Education
IESE Business School, Spain
Master of Business Administration
Valladolid University, Spain
Degree in Telecommunication Engineering
Past Experience
Zurich Santander Insurance America
Head of Strategy and Governance
McKinsey & Company
Allianz Partners (Multiasistencia)
Business Development Director
The Boston Consulting Group
José combines executive experience in the insurance and services industries with strategy and technology consulting experience. He focuses on advising on strategic decisions and leading the implementation with pragmatism to create real P&L and customer value. Some of the topics where José is working on include partnerships / new business design and implementation, innovative distribution models, data strategy, digital transformation, claims optimization, and IT strategy.
José is also the Head of Insurance of ADL, collaborating with other partners in our Financial Services practice to better serve our multinational clients.
Before joining Arthur D. Little, José worked for four years in the Financial Industry Sector in Spain and Latin America as head of Strategy and Governance for Zurich Santander. Previously Jose also worked in a multinational TPA focused on claims management and with other global strategy consulting firms.
José has a degree in Telecommunications Engineering from Valladolid University and an MBA from IESE in Spain.
7 levers to excel in claims management
The claims management process is critical for the success of insurance companies, affecting profitability as well as being a key factor in determining overall customer satisfaction. Building on real experience with top insurers as well as targeted interviews and workshops, this Viewpoint sets out a “best practice” approach for achieving claims management excellence across seven levers, with an emphasis on the interplay between technology and people.
Rethinking the impact of CASE on insurance
As vehicles become connected, autonomous, shared, and electric (aka the CASE evolution), incumbent insurers and new entrants are experiencing myriad threats and opportunities. Simultaneously, industry-wide digitization (driven by customer expectations aligned with other sectors) is intensifying competition. This Viewpoint details key aspects of the shift caused by CASE, including business model implications and clear opportunities for key market participants.
Transforming insurance through AI
The insurance landscape is on the brink of a transformational shift, driven by the convergence of data and artificial intelligence (AI). In a world where information is at the core of accurate pricing, and a business where innovation reigns supreme, leaders must embrace technological advancements to thrive in the digital era. In this Viewpoint, we embark on a journey through the promising future of insurance, exploring how AI technology revolutionizes the use of data in every aspect of this age-old sector.
DESIGNING INSURANCE SALES CHANNELS FOR MAXIMUM IMPACT
Fierce competition for clients and the adoption of new technologies are pushing insurance companies to make bold efforts to improve their sales force and emphasize their most profitable channels. Developing a data-driven strategy to properly dimension sales channels will allow companies to maximize their resources and deploy efficiency initiatives. In this Viewpoint, we define an organized approach to sales dimensioning that can be used by insurance companies and other sectors.
Optimizing SME insurance claims
Claims handling can be a complex, challenging process that requires specialized knowledge, skills, and resources. When it comes to commercial multi-risk insurance products, a wide range of internal and external factors accentuates the difficulties insurers face. This Viewpoint looks at how insurance companies can effectively tackle the five biggest challenges when it comes to multi-risk business and small and medium-sized enterprise (SME) claims handling.
The future of digital bancassurance sales
Banks are evolving by leaps and bounds, using digital channels to facilitate interactions and meet the demands of their customer base. In this context, the bancassurance model — which has been an example of success in past decades — must adapt to changing customer requirements and seek ways to continue growing. In this Viewpoint, we explore some options bancassurance businesses can initiate to help them thrive and capture the digital sales opportunity.
Setting up successful insurance partnerships
With maturity and fierce competition across the insurance landscape, partnerships with massive distributors — in bancassurance and beyond (e.g., utilities, retail, telecommunications) — have emerged as an increasingly popular alternative to achieve growth targets. Competition to sign an agreement with a relevant partner is intense and costly, and once an insurer achieves that milestone, failing to capture the expected value emerges as a worst nightmare.
Mastering customer retention
Profitable growth is a key topic for all insurers in all geographies. Traditionally, insurers have focused on maximizing new sales: new products, channels, segments, incentives, and so on. But over the years, market leaders have discovered that profitable growth requires not only increasing new sales but also successfully retaining customers to increase the total lifetime value of their portfolios. In this Viewpoint, we describe a comprehensive framework to design a successful retention model and share some of the best practices from leading insurers.
Better together
Fraud is big business, costing the global economy an estimated US $5 trillion per annum, according to a report by Crowe and the Centre for Counter Fraud Studies. It is a problem no one can afford to ignore, as businesses and consumers struggle with the direct cost and associated disruption to economic life. Most worryingly, the incidence of fraud has increased as a result of mass digital adoption during COVID-19. This Viewpoint explains why a business-as-usual approach to managing fraud simply won’t do.
