A focused course, tailored for you
Insurance Carrier PM Manager's Portfolio-Authorship Playbook
How a project manager at a global insurance carrier anchors a portfolio when the firm tightens around combined-ratio and capital.
When global insurance carriers tighten around combined-ratio and capital, PM managers without published portfolio-authorship narratives read as coordination overhead.
$199 one-time
Tailored to your situation. Access within 24 hours. 30-day money-back.
Includes a hand-built implementation playbook delivered alongside course access, generated for your specific situation.
Why this course
Global insurance carriers running combined-ratio-and-capital tightening reach PM manager functions in the same operating-model cycle. Senior PMs above are protected by their portfolio ownership; coordinators below are protected by their direct delivery. The PM Manager layer is the band the deck reviews most carefully.
The PM managers who survive own a documented portfolio-authorship narrative with measurable delivery and underwriting outcomes, a stakeholder map across underwriting and claims leadership, and a quarterly portfolio-state artefact the head of program management reads first.
The course covers the three artefacts and the 90-day path to portfolio-authorship framing. Plus a hand-built implementation playbook against your real PM Manager scope.
The 12 modules
Module 1. Reading combined-ratio-and-capital tightening for PM Manager implications
Combined-ratio-and-capital tightening at global insurance carriers reaches PM Manager functions in three predictable phases: enterprise capital review, business-segment review, and Manager-portfolio review. The diagnostic decodes which signals (combined-ratio drift, capital-adequacy targets, risk-based capital efficiency, expense-ratio compression) indicate that the PM Manager function is in the redraw set.
Module 2. Generic PM Manager vs portfolio-authorship leader
Two structurally different framings of the same insurance PM Manager seat read very differently to the deck. Generic PM Manager shows up as coordination overhead with a meeting-coverage ratio. Portfolio-authorship reads as the leadership the business depends on through tightening: documented delivery and underwriting outcomes, stakeholder map across underwriting and claims, and quarterly state artefact the head of program management forwards.
Module 3. Your documented portfolio-authorship narrative
Construct the portfolio narrative as a head of program management-grade two-page document anchored to measurable delivery and underwriting outcomes: programme delivery cadence, expense-ratio contributions, loss-ratio improvements driven by programmes in your portfolio, premium-growth contribution, capital-efficiency outcomes, and forward optimisation pipeline. Three structural templates (underwriting-transformation-anchored, claims-modernisation-anchored, distribution-modernisation-anchored).
Module 4. Stakeholder map across underwriting and claims leadership
Map your stakeholders across underwriting (CUO, line-of-business heads, pricing actuaries), claims (CCO, claims VPs, claims-operations leaders), and adjacent functions (distribution, finance, reinsurance, capital markets). Format: stakeholder name, sponsorship-level, last meaningful business-line interaction, current dependency status. The map the head of program management cites by PM Manager name in tightening reviews.
Module 5. Quarterly portfolio-state artefact for the head of program management
The quarterly artefact is a two-page state document covering portfolio momentum, programme delivery cadence, combined-ratio-and-capital contributions, stakeholder-partnership status, regulatory-overlay positioning (NAIC, ORSA, SII for European exposures), and emerging risks. Cadence is end-of-quarter delivery to head of program management with copies to CUO, CCO, and CFO. Three worked examples from real global insurance carrier PM Manager portfolios at different tightening stages.
Module 6. Working with underwriting, claims, and finance
PM Manager work overlaps underwriting (pricing and segmentation initiatives), claims (claims-modernisation programmes, severity-and-frequency improvement), and finance (expense-ratio defence, capital-and-reserves planning). The collaboration pattern that strengthens defensibility: portfolio artefacts shared with each function, joint programme governance, shared sponsor narratives. Examples of joint-team narratives that elevated a PM Manager to Senior Manager.
Module 7. Combined-ratio and capital storytelling for finance
Combined-ratio and capital efficiency are what finance reads first in tightening reviews. Format the combined-ratio-and-capital story as a four-quarter trend with expense-ratio breakdown, loss-ratio contributions by initiative, capital-charge efficiency, premium-growth contribution, and forward pipeline. Three storytelling templates and the talking points each gives the head of program management.
Module 8. Cross-portfolio leverage
Reusable PM Manager practices that scale across portfolios: programme-onboarding protocols, quarterly business-review cadences, transformation-roadmap templates, regulatory-overlay templates, claims-modernisation playbooks. The leverage pattern that signals PM Manager-grade portfolio-authorship leadership rather than portfolio coverage. How to convert delivered PM Manager work into published practice the head of program management cites.
Module 9. Regulatory considerations: state DOIs, NAIC, ORSA, SII, climate
Insurance is regulated at state level for US business (state DOIs for rate-and-form filings), under NAIC model laws (ORSA enterprise risk, risk-based capital), Solvency II for European business, federal frameworks (TRIA terrorism risk), and emerging climate-disclosure requirements (NAIC climate-risk survey, SEC climate disclosure, EU SFDR). The compliance overlays that strengthen the portfolio narrative.
Module 10. Scope statement: PM Manager vs Senior Manager / Programme Director
Two overlapping seats with different scopes. PM Manager scope covers portfolio delivery, cross-function partnership, IP authorship at portfolio level. Senior Manager scope adds portfolio-line ownership, succession sponsorship, cross-portfolio leverage. Programme Director scope adds programme-area P&L and operating-committee participation. The scope statement that puts you in the Senior Manager and Programme Director track defensibly.
Module 11. Promotion mechanics inside global insurance carrier PM
Internal path from PM Manager to Senior Manager to Programme Director. The promotion artefact (portfolio narrative, cross-function partnership record, combined-ratio-and-capital contribution, regulatory positioning) and the cycle calendar (Q1 review, Q2 nomination, Q3 cabinet review, Q4 announcement). What gets a PM Manager shortlisted, what blocks a PM Manager who is otherwise qualified.
Module 12. Your 90-day move to portfolio-authorship framing
Day-by-day plan with daily artefacts. Days 1-7: portfolio narrative scaffold drafted from your programme inventory. Days 8-21: stakeholder map v1 completed with underwriting and claims sponsorship statuses confirmed. Days 22-45: quarterly artefact v1 delivered to head of program management. Days 46-60: portfolio-line ownership conversation. Days 61-90: Senior Manager conversation scheduled with operating-committee sponsor identified in module 11.
How this addresses your situation
Specific modules that map to what you said you are dealing with.
Modules 1 and 2 cover the diagnostic.
Modules 3 to 5 produce the three artefacts.
Modules 6 to 9 cover cross-function cadence, combined-ratio-and-capital storytelling, leverage, and regulatory.
Modules 10 to 12 cover scope, promotion, and 90-day execution.
FAQ
Will the head of program management actually forward my quarterly artefact?
Module 5 is built around the format heads forward.
What if my portfolio spans multiple lines of business?
Module 3 covers that case.
Why pay for this instead of reading free PMI content?
Free content covers technique.
Is Senior Manager actually open?
Module 11 covers that diagnostic.
What is in the implementation playbook for me specifically?
A draft portfolio narrative; a draft stakeholder map; a 90-day plan with conversations against your head of program management.
