• Description the current economic and regulatory environment offers a unique  opportunity to construct a sustainable business insuring asset values, which are  dislocated and relatively cheap, offering disproportionately high returns. The primary concept is to insure the value of an asset or security instrument at a  specific future date. 

    The strategy is for Strategic Insurance Group International (SIGI) to raise  investment monies of USD 1,000 million to capitalize an insurance business. This  insurance business will generate premiums that will also be invested thus  leveraging the capital to produce excellent compound returns. ext goes here

  • Executive Summary

    The business plan is based on an initial capital of $1 billion, with strong scalability potential. Success hinges on two profit engines:

    1. Specialty Insurance Company (SIC) – to generate revenue via niche insurance markets.

    2. Investment Strategy – leveraging blue-chip securities and strategic capital investments, including opportunities for cross-selling.

    Key Operational Structure

    • SIC: A regulated, “A”-rated company domiciled in Switzerland due to its regulatory strength and access to European markets (post-Brexit decision).

    • Service Company: Handles IT, claims, compliance, and data analytics, enabling efficient operations and long-term profitability. Structured for tax-efficient management of future liabilities.

    • Holding Company: Oversees operations and investments, based in the U.K.

    • Locator: An online property portal and in-house technology partner, supporting data aggregation, product cross-selling, and platform expansion.

    Strategic Focus Areas

    • Target underserved specialty insurance markets, avoiding those dominated by large brokers or driven by price competition.

    • Partner with banks and financial lenders, where insurance policies help facilitate asset acquisition.

    • Integrate technology for client engagement (online claims, renewals), data-driven marketing, and customer retention.

    Cross-Selling & Expansion

    • Leverage relationships (e.g. with Locator) to introduce new insurance products: property, professional, travel, medical, and life.

    • Expand Locator’s model into investment and energy sectors.

    • Future development includes financial and quasi-banking products, deepening customer relationships and recurring revenues.

  • The team that will exploit the current opportunity will expand as the  business units are established. The current management team has excellent  reputations and long experience in the insurance sector, having executed  successful ventures and built thriving businesses. They have a history of  developing a powerful culture based on teamwork, innovation, client and  employee satisfaction, integrity, excellent results and hard work. These shared  values are also seen in the commitment to continuous learning for the entire  team. The employees are the business’s most important asset and incessant  development is crucial to improving, retaining and attracting the best staff. 

    The management team has a clear and unequivocal commitment to dealing  with regulators in a transparent and co-operative fashion. They will operate with  robust controls ensuring a fully integrated enterprise risk process. 

    Moltke’s dictum that “No battle plan survives contact with the enemy” is  certainly true of any insurance venture. With this in mind, whilst the overall  strategy will rarely change, tactics will be adjusted as the context changes. All  business plans have vulnerabilities and the management team is experienced in  identifying developments and reacting to them.