DUAL New Zealand established with the opening of an office in Auckland
2011
Small teams drive big change at DUAL
When the weather changes quickly, supertankers take time to alter course or speed due to their size and inertia. Tight manoeuvres are difficult, and weather-induced drift can push them off the optimal course.
Smaller ships such as freighters perform much better in tough conditions – they are more agile and can adjust speed more easily to counteract strong winds or currents. At DUAL New Zealand, a similar strategy is at play: a compact, agile team enables this insurance provider to swiftly navigate a shifting market, responding to challenges where others might stall.
DUAL New Zealand's approach to insurance breaks from the industry's tradition of resistance to change. With a focus on adaptability, close client relationships and technology adoption, DUAL has positioned itself to tackle emerging challenges. As New Zealand's insurance landscape evolves – from tighter capacity to shifts in motor and property markets – DUAL's nimble structure and proactive, customer-centred service offers a blueprint for a
While the insurance industry has often been criticised for its conservative approach to technology, DUAL's leadership sees technological advancement as essential to future success. “[The industry] has been too slow to adopt new technologies,” says Chapman. "We don't need to fear AI or the new world coming but to adapt to it. The applications of AI in our business are both mindboggling and exciting.”
But this embrace of technology doesn't mean abandoning traditional relationship-building. Stewart Eaton, head of liability at DUAL New Zealand, emphasises the importance of personal connections: “I most enjoy meeting and talking to clients about their businesses. They are so passionate and give you deep insights that you wouldn't ordinarily have access to.
“Being new to the market and new to a senior role here, I have had to be very visible,” he adds. “Face-to-face dealings work best for me, and that should be our mantra wherever possible.”
Indeed, part of the company's growth strategy combines product innovation with strong client relationships. Robinson describes his experience: “Having the opportunity to build a new product, build a customer base and drive income for our business has been exciting.”
This product development takes place against a backdrop of significant industry changes. Outlining the challenges facing the motor insurance sector, Robinson says, “Our customers won't be driving like we used to, with ridesharing becoming more common, the need to find alternative fuels – and the future could even be driverless.”
For Chapman, insurance provides endless opportunities for learning. “I am constantly learning new things,” he says. “One of the things I love is when I occasionally get to tour some fascinating business operations.”
This hands-on approach to understanding clients’ businesses has proved valuable, and his commitment is evident: “I am enthusiastic and totally passionate about what I do,” Chapman says. “Even as I move into my 40s, I don't seem to have lost that passion. The world changes, skills can be learned, but passion is something that makes this more than just a job; [it’s] a true vocation.”
The learning process comes from both successes and setbacks, as Eaton points out: “Seeing things done well doesn't help you learn as much as seeing things done badly. I've seen plenty of both, and hopefully I can help apply some of this knowledge to DUAL NZ.
“I have worked in smaller Lloyd's syndicates and larger multinational insurance companies and understand what it's like to have plenty of red tape versus complete autonomy,” he adds.
Spotlight
more responsive industry.
“The smaller team means we can move and shift to market conditions fast and be more agile to change,” says Richard Robinson, head of motor at DUAL New Zealand.
This agility has become increasingly important lately. While larger insurers often struggle with bureaucratic decision-making processes, DUAL's lean structure allows for rapid responses to market changes that can be hard to keep up with.
“After several years of hardening rates and reducing capacity, we are seeing that unwind,” says Hayden Chapman, head of property at DUAL New Zealand. “There are new sources of capacity coming into the market who are hungry to grow. This is at a time when businesses are suffering from cost pressures. This will test incumbent markets like never before.”
The company's approach to these challenges reflects its nimble nature. Rather than competing solely on price, DUAL focuses on value creation. Chapman explains: “If incumbents cannot meet the prices of alternative markets, they are going to have to demonstrate to the client that they are worth the extra money – whether it’s claims service, underwriting responsiveness or any other value they offer.”
