Blocking and tackling: claims still needs the human touch
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Why investing in innovation to empower claims professionals is the true key to unlocking success
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In football, it’s often not the trick plays or flashy speed that determine the outcome – it’s the blocking and the tackling. And while those fundamentals may seem simple, without them success is hard to come by.
In the claims process, it’s very much the same. Because, as innovative technology, specifically AI, continues to reshape and redefine how the claims process works, it’s the blocking and tackling that can help solve the bulk of client concerns and deliver the results clients expect.
At Gallagher Bassett, they understand this better than most.
Gallagher Bassett is the premier claims-management partner for clients who seek comprehensive solutions to limit the impact of risk, navigate business challenges, and achieve the outcomes that matter most to your organization. With a legacy dating back to 1962, we have a track record of growth, stability, and success that is unmatched in the industry. Our investments in innovation have resulted in the development of award-winning RMIS services and AI-enabled decision-support tools unrivaled in the marketplace today. We take a collaborative, tailored approach to claims management because we understand how vital this is to your success.
“We know what our frontline people deal with on a day-to-day basis, and [as such] we’ve been able to make decisions that impact quality of life as well as outcomes from that”
Charlie Lamberta, Gallagher Bassett
Published Sep 28, 2026
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“You have to be unapologetically focused on process improvement. That has got to be at the forefront if you’re a people-first organization”
Irina Simpson,
Gallagher Bassett
“We’re spending more of our time, energy, and resources on the development of our people – that’s attracting, retaining, and developing people to place them in a position to be successful”
Joe Zinga,
Gallagher Bassett
“Our people-first strategy resonates incredibly well in the market. And it’s something that we’re very proud of when we talk to our carriers”
Sean Willett,
Gallagher Bassett
Known for its commitment to excellence in claims management, and having successfully built a world-class claims operation, Gallagher Bassett’s team knows all too well the power of perfecting the basics.
“The third-party administrator (TPA) claims-management space is changing,” says Charlie Lamberta, EVP of claims operations, liability & property. “Technology is changing too. We’re also dealing with an aging population in claims handling on the frontline. [At Gallagher Bassett], we’re always looking at training up the next generation by using a combination of technology and a people-centric approach.
“We know what our frontline people deal with on a day-to-day basis, and [as such] we’ve been able to make decisions that impact quality of life as well as outcomes from that. Because that’s the first pillar of building a world-class claims operation; you have to have staff who are technically trained do the blocking and tackling, and you have to treat them well.”
‘You have to be unapologetically focused on process improvement’ Irina Simpson, EVP of workers’ compensation, agrees, adding that having a brilliant claims strategy is almost a byproduct of having a people-first culture. And that begins with investing in your teams’ futures.
“We make substantial investments in learning and development in a variety of ways, including investing in experienced talent and providing them with opportunities to continue their career development.
“Our industry is moving so fast. Even if you put aside the technology, regulations and laws are changing too. Carriers are offering different types of policies and coverages; there are different types of risks emerging. So, if you expect the talent to remain with what they’ve been trained on for 15 to 20 years, you’re going to lose that battle. That means continuous investment in the professional development of your staff [is essential]. At Gallagher Bassett, we have a unique way of doing things, and it’s incumbent upon us to upskill individuals coming in from the outside. Whether that’s technical leadership, customer service, or just how we approach problem-solving, it all has to be a part of the training.”
Simpson is adamant that all this training and investment in talent pipelines are beneficial to a company only if it keeps one thing front and center – continuous improvement and adaptation to both the market and client expectations.
“You have to be unapologetically focused on process improvement,” she tells IB. “That has got to be at the forefront if you’re a people-first organization. Process improvement and constantly challenging the way we’ve always done things, especially in the world of claims where [elements] change all the time. [It’s about] being able to identify issues and reimagine [processes] by listening to our people to do something significantly faster and [more efficiently].”
Part of this commitment to continuous improvement hinges on leveraging the best technology on the market. Simpson tells IB that while AI is important here, it’s not the starting point of everything they do. Essentially, technology is used to enhance the way their people work, not replace them. And Lamberta agrees, adding that they’re using technology to remove the arduous and repetitive tasks from frontline staff, allowing them to focus more on the human side of things.
‘The claims process is a lot like chess – there are so many moving pieces’ “It means less chasing of information that’s publicly available, providing guideposts to what you would expect on a well-handled claim, moving the administrative tasks either into a low-tech or a high-tech solution, so the resolution manager doesn’t have to be the ‘be all and end all,’ says Lamberta.
“They can just say, ‘Here are the facts, here’s my evaluation, here’s my concurrence with our client, and here’s the execution.’ We both look at AI and technology as a force multiplier, not as a replacement for good judgment, sound foundation, empathy, or good execution.”
“The claims process is a lot like chess – there are so many moving pieces,” says Simpson. “If you remove the things that can be done by automation or machine technology, it allows the person at the center to start figuring out where their next move is. Because there is a lot to consider. Do you know how to de-escalate a conflict? Do you understand how to negotiate? This career is not straightforward – it’s complex, and while it can be extraordinarily rewarding, it’s not for everybody.”
Technology, meanwhile, can increasingly work behind the scenes, ensuring the right professional is dealing with the right loss from the outset.
are recovering, back to health, and back to work? What are you doing to make sure that my customers get the satisfaction and the customer service they need from your frontline claims professionals? At Gallagher Bassett, we’ve threaded the needle by putting a huge emphasis on our people and on the platforms they’re leveraging.”