José combines executive experience in the insurance and services industries with strategy and technology consulting experience. He focuses on advising on strategic decisions and leading the implementation with pragmatism to create real P&L and customer value. Some of the topics where José is working on include partnerships / new business design and implementation, innovative distribution models, data strategy, digital transformation, claims optimization, and IT strategy.
José is also the Head of Insurance of ADL, collaborating with other partners in our Financial Services practice to better serve our multinational clients.
Before joining Arthur D. Little, José worked for four years in the Financial Industry Sector in Spain and Latin America as head of Strategy and Governance for Zurich Santander. Previously Jose also worked in a multinational TPA focused on claims management and with other global strategy consulting firms.
José has a degree in Telecommunications Engineering from Valladolid University and an MBA from IESE in Spain.
7 levers to excel in claims management
The claims management process is critical for the success of insurance companies, affecting profitability as well as being a key factor in determining overall customer satisfaction. Building on real experience with top insurers as well as targeted interviews and workshops, this Viewpoint sets out a “best practice” approach for achieving claims management excellence across seven levers, with an emphasis on the interplay between technology and people.
Rethinking the impact of CASE on insurance
As vehicles become connected, autonomous, shared, and electric (aka the CASE evolution), incumbent insurers and new entrants are experiencing myriad threats and opportunities. Simultaneously, industry-wide digitization (driven by customer expectations aligned with other sectors) is intensifying competition. This Viewpoint details key aspects of the shift caused by CASE, including business model implications and clear opportunities for key market participants.
Transforming insurance through AI
The insurance landscape is on the brink of a transformational shift, driven by the convergence of data and artificial intelligence (AI). In a world where information is at the core of accurate pricing, and a business where innovation reigns supreme, leaders must embrace technological advancements to thrive in the digital era. In this Viewpoint, we embark on a journey through the promising future of insurance, exploring how AI technology revolutionizes the use of data in every aspect of this age-old sector.
DESIGNING INSURANCE SALES CHANNELS FOR MAXIMUM IMPACT
Fierce competition for clients and the adoption of new technologies are pushing insurance companies to make bold efforts to improve their sales force and emphasize their most profitable channels. Developing a data-driven strategy to properly dimension sales channels will allow companies to maximize their resources and deploy efficiency initiatives. In this Viewpoint, we define an organized approach to sales dimensioning that can be used by insurance companies and other sectors.
Optimizing SME insurance claims
Claims handling can be a complex, challenging process that requires specialized knowledge, skills, and resources. When it comes to commercial multi-risk insurance products, a wide range of internal and external factors accentuates the difficulties insurers face. This Viewpoint looks at how insurance companies can effectively tackle the five biggest challenges when it comes to multi-risk business and small and medium-sized enterprise (SME) claims handling.
The future of digital bancassurance sales
Banks are evolving by leaps and bounds, using digital channels to facilitate interactions and meet the demands of their customer base. In this context, the bancassurance model — which has been an example of success in past decades — must adapt to changing customer requirements and seek ways to continue growing. In this Viewpoint, we explore some options bancassurance businesses can initiate to help them thrive and capture the digital sales opportunity.
Setting up successful insurance partnerships
With maturity and fierce competition across the insurance landscape, partnerships with massive distributors — in bancassurance and beyond (e.g., utilities, retail, telecommunications) — have emerged as an increasingly popular alternative to achieve growth targets. Competition to sign an agreement with a relevant partner is intense and costly, and once an insurer achieves that milestone, failing to capture the expected value emerges as a worst nightmare.
Mastering customer retention
Profitable growth is a key topic for all insurers in all geographies. Traditionally, insurers have focused on maximizing new sales: new products, channels, segments, incentives, and so on. But over the years, market leaders have discovered that profitable growth requires not only increasing new sales but also successfully retaining customers to increase the total lifetime value of their portfolios. In this Viewpoint, we describe a comprehensive framework to design a successful retention model and share some of the best practices from leading insurers.
Better together
Fraud is big business, costing the global economy an estimated US $5 trillion per annum, according to a report by Crowe and the Centre for Counter Fraud Studies. It is a problem no one can afford to ignore, as businesses and consumers struggle with the direct cost and associated disruption to economic life. Most worryingly, the incidence of fraud has increased as a result of mass digital adoption during COVID-19. This Viewpoint explains why a business-as-usual approach to managing fraud simply won’t do.
More About José
- IESE Business School, SpainMaster of Business Administration
- Valladolid University, SpainDegree in Telecommunication Engineering
- Zurich Santander Insurance AmericaHead of Strategy and Governance
- McKinsey & Company
- Allianz Partners (Multiasistencia)Business Development Director
- The Boston Consulting Group