allows you to continuously optimize digital experiences based on real-time feedback and performance metrics. By analyzing how customers interact with each channel, you can uncover areas for improvement and refine your strategies.

Digital Trends in Insurance Customer Experiences and Products

We’ve previously covered some critical digital transformation and CX opportunities for insurance companies. But while optimizing your product today, you must also prepare for tomorrow. Understanding changing customer preferences, technology advancements, and regulatory changes gives you market agility. In short, it keeps you from playing catch-up. To that end, here are some insurance customer experience trends and offerings that excite us.

Usage-based Insurance (UBI)

UBI is gaining popularity. It is especially prominent in auto insurance, where premiums fluctuate based on the actual usage of the insured vehicle. This trend follows the rise of telematics and IoT devices that track how we drive.

Ecosystem Partnerships

Insurance companies are forming alliances with other industries to bundle services and create more value for customers. For example, companies may offer insurance coverage as part of a car purchase or home rental.

Prevention and Wellness

Insurers are increasingly helping customers prevent risk and improve their health and well-being. They offer wellness programs, discounts for healthy behavior, and other proactive risk management services.

Integrated Payment Solutions

Integrating payment methods into digital platforms is convenient for customers. Further, this strategy expedites premium payments, refunds, and claims payouts. Options include automatic bank withdrawals, real-time payments, and mobile payment apps.

Embedded Insurance

When insurance is embedded into transactions and products in other industries (e.g., retail, travel, automotive), paying for insurance products becomes part of the overall purchase experience. It becomes more integrated and less intrusive for the customer.

Pay-Per-Use Models

Similar to UBI, pay-per-use models adjust premiums based on the actual use of the insured asset or service, directly tying payment to risk exposure.

Achieve Lasting Success in Insurance

The checklist for great insurance customer experiences and products includes user-centered design, self-service, data-driven personalization, and interconnected digital touchpoints. Lasting success requires a comprehensive, forward-thinking strategy that prioritizes customer wants and needs. By doing so, insurance companies can meet evolving expectations and forge more substantial, meaningful connections, driving growth and success in the digital era.

If you want to level up your customer experience, Robots & Pencils can help. We work with leaders across industries to build high-impact digital experiences that create and accelerate business revenue. Complete our contact form or email hello@robotsandpencils.com to learn more.

4 Common Barriers to Organizational Innovation

As we help organizations undergo digital transformation and launch innovative new products, the same issues keep popping up. Below are the most common barriers to organizational innovation we encounter and advice on how you can overcome them.

Top Barriers to Organizational Innovation and Change

Barrier 1: Not Actively Encouraging New Ideas

To facilitate innovation, everyone must know their ideas are welcome, no matter their role or seniority. Innovation challenges, competitions, or hackathons that involve everyone are a great way to encourage creativity. Leaders can also incorporate the mindset of continuous improvement in smaller ways. For example, make it easy for anyone to share suggestions. In recurring meetings, dedicate time to soliciting and discussing new ideas. When implementing ideas, celebrate or reward the teams or people where they originated. As always, consider your culture and what people are used to as you look for ways to make innovation a fun and welcome part of the workday.

Barrier 2: Not Engaging Stakeholders

The success of any new initiative depends significantly on knowing and engaging your stakeholders. Talk openly and regularly with your teams about where the organization and individual processes can improve. Weigh their input when deciding what to prioritize. After you make decisions, share updates on your plans and reasoning.

How you communicate is also vital. Ask the people involved how they like to receive information and updates. By email? Town halls? Conversations with department leaders? At a minimum, leverage channels people are familiar with. If, for instance, CEO videos come out quarterly, provide your change talking points for the CEO to communicate. 

The same goes for training. You cannot assume what will be most effective. Some groups may prefer instructor-led sessions over independent learning and vice versa. Some people learn better by reading, and others by watching. Work to discover and accommodate the various preferences among your teams and organization.

Barrier 3: Not Monitoring Change Progress

Don’t wait until the end to see how the plan went. Assess the completion of each change plan activity as it happens. Watch the outcomes over time. These indicators might include customer satisfaction scores, adoption rates, training participation, or performance improvements. You can also obtain feedback to understand how team members are reacting to the change. 

