2018 Power Broker

Finance

A True Captive Adviser

Kathryn Christensen
Senior Consultant
Aon, Los Angeles

Some brokers simply sell products; others also help their clients understand their insurance needs. Kathryn Christensen excels at the latter.

Christensen advised Katie Smart, assistant vice president, risk management, Macerich, on the process of setting up a captive as it involves big capital commitments.

“Kathryn focused on our business and what we were looking for and did not try to fit our business into a captive model,” Smart said.

“The information was very detailed and accurate. She took a complex concept and did a good job at dialing it down to a straightforward one that was very useful for us when we needed to translate it upwards in the company.”

Having access to high-quality information led to a well-made decision. In Macerich’s case, Christensen helped the client assess that the time had not come to take a step ahead after all.

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“The changes modified our return on the captive, so in the end we decided not to set it up,” Smart said. “But the analysis and support that Kathryn provided was really instrumental to help us make the right decision.”

The reward, in this case, comes in the form of trust. Smart noted that, some years ago, the company already considered creating a captive but suffered at the hands of its then broker. If the topic comes up again, Christensen will be the go-to person.

Valuing a Hands-On Approach

Carmela Inneo
Managing Director
Marsh, New York

Not all brokers are able to make full use the services available to the benefit of risk managers. Carmela Inneo is the noticeable exception.

She is praised by risk managers for her ability to leverage the resources of a large organization and for her willingness to deploy those resources into the service of clients whenever the necessity arises.

“I know that, no matter if it is a small or large issue, I can talk to Carmela, and she will get it done,” said the risk manager of a large reinsurance and insurance company. Inneo helped them set up a D&O and professional insurance program.

“Carmela goes way above and beyond what anyone can expect from a broker,” agreed the vice president of a life insurance firm. “She is a pleasure to work with and she is always available, no matter if it is a weekend or holiday.”

She said that Inneo’s quick action proved vital, for example, when some of the company’s facilities were affected by the hurricanes that hit large swaths of the country.

“During the hurricanes, I received a call from our CEO’s chief of staff asking about our coverages,” the VP recalled.

“It was not exactly in my area of responsibility, but I decided that I should come up with an answer. The first person I contacted was Carmela, and she provided me with ideas and information to deliver an answer to queries from the higher levels of the company.”

Client Is King

Scott Kegler
Family Office Practice Leader
Aon, Philadelphia

Sure insurance brokers like to say the client is king. But how many act on those words?

Insurance buyers can testify that not all do. Pam Paladino, VP of HR, U.S. Fence Solutions Company, endured some frustrating experiences with brokers before working with Scott Kegler.

“Scott has been a godsend,” she said.

Her company is the kind of company that sometimes does not receive the best treatment from its insurance intermediaries. In Paladino’s words, it’s not a huge firm but it’s a complicated one — with a portfolio of companies with high needs in terms of HR coverages and employee benefits.

But Kegler managed to stand out from the broking crowd by doing the basics.

“He pays attention, which maybe does not sound an incredible thing, but, these days, it surely is. It is great when someone stops and listens to what your needs are,” Paladino said.

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By listening, she added, Kegler gained enough knowledge to set up a team of brokers to meet their different needs. In 2017, he and his team helped the firm to consolidate its employee benefits program.

He also negotiated an expansion of the firm’s existing policies in order to make them valid for a recently acquired company that operates in a sector where they did not have previous experience and which included government procurement.

Paladino also praised the way that Kegler educates himself about the business and goes the extra mile to help its development.

Expert on Acquisitions

Ammad Mahmood
Senior Vice President
Aon, Glen Oaks, N.Y.

Ammad Mahmood helped a client tackle the intricacies of evaluating risks and existing coverages of an acquired company.

Ian Fitzgerald is principal and associate general counsel for the client, Ares Management. Fitzgerald said Mahmood was a key player in the optimization of insurance programs and the evaluation of potential liability legacy issues.

“Ammad helped us to go through what the appropriate go-forward policy would be, given all the ramifications of the acquisition and our growth in size. He also enabled us to negotiate the best prices, fitting the new, expanded coverages into the budget of the company,” Fitzgerald said.

For his part, Brian Smith, vice president, corporate insurance, Prudential Financial, stressed how knowledgeable Mahmood is when structuring D&O and E&O programs.

“In the last two renewal cycles, as team lead, Ammad has exceeded our service expectations related to coverage, price and insurer selection,” he said. “He used that knowledge to construct and negotiate manuscript policy terms on D&O and E&O, plus fiduciary and EPLI.”

Also, importantly, Mahmood delivers results in a timely manner — a feature that risk managers in financial companies tend to show a particular degree of appreciation for.

“Ammad is very accommodating when it comes to turning things around, be it market information or even some historical data related to our own company,” Fitzgerald said.

E&O and D&O Master

Shawn Walsh
Senior Vice President
Aon, New York

Asset management is a globalized business where complex, multinational financial structures can provide a decisive advantage for companies in a very competitive environment. It also creates risks for executives who are exposed to different kinds of legislation and sometimes aggressive regulators.

Setting up D&O and E&O coverages in such circumstances is a tricky job, and Shawn Walsh aids his clients in dealing with that challenge.

Such was the case of Neal Wilson, chief operating officer, EJF Capital, who called Walsh to arrange professional coverages related to a new closed-end fund. It was the first time that the company employed this fund structure for one of its investment vehicles.