DUAL New Zealand is no ordinary underwriting agency. We deliver fast, flexible insurance solutions for small and mid-market businesses and corporates, specialising in property, liability, financial lines, cyber, motor and transaction solutions insurance. Our entrepreneurial spirit is at our core. We have pioneered the use of technology to help our people, partners and clients do more – including our market-leading online platform WebRater. We have a team of experienced underwriters in locations across New Zealand, backed by 1,700-plus people in the global DUAL Group. DUAL is one of the world’s largest international underwriting agencies, with US$3.5 billion of GWP, operations in 21 countries and over 70 products.
Company Profile
48
Employee headcount
$150m
Gross written premium
4.5 years
Average tenure
2
Offices NZ-wide
6
Reported employee nationalities
Bio
Spotlight
Milestones
Media
Accolades
Company Profile
“The DUAL culture is one of giving back. We get the opportunity do a lot of work in the community and participate in loads of events as part of DUAL’s ESG initiatives”
Richard Robinson, DUAL New Zealand
“We don’t need to fear AI or the new world coming but to adapt to it. The applications of AI in our business are both mindboggling and exciting”
Hayden Chapman, DUAL New Zealand
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Milestones
2011
2012
2015
2016
2019
2021
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2012
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2015
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2016
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2019
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2021
Senior-level diversity at Lane Neave
Karen Adams has had a remarkable journey to her current role as CEO of Fundserv. Originally from Toronto, Adams earned a bachelor’s degree in mathematics and economics at Queens University, followed by an MBA in international finance at the University of British Columbia. After graduating, she set off across the globe, holding various positions with HSBC that took her to London, Dubai, Hong Kong, Beijing, Shanghai, Seoul and Mumbai.
That global experience gave Adams a unique perspective, prompting her to develop a leadership style that’s based on developing relationships with each individual, listening and understanding to help them reach their potential. That approach goes well beyond her own team, allowing Fundserv to succeed in creating solutions for its members.
“Having worked in many different countries, people ask if I am an expert in multicultural leadership,” Adams says. “I always say there is no such thing because that assumes you manage people based on their background. I have learned that people all want the same things: to develop our careers, give our kids a good future, etc. When she returned to Canada learned that people all
Spotlight
Fundserv is the indispensable connectivity hub for the Canadian investment industry. Headquartered in Toronto, we electronically connect Manufacturers, Distributors, and Intermediaries, enabling them to buy, sell, and transfer investment funds. With more than 100 employees, Fundserv serves hundreds of members—executing up to 63 million yearly network transactions—and provides online access to more than 70,000 investment fund products.
Established in 1993, Fundserv is a private corporation that is owned by the industry we serve. Our 10 shareholders are a cross-section of Manufacturers, Distributors, and Service Providers who represent our members.
We operate using a cost-recovery model, meaning any unused profit may be rebated back to our members. In addition to our network and applications, we lead and facilitate industry committees and working groups that promote automation initiatives and establish the industry’s electronic standards.
By ensuring every trade is processed timely, accurately, and securely, Fundserv has rightfully earned a reputation for service excellence—a hallmark of more than 25 years in the investment industry.
Company Profile
1983
Employee headcount
$150m
Gross written premium
4.5 years
PROPORTION OF WOMEN AMONG FUNDSERV EMPLOYEES
2
PROPORTION OF WOMEN IN LEADERSHIP
63,514,128
NUMBER OF ORDERS PROCESSED IN 2019
Karen Adams
Before becoming CEO of Fundserv, Karen Adams held a variety of leadership roles around the world – and she learned that listening and understanding are key to both providing service and developing talent
Read on
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Milestones
2011
2012
2015
2016
2019
2021
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2012
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2015
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2016
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2019
Curabitur feugiat eget leo id tempus. Maecenas commodo, nibh at ultricies pulvinar, ipsum erat porta metus, et tempus justo tellus euismod dolor.
2021
Senior-level diversity at Lane Neave
Karen Adams has had a remarkable journey to her current role as CEO of Fundserv. Originally from Toronto, Adams earned a bachelor’s degree in mathematics and economics at Queens University, followed by an MBA in international finance at the University of British Columbia. After graduating, she set off across the globe, holding various positions with HSBC that took her to London, Dubai, Hong Kong, Beijing, Shanghai, Seoul and Mumbai.