Regular monitoring will allow you to fix issues faster when they arise. Whenever you do miss the mark, be transparent. Don’t sweep it under the rug. Talk about it, plan around it, and decide how to address it. Likewise, if you need to change direction, let others know that you understand what’s going on and what you will do to make it better. 

Barrier 4: Not Celebrating Wins

When your employees or customers benefit from change initiatives and innovation, share those stories! Give concrete examples of how the change is helping the business and individuals. You can keep this messaging internal or use social media to bring the news to a large audience. Either way, these communications can inspire more people to adopt proposed changes. It can even get them thinking about new ways to improve organizational processes. You can also build excitement by celebrating project milestones with swag or other benefits and perks your employees will appreciate. 

Break Down Barriers to Innovation in Your Organization

An innovative organization is always experimenting, iterating, and evolving. While each change unlocks growth opportunities, few organizations achieve innovation without encountering barriers and roadblocks along the way. As you innovate, you have to understand the impacts on employees. Successful innovation requires knowing how your culture and people will accept and adapt to the change. The right strategy accounts for those factors. Targeted communication and support will be vital as you assess, plan, execute, and reflect on your change initiative. In every case, innovation should start with careful listening, in-depth planning, and an abundance of empathy for everyone involved. 

If you’re preparing for a change or looking to create a culture of innovation, Robots & Pencils can help. Check out our on-demand Change Management webinar, and contact us today at hello@robotsandpencils.com

A Proven Process for Integrating AI into Your Systems

3 Stages for Integrating AI into Your Products, Workflows, and Technology

When integrating AI into your business, product, and UX development processes, the best approaches combine research and experimentation. As you uncover, explore, and test opportunities to drive impact with AI, you must remain intentional and open-minded at every step. Large language models (LLMS), in particular, are easy to connect to applications. On the other hand, figuring out how well they perform in specific situations and optimizing their performance is complex and unpredictable. 

Below is the three-stage process Robots & Pencils uses to solve these problems and align leading LLM technology with your strategic goals. These stages offer a well-planned trajectory for integrating AI while rapidly de-risking efforts and accelerating return on investment.

Stage 1: AI Strategy and Planning 

This stage involves learning, understanding, and aligning stakeholders around your top AI use case or product opportunity. Clients will undergo a guided discovery process. Specifically, you and your teams will consider what product or process you want to optimize. You’ll discuss short- and long-term goals and decide how to measure success. You’ll also identify known risks. With this information, you can begin to select and prioritize features for your AI-based product.

At this point, our consultants support you in thinking about change management. Addressing this early will help employees stay aligned and on board with integrating AI into their workflows. Proper change management prevents changes from seeming too abrupt. It also alleviates fears about AI and its implications for your team’s jobs.

You can often complete the planning stage in a couple of weeks. However, expect to return to it regularly for different applications and business opportunities. 

Stage 2: Risk and Solution Exploration

In stage 2, you explore and address risks to pave the way for a smooth road ahead. Here, we help you build out and determine how AI integrates and engages your technologies and systems. This phase focuses on defining the UI framework, platform, prompts, tech, data, sources, and training models. We cover everything you need for building a new product or integrating AI into an existing system. As we analyze front- and back-end requirements, our designers create illustrative flows for the UI. At the same time, our engineers experiment with conversational prompts. The goal is to determine what best generates the desired conversational flows. 

Together, we will locate essential tools, technologies, and integrations we can leverage to build the platform. We will identify data sources, ML models, and custom training needs. This stage also covers evaluating tools and platforms that may accelerate learnings or actual product-build efforts. We also collaborate with you to identify industry-specific regulations and other business risks. As needed, we consult legal or compliance teams to de-risk these items ahead of development and launch.

Stage 3: Prototyping and Development

In this stage, we bring your ideas to life with a functional AI-powered prototype. Here, we design and build your Proof of Concept, connect integrations, and measure and test efficacy.We focus on the experience first and iteratively refine AI prompts. From there, we measure the consistency and quality of the AI output and perform usability testing. 