“We had to think through how the D&O and E&O coverages would be different from our other funds, and Shawn handled that in a quick, impeccable and professional way.”

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With Walsh’s help, EJF also revamped its general D&O and E&O programs in 2017, obtaining better coverages and similar rates, even though the company had grown.

Walsh was also praised by the chief risk officer of a U.S.-listed, Bermuda-based reinsurer for supporting the company as it looked for directors’ coverages in the market. He said the company employs a strategy similar to a hedge fund and, as such, presents some particularities regarding their D&O and E&O needs.

“Shawn helped us to find the coverages we needed, and rates and conditions were better than expected,” the CRO said.

Music to an Investors’ Ears

Barry Weiner
Managing Director
Aon, Philadelphia

In the world of private equity, any dollar saved by the companies in an investment portfolio matters. Barry Weiner helped one of the titans achieve significant savings by bringing together the cyber insurance programs of several of its companies.

For Thomas Kim, director and global risk manager, KKR, this is how a broker can leverage resources to the benefit of clients.

“Barry was directly responsible for bringing innovative cyber insurance solutions into the company,” he said. “He single-handedly leveraged a team of a dozen Aon experts that ultimately won the business.”

Weiner also implemented cyber risk solutions and other improvements to the risk management program at health care company Avalon, according to CFO Anne Stuart.

“We did not have cyber insurance, even though we are an IT-centric company,” Stuart said. “Barry and his team helped us to look at different kinds of exposure, and we are underwriting the policy right now.”

Other solutions Weiner helped implement at Avalon include a system to monitor and analyze workers’ comp losses and updated insurance accounting procedures to optimize the risk management structure.

With a focus on the private equity market, Weiner claims that the efficient insurance programs help not only to improve the company’s bottom line but also increase its market value, which sounds like music to investors’ ears.

Finalists:

Bryan Pritchet, ARM, CIC
Senior Broker
Aon, Clayton, Mo.

Graig Vicidomino
Associate Director
Crystal & Company, New York

More from Risk & Insurance

More from Risk & Insurance

Risk Scenario

The Betrayal of Elizabeth

In this Risk Scenario, Risk & Insurance explores what might happen in the event a telemedicine or similar home health visit violates a patient's privacy. What consequences await when a young girl's tele visit goes viral?
By: | October 12, 2020
Risk Scenarios are created by Risk & Insurance editors along with leading industry partners. The hypothetical, yet realistic stories, showcase emerging risks that can result in significant losses if not properly addressed.

Disclaimer: The events depicted in this scenario are fictitious. Any similarity to any corporation or person, living or dead, is merely coincidental.

PART ONE: CRACKS IN THE FOUNDATION

Elizabeth Cunningham seemingly had it all. The daughter of two well-established professionals — her father was a personal injury attorney, her mother, also an attorney, had her own estate planning practice — she grew up in a house in Maryland horse country with lots of love and the financial security that can iron out at least some of life’s problems.

Tall, good-looking and talented, Elizabeth was moving through her junior year at the University of Pennsylvania in seemingly good order; check that, very good order, by all appearances.

Her pre-med grades were outstanding. Despite the heavy load of her course work, she’d even managed to place in the Penn Relays in the mile, in the spring of her sophomore season, in May of 2019.

But the winter of 2019/2020 brought challenges, challenges that festered below the surface, known only to her and a couple of close friends.

First came betrayal at the hands of her boyfriend, Tom, right around Thanksgiving. She saw a message pop up on his phone from Rebecca, a young woman she thought was their friend. As it turned out, Rebecca and Tom had been intimate together, and both seemed game to do it again.

Reeling, her holiday mood shattered and her relationship with Tom fractured, Elizabeth was beset by deep feelings of anxiety. As the winter gray became more dense and forbidding, the anxiety grew.

Fed up, she broke up with Tom just after Christmas. What looked like a promising start to 2020 now didn’t feel as joyous.

Right around the end of the year, she plucked a copy of her father’s New York Times from the table in his study. A budding physician, her eyes were drawn to a piece about an outbreak of a highly contagious virus in Wuhan, China.

“Sounds dreadful,” she said to herself.

Within three months, anxiety gnawed at Elizabeth daily as she sat cloistered in her family’s house in Bel Air, Maryland.

It didn’t help matters that her brother, Billy, a high school senior and a constant thorn in her side, was cloistered with her.

She felt like she was suffocating.

One night in early May, feeling shutdown and unable to bring herself to tell her parents about her true condition, Elizabeth reached out to her family physician for help.

Dr. Johnson had been Elizabeth’s doctor for a number of years and, being from a small town, Elizabeth had grown up and gone to school with Dr. Johnson’s son Evan. In fact, back in high school, Evan had asked Elizabeth out once. Not interested, Elizabeth had declined Evan’s advances and did not give this a second thought.

Dr. Johnson’s practice had recently been acquired by a Virginia-based hospital system, Medwell, so when Elizabeth called the office, she was first patched through to Medwell’s receptionist/scheduling service. Within 30 minutes, an online Telehealth consult had been arranged for her to speak directly with Dr. Johnson.

Due to the pandemic, Dr. Johnson called from the office in her home. The doctor was kind. She was practiced.

“So can you tell me what’s going on?” she said.

Elizabeth took a deep breath. She tried to fight what was happening. But