That global experience gave Adams a unique perspective, prompting her to develop a leadership style that’s based on developing relationships with each individual, listening and understanding to help them reach their potential. That approach goes well beyond her own team, allowing Fundserv to succeed in creating solutions for its members.
“Having worked in many different countries, people ask if I am an expert in multicultural leadership,” Adams says. “I always say there is no such thing because that assumes you manage people based on their background. I have learned that people all want the same things: to develop our careers, give our kids a good future, etc. When she returned to Canada learned that people all
Strickett shares a similar passion for promoting access to justice across all groups in the country. Her initial goal in enrolling in law school was to provide legal assistance to Indigenous causes, but a uni lecturer’s offer of a part-time job with the late immigration and refugee law barrister Rowland Woods caused Strickett to pivot. It has been 12 years since Strickett made immigration law her forte, and she remains “very grateful for this unplanned exposure”.
“I soon realised it is the best area if you want to practise administrative law on a daily basis, as you are always up against a government department. We live and breathe ‘natural justice’ – and regularly remind government of this!” she explains.
Meanwhile, Wan may have initially picked a legal career because of a childhood TV show, but the dynamic day-to-day of the job has become his favourite part of being a lawyer.
“I am going into 2023 with cautious optimism as everyone expects this year to be choppy – in saying that, this year has turned out to be filled with opportunities so far,” he says.
From those forums, a common theme arose that has plagued the industry for years: the amount of paper required in transactions.
“We have a motto to ‘axe the fax,’ and we saw this opportunity where members didn’t want their staff going into the office, but there are still physical cheques going back and forth,” Adams explains. “We put in place, in just six months, Ad-Hoc Money Movement [A$M]. We responded to the industry and are in the process of replacing cheques, which I think is awesome. We launched in January and have seen so much volume. We think ultimately we are keeping people healthier by not having to travel into the office.”
“I am really proud of the work Lane Neave did during the border closure period. While you would think that having a closed border would be the worst possible situation for an immigration lawyer (and it was initially), it eventually moved into a constant stream of really complex border entry instructions. Necessity made us leaders in this area,” she explains.
“Developing workforce mobility programs for some of New Zealand’s largest projects over this time was very challenging but very fulfilling work. There were so many pieces to the puzzle (including securing the coveted MIQ spaces!), but when the specialist workers did arrive and you saw these projects taking shape over time, it felt very rewarding to feel like we had helped in a small way to grow New Zealand.”
While she’s proud of the strides Fundserv made in 2020, Adams acknowledges that it was a challenging time as a leader. Not only did she have to ensure Fundserv kept running efficiently as her team transitioned to working from home, but she was also filled with concern for her team members.
“I just worried about our employees, their mental health and if they would be OK,” Adams says. “I like to see people, so I set up one-on-ones just to connect with them.
Moving forward, Adams says Fundserv’s goals remain aligned with those of its members, and her team will continue listening and understanding what members need so the organization can evolve accordingly. She adds that she wants Fundserv to be so good at providing a secure and reliable service that members forget it’s there – and she wants the company to continue to inspire change in the industry.
“It is sad that it took a pandemic to recog-nize the cheque issue and solve it,” Adams says. “What we will do in the future is root out those things in the industry and not wait for a pandemic to ignite change. There is no reason we can’t change. Change, like auto-mation, will accelerate from now, and we’ll do our part to keep it going.”
Spotlight
Among the opportunities on offer at Lane Neave has been the chance for all staff to expand their knowledge and understanding of te reo Māori, and to pitch in on improving the environment.
“We’re currently being offered lunchtime sessions learning te reo Māori, which is obviously a great opportunity and highly relevant,” Duncraft shares.
She adds that the firm has joined a tree-planting challenge led by Conservation Volunteers “with the aim of enhancing the biodiversity of rivers in both Christchurch and Auckland” – an initiative she describes as “awesome”. Strickett also highlights the firm’s CSR efforts, which includes “placing a real focus on reducing our carbon emissions”.
Not all of Lane Neave’s opportunities are focused on external beneficiaries – the firm also looks to prioritise initiatives that make life better for internal stakeholders.