To provide an experience you and other stakeholders can easily interact with, we prototype the key UI features that govern the expression of the LLM. These features can include chat, visualization, and video. On the back end, we connect the prototype front end to the LLM, data sources, and other functional integrations. This period is also an opportunity for building a road map with project findings, prioritized features, and remaining risks.

Keys to Successfully Integrating AI into Your Tech

Applying design thinking to your LLM project is imperative to success in every stage. In design thinking, you empathize with and prioritize user needs in selecting and defining product features. This approach ensures that the resulting product aligns with actual use cases and directly addresses user challenges and desires. 

Another vital step is de-risking features to identify potential pitfalls or challenges early on. Using Agile development is also valuable. Agile installs a safety rail for your feature development. It enables incremental improvements, feedback loops, and adaptability so that your AI prototype evolves efficiently and effectively to meet the desired outcomes.

In all, the process of introducing AI will vary for everyone. Still, by following a systematic framework like the one above, your company can better navigate the complexities of AI implementation. Using a proven framework will ensure a strategic and effective deployment of artificial intelligence technologies for your employees and customers.

Ready to get started on your LLM project?

Learn more about our AI & Data Science practice online, and email us at hello@robotsandpencils.com!

Insurance Digital Transformation Challenges and Solutions 

5 Challenges Slowing Down Insurance Digital Transformation

As insurance providers modernize and optimize products and experiences, challenges are unavoidable. In this blog, we look at the top issues in digital transformation that insurance companies face and how to overcome them.

 1. Paper Problems 

Are you switching from paper-based processes to online, automated workflows? If so, it’s crucial to incorporate modern customer and employee expectations into your transition. In other words, don’t just move an analog process to a digital space. First, evaluate your existing paper process. What works? What’s broken? What would be easier for the people involved? Now is the chance to improve your processes. Rebuild them around what customers, employees, or brokers actually want.  

UX specialists can provide services and expertise in building system architecture and workflows to support user needs. They can do research and usability tests that help you make strategic choices for your customers and employees. Designing new processes with users at the center will ultimately boost adoption and satisfaction. 

2. Too Many Clicks 

Dealing with insurance can be tedious. Anyone will admit it. So many tasks are involved. There’s policy selection, data entry, verification, and payment processing, to name just a few. These steps can add up to a ton of clicks and frustrate users. Some users may eventually give up. Customers may even switch providers.

To streamline your workflows and keep customers engaged, analyze your current processes and user journeys. Look for bottlenecks, unnecessary steps, and areas for improvement. There are often multiple places to simplify processes by integrating systems and automating repetitive tasks. With your findings, you can design a more efficient experience. Even something like adding intelligent form autofill can save employees and customers time. 

By applying UX design best practices during a digital transformation, insurance companies can create experiences that save everyone time. As a result, work will get done faster, and customers and employees will be happier. 

3. Varying Customer Preferences

Creating products that meeting customer preferences is a key part of digital transformation in insurance and elsewhere. However, different customer groups have varying insurance needs and preferences. For instance, younger customers want digital convenience and personalization. On the other hand, older customers value traditional customer service and comprehensive coverage. This variability can pose challenges in product development.

To address these challenges, companies can create products with distinct views and offerings for each customer segment. They can also empower staff to customize products for each customer. Customers and employees should be able to easily personalize insurance packages based on risk profiles, life stages, or preferences.

Having communication options, such as social media, email, chat, phone, and mail, also helps you cater to customer preferences. To get this right, not only should every channel be easily accessible, but all interactions must be tracked and integrated into the digital platform. This connectivity will allow customers to jump seamlessly from one channel to the next. However they want to communicate, everyone should have a personalized and positive experience. 

4. Risky Business

Delivering highly personalized experiences starts with data. Yet insurance information is full of sensitive personal and financial data. Cybersecurity is a serious industry concern. Companies must find a way to use this data without increasing risk to the business. Fortunately, there are tried and true methods to ensure strong security, including:

  • Implementing robust encryption to protect data in transit and at rest
  • Using intuitive but strict access controls so that only authorized customers and personnel can access sensitive data 
  • Informing customers on how you use and protect data and allowing them to manage preferences
  • Incorporating controls across channels and interfaces via multi-factor authentication, regular security updates, and secure connections 
  • Educating employees on data protection and confidentiality best practices
  • Continuously assessing and mitigating data handling and processing risks

5. Outdated Tech and Fragmented Data

Customer experience is a top priority, but your employees matter too. Their needs deserve your attention. Back-end technology and data availability are as essential as the front-end. Employees can’t deliver on the customer satisfaction gains promised by shiny new customer-facing products if your systems are confusing to use or data is locked away in silos.