And the results speak for themselves. By using technology not to replace but to supercharge its people, Gallagher Bassett is already seeing the benefits they’re able to pass along to injured workers and clients. Zinga also reveals that their new tool – GB Navigator – consolidates and organizes all work items, tasks, and claims into a single, user-friendly platform, allowing claims professionals to focus on the most important matters.
‘Our people-first strategy resonates incredibly well in the market’ Given current talent challenges, having that homegrown pipeline coupled with such an impressive retention rate can signal only great things to come. After all, for insurance carriers, claims are central to profitability, and so having the right claims professionals is especially important.
As Sean Willett, SVP of carrier practice strategy and go-to-market, tells IB across conversations with chief claims officers, underwriting leaders, program administrators, and MGAs, one issue always comes up – talent. And it’s here that Gallagher Bassett stands out from the crowd once again.
“The people problem looks a little different between our carriers. Our people-first strategy resonates incredibly well in the market. Whether that’s the talent development and investments in people that we’re making, the scale of our organization, or the amazing work our claims team has done, a lot of carrier claims operations aspire to have that level of scale and specialization that we’ve built over the last couple of years. And it’s something that we’re very proud of when we talk to our carriers.”
“Regardless of the line of business, you have to get the right claim to the right person at the right time. And how do you use these tools to resolve that quicker? To me, that’s what blocking and tackling is about.”
AI is not an ‘easy button’ The mindset also reflects current market demands. Joe Zinga, EVP of risk management, tells IB that the sector is yearning for the claims industry to leverage technology as effectively as possible – but it’s not a replacement for investing in people.
“In every meeting I have with clients, technology inevitably comes to the forefront,” Zinga says. “But there’s a flip side to that too, and that’s the people element. We’re spending more of our time, energy, and resources on the development of our people – that’s attracting, retaining, and developing people to place them in a position to be successful. And, importantly, not using technology or AI as an ‘easy button.’
“Because technology doesn’t really help with blocking and tackling. How do you make sure someone returns my phone call? How do you ensure there’s consistent communication and collaboration? How do you ensure my injured workers
this was not the way to go,’” says Lamberta. “I promised myself that when I moved up the ranks, I’d listen to those on the frontline. They have to have a voice.”
One recent example came from employees who saw an opportunity to improve the process for checking whether authority had been received to make a payment. Previously, claims professionals had to create a diary reminder, manually check for approval, and, if it had not arrived, chase it.
“We got the feedback, we got to work, and we streamlined the process, integrated it into our GB Navigator system, and just rolled it out,” Lamberta says. “Now there’s a push notification: the authority’s been approved. It’s in your file. Click the link. You go right to the file. You see the authority, and you can execute.”
Individually, the saving sounds small. However, across an operation processing hundreds of thousands of payments, those seconds rapidly accumulate.
“How much time does that save? Maybe 10, 15, 20 seconds? But 20 seconds multiplied by 500,000 executions a year – that’s a lot.”
An internal second overhaul tackled the volume of internal emails generated around smaller invoices. By working with frontline employees to redesign the process while maintaining appropriate controls, the business estimates the change “saves 100,000 emails a year between Gallagher Bassett employees, maybe more,” according to Lamberta. “Just by executing that change in process, we saw on the claims that had those types of invoices that the duration was reduced by over three days.”
‘Empathy is just as important a skill as technical capability’ And when you invest meaningfully in AI, the benefits you reap go far beyond the technicalities – authentic use of this tech can even help claims professionals deliver more empathy and value to clients.
“There are investments in sentiment analysis as it relates to telephony,” adds Simpson. “There’s a direct correlation to empathy, to caring, to the ability to identify where clients may need additional support.”
For Lamberta, this is yet another prime example of how Gallagher Bassett is investing in its greatest asset – its people – with his team currently leveraging tech to teach new hires the importance of empathy in claims operations.
“During the interview process, I ask questions to see if they show and understand and relate to empathy. You can disagree about whether the client is responsible, you can disagree on the amount of the claim – but don’t forget that this person is a human being having a really bad day.
“Yes, there’s technology – there are things that we do to improve the process – but at Gallagher Bassett we’re also interviewing and training up our future claims professionals to understand that empathy is just as important a skill as technical capability.”
Giving frontline employees a voice This people-first culture is embedded in everything Gallagher Bassett does, including guiding the types of tools it opts to invest in. Because at Gallagher Bassett, how it invests in technology is just as important as what tech it opts for. While many in the market might fall prey to “shiny-toy syndrome” – a rush toward the newest piece of technology without considering its actual benefits – Gallagher Bassett’s approach is grounded in lived experience.
“When I was a trainee, and I would receive these memos about changes in claims, whether it be a system update or a new process, I’d think to myself, ‘Who thought of this? If they just sat at my desk for 30 seconds, they would have realized
This marriage between technology and people is something that will really define the success of claims operations in the months and years to come. Because while AI and tech will inevitably change high-level logistics, that basic blocking and tackling will always need a human touch.
“Everybody defines blocking and tackling in a slightly different way. As an industry, we’ve got to define what it really means,” adds Simpson. “When I think about blocking and tackling, it’s the foundational cornerstones of what makes a claim successful. How many times you document a plan of action is not necessarily blocking and tackling, although some people may perceive it to be that way. To me, blocking and tackling is being able to establish a deep rapport with the person on the other line of the phone that can help you identify various facts and be able to establish a proper strategy.”
It’s a distinctly human skill set, one that technology can support rather than supplant. Claims professionals must navigate medical care, relationships, negotiation, and complex decisions, often simultaneously. And it’s easier said than done.