Fundserv is the indispensable connectivity hub for the Canadian investment industry. Headquartered in Toronto, we electronically connect Manufacturers, Distributors, and Intermediaries, enabling them to buy, sell, and transfer investment funds. With more than 100 employees, Fundserv serves hundreds of members—executing up to 63 million yearly network transactions—and provides online access to more than 70,000 investment fund products.
Established in 1993, Fundserv is a private corporation that is owned by the industry we serve. Our 10 shareholders are a cross-section of Manufacturers, Distributors, and Service Providers who represent our members.
We operate using a cost-recovery model, meaning any unused profit may be rebated back to our members. In addition to our network and applications, we lead and facilitate industry committees and working groups that promote automation initiatives and establish the industry’s electronic standards.
By ensuring every trade is processed timely, accurately, and securely, Fundserv has rightfully earned a reputation for service excellence—a hallmark of more than 25 years in the investment industry.
Company Profile
Karen Adams
Before becoming CEO of Fundserv, Karen Adams held a variety of leadership roles around the world – and she learned that listening and understanding are key to both providing service and developing talent
Read on
2011
2019
2020
2022
2023
2017
DUAL New Zealand established with the opening of an office in Auckland
2011
Launch of innovative online quoting platform WebRater that streamlines the process of policy quoting and binding
2019
DUAL ANZ acquires NZ property insurance specialist underwriting agency IUA, marking a significant product expansion
2020
Senior Leadership Team formed, drawing on internal talent to address the increasing complexity of business needs
2022
Christchurch team transitions to purpose-built premises at 141 Cambridge Terrace, following Christchurch earthquakes of 2011
2016
DUAL New Zealand launches its expanded motor offering, providing comprehensive coverage tailored to clients' motor assets. GWP hits major milestone of $100 million, reflecting DUAL New Zealand’s growth and success in the industry
2023
Milestones
The power of being small
Learning from experience
Diving into diverse opportunities
The future is now
Published 02 Dec 2024
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Find out more
Julia Strickett
Carlo Wan
Sarah Duncraft
Read on
In an industry often viewed as resistant to change, DUAL New Zealand’s leadership team is proving that nimble operations, technological innovation and personal connections can transform traditional insurance
IN PARTNERSHIP WITH
Stewart Eaton
Head of liability
“Making the move from London to NZ in October 2023, settling into the country, a new company, a new role and a new market”
career highlight
Hayden Chapman
Head of property
“The first time I stood on the Lloyd’s trading floor watching the world's largest insurance market”
career highlight
Richard Robinson
Head of motor
“Being part of building the DUAL NZ Commercial Motor portfolio”
Career highlight
Executive leaders
“Seeing things done well doesn’t help you learn as much as seeing things done badly. I’ve seen plenty of both, and hopefully I can help apply some of this knowledge to DUAL NZ”
Stewart Eaton, DUAL New Zealand
While many companies tout their people-first culture, DUAL's approach stands out. "Many companies would say they are people focused,” says Eaton. “DUAL actually are, and it makes a huge difference to culture and morale.”
This focus on people extends to talent development: “Developing the people. For me it’s the most rewarding part of the business – seeing teams grow,” he adds.
Personal development is also at the forefront at DUAL.
Reflecting on his own experience, Robinson says, “I was excited to join DUAL as I could see the potential of a fast-paced and growing business that had a very positive culture. ... DUAL has seen significant growth over the time I have been here, but even with that, the smaller company and family feel to the culture has been great for me.”
This effort to build culture pays dividends in loyalty – team culture is frequently listed in surveys as the top reason why an employee will remain with a company.
When Eaton moved from the UK to New Zealand to take up his role, settling his family in a new country was his most important priority. "DUAL supported [me] every step of the way, and I will be forever thankful for their efforts,” he says.
The family atmosphere extends beyond the office walls: "The community work brings a feel-good factor to what we do, whether it be coaching my kids' soccer teams or volunteering for the charitable organisations we support,” says Robinson.
The company is also on the front foot in contributing to the communities it works with. “The DUAL culture is also one of giving back,” he explains. “We get the opportunity do a lot of work in the community and participate in loads of events as part of DUAL’s ESG initiatives.”