When planning a digital transformation in your insurance company, consider both internal and external technology. Employee experience and satisfaction (or frustration) directly impact the customer experience. Enhancing and automating internal processes will, in turn, improve external experiences. These processes include underwriting, billing, and other operational activities. Increasing data sharing and speeding up low-value tasks can have big payoffs. System integration and data visibility are vital for making interactions between customers and employees go smoothly.

Let’s Talk Insurance and Digital Transformation!

Want to create more engaging and personalized customer experiences? Ready to grow employee satisfaction and productivity? We can help. Contact us at hello@robotsandpencils.com today.

Best Practices for Using AI in Your Business

3 Strategies for Businesses Interested in Using AI

One of the best ways to use AI in your business is to connect technology systems and streamline processes, helping users work better and faster. Take this example. A bank wants to deliver expert customer support across platforms. They introduce an intelligent Q&A system within Slack, MS Teams, and various web applications. The bank gives the system access to shared files, Google Docs, SharePoint, and third-party services. They also create new interfaces and workflows that incorporate this AI technology. Once the AI tool is connected across these platforms, employees or customers can ask questions in natural language. When they do, the tool searches all available sources to instantly provide accurate, helpful answers.

Of course, that example is one of many potential use cases. Overall, most business use cases for AI revolve around automation, analysis, and optimization. Beyond automating employee and customer support, predictive analytics for sales, supply optimization, and personalized marketing are just a few additional ways today’s organizations leverage AI.

When you think about how to apply AI in your organization, remember that AI should serve you—not the other way around. Below are some best practices for using AI to enhance your business processes and help your users.

1. Apply a Human-First Philosophy

To get more benefit from AI, pair it with human-centered thinking. Rather than fearing AI as a threat to jobs, integrate it into your organization based on how it can complement and assist your human team. The focus should be enhancing existing work and processes, like using chatbots to augment rather than replace your customer support team. 

This approach also helps with buy-in from decision-makers who hesitate to adopt AI, fearing what it could mean for workforce morale and company culture. You can mitigate many concerns around AI by emphasizing how it lifts workloads off burdened teams, not just speeds up business processes. When you automate repetitive, low-value tasks, staff have time for more rewarding and strategic activities. 

2. Cut Through the Hype with Expert Guidance

When implementing AI into your systems, the goal is to apply AI sustainably in a way that will add exponential value. With the speed at which AI is evolving, it’s often helpful to bring in advisors who have experience with AI and data science. These experts can help you align the technology with your organization’s needs and capabilities. 

Look for a partner who can provide data scientists, engineers, and experienced designers to help you. You want a team that balances big ideas with technology expertise and risk assessment. They should be up-to-date on AI trends and use proven, outcome-driven methods for ideation, product development, and industry-specific risk mitigation. 

3. Know the Business Risks of Using AI

While integrating AI into business brings numerous benefits, it also presents potential risks and downsides. For example, AI systems can inherit biases in the data used to train them, leading to biased decision-making. AI algorithms, especially in complex deep learning models, can be challenging to interpret, and a lack of transparency in decision-making processes may lead to difficulties in understanding how and why specific outcomes occur. 

As AI-based point solutions are built across industries, including those with complex requirements like healthcare, it will be important that these solutions maintain compliance. AI systems can also become targets for cyberattacks, where malicious actors manipulate input data to mislead the AI or try to steal your business and customer data. Such attacks can have critical legal and reputational consequences.

To protect your company, awareness and diligence are imperative. Always have intentional human oversight in developing, using, and managing AI-based tools. You can proactively address these risks by providing robust governance, ethical guidelines, and ongoing monitoring of AI systems to ensure responsible and secure use. If you use a partner to help you build your AI products, ensure they are experienced and knowledgeable of the risks, including how to mitigate them.  

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