While she’s proud of the strides Fundserv made in 2020, Adams acknowledges that it was a challenging time as a leader. Not only did she have to ensure Fundserv kept running efficiently as her team transitioned to working from home, but she was also filled with concern for her team members.
“I just worried about our employees, their mental health and if they would be OK,” Adams says. “I like to see people, so I set up one-on-ones just to connect with them.
Moving forward, Adams says Fundserv’s goals remain aligned with those of its members, and her team will continue listening and understanding what members need so the organization can evolve accordingly. She adds that she wants Fundserv to be so good at providing a secure and reliable service that members forget it’s there – and she wants the company to continue to inspire change in the industry.
“It is sad that it took a pandemic to recog-nize the cheque issue and solve it,” Adams says. “What we will do in the future is root out those things in the industry and not wait for a pandemic to ignite change. There is no reason we can’t change. Change, like auto-mation, will accelerate from now, and we’ll do our part to keep it going.”
The future is now
From those forums, a common theme arose that has plagued the industry for years: the amount of paper required in transactions.
“We have a motto to ‘axe the fax,’ and we saw this opportunity where members didn’t want their staff going into the office, but there are still physical cheques going back and forth,” Adams explains. “We put in place, in just six months, Ad-Hoc Money Movement [A$M]. We responded to the industry and are in the process of replacing cheques, which I think is awesome. We launched in January and have seen so much volume. We think ultimately we are keeping people healthier by not having to travel into the office.”
“I am really proud of the work Lane Neave did during the border closure period. While you would think that having a closed border would be the worst possible situation for an immigration lawyer (and it was initially), it eventually moved into a constant stream of really complex border entry instructions. Necessity made us leaders in this area,” she explains.
“Developing workforce mobility programs for some of New Zealand’s largest projects over this time was very challenging but very fulfilling work. There were so many pieces to the puzzle (including securing the coveted MIQ spaces!), but when the specialist workers did arrive and you saw these projects taking shape over time, it felt very rewarding to feel like we had helped in a small way to grow New Zealand.”
Among the opportunities on offer at Lane Neave has been the chance for all staff to expand their knowledge and understanding of te reo Māori, and to pitch in on improving the environment.
“We’re currently being offered lunchtime sessions learning te reo Māori, which is obviously a great opportunity and highly relevant,” Duncraft shares.
She adds that the firm has joined a tree-planting challenge led by Conservation Volunteers “with the aim of enhancing the biodiversity of rivers in both Christchurch and Auckland” – an initiative she describes as “awesome”. Strickett also highlights the firm’s CSR efforts, which includes “placing a real focus on reducing our carbon emissions”.
Not all of Lane Neave’s opportunities are focused on external beneficiaries – the firm also looks to prioritise initiatives that make life better for internal stakeholders.
Diving into diverse opportunities
Strickett shares a similar passion for promoting access to justice across all groups in the country. Her initial goal in enrolling in law school was to provide legal assistance to Indigenous causes, but a uni lecturer’s offer of a part-time job with the late immigration and refugee law barrister Rowland Woods caused Strickett to pivot. It has been 12 years since Strickett made immigration law her forte, and she remains “very grateful for this unplanned exposure”.
“I soon realised it is the best area if you want to practise administrative law on a daily basis, as you are always up against a government department. We live and breathe ‘natural justice’ – and regularly remind government of this!” she explains.
Meanwhile, Wan may have initially picked a legal career because of a childhood TV show, but the dynamic day-to-day of the job has become his favourite part of being a lawyer.
“I am going into 2023 with cautious optimism as everyone expects this year to be choppy – in saying that, this year has turned out to be filled with opportunities so far,” he says.
Between the three of them, Duncraft, Strickett and Wan have more than 30 years of experience in the industry. Over this period, they have watched the legal profession increasingly welcome technology into operations, making life easier for lawyers.
“Certainly the role that AI has in law is an interesting one. There is some excellent technology out there that can improve efficiency and allow us to focus on the legal work, but keeping abreast of changes in this area, particularly for larger firms with more embedded systems, can be challenging,” Strickett says. “Understanding and taking the time to consider potential implications of new technology as it comes to market will be important.”
Duncraft sees climate change issues also having a big impact in her field of specialisation given the prevalence of climate-change-related natural disasters.
As the three partners settle further into their positions and help bring Lane Neave into the future, they share the important life lessons that have helped them to get where they are today. For Duncraft, the encouragement from a flatmate she had in her 20s had a lasting effect on her.
Between the three of them, Duncraft, Strickett and Wan have more than 30 years of experience in the industry. Over this period, they have watched the legal profession increasingly welcome technology into operations, making life easier for lawyers.
“Certainly the role that AI has in law is an interesting one. There is some excellent technology out there that can improve efficiency and allow us to focus on the legal work, but keeping abreast of changes in this area, particularly for larger firms with more embedded systems, can be challenging,” Strickett says. “Understanding and taking the time to consider potential implications of new technology as it comes to market will be important.”
Duncraft sees climate change issues also having a big impact in her field of specialisation given the prevalence of climate-change-related natural disasters.
As the three partners settle further into their positions and help bring Lane Neave into the future, they share the important life lessons that have helped them to get where they are today. For Duncraft, the encouragement from a flatmate she had in her 20s had a lasting effect on her.
DUAL
BDMs in the spotlight
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Being picked to lead ORDE's distribution team
career highlight
3 years
tenure at current position
25
Years of experience
Finding a balance between technology and tradition
While the industry needs to be more proactive in adopting technology, DUAL's leadership also sees room for improvement in the public perception of claims services.
“There needs to be more focus on claims,” says Eaton. “All too often we only see the bad-news stories about 'declined' claims, yet many don't realise how many millions are paid out day in, day out by claims teams. Without this, businesses and economies would suffer.”
This perspective reflects a broader understanding of insurance's role in the economy. Claims represent not just a cost centre but a crucial service-delivery point where insurance proves its worth to businesses and the broader economy.
The property insurance market has faced particular challenges recently.
A focus on culture
Meeting ingrained challenges
“Capacity has been very tight in some sectors of the property insurance market,” Chapman says. However, DUAL's connection to international markets has helped address these challenges.
“It's not always cheap, but we can provide a solution. I love being in a solution-focused company," he says, describing DUAL's approach to hard-to-place risks.
The leadership team's focus on combining technological advancement with personal service is surprisingly rare in the New Zealand insurance industry. Their experience spans both local and international markets, with Eaton bringing 25 years of London market experience and Chapman offering two decades of property underwriting expertise.
The ability to move quickly in response to market changes while maintaining strong personal relationships will be increasingly valuable as the insurance sector faces new challenges – from the rise of AI to the unpredictable impact of climate change and new patterns of consumer behaviour in motor insurance. DUAL's approach suggests that being smaller and more agile might actually be an advantage.
“DUAL prides itself on being responsive and solutions focused. We empower our team to make decisions," says Chapman.
Some may worry that a smaller operator might not have the weight to plough through turbulent seas. But those with a few storms under their belt will know that it isn't necessarily the biggest that can best navigate a gale but those who can adjust speed and steer into the wind or waves more effectively to maintain course.
DUAL has the leadership experience and agility to pivot more quickly to a wider range of market situations than many, adapting to change while maintaining close connections with its clients and communities.
A new approach to traditional insurance
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Copyright © 2024 KM Business Information NZ
Finding a balance between technology and tradition
Learning from experience
A focus on culture
Meeting ingrained challenges
Contact Us
Specialty
Best in Insurance
Resources
Risk Management
TV
News
NZ
RSS
Sitemap
Contact us
About us
Conditions of Use
Privacy policy
Terms & conditions
People
Copyright © 2024 KM Business Information NZ
Contact Us
Specialty
Best in Insurance
Resources
Risk Management
TV
News
NZ
Copyright © 2024 KM Business Information NZ
RSS
Sitemap
Contact us
About us
Conditions of Use
Privacy policy
Terms & conditions
People
Finding a balance between technology and tradition
The future is now
Learning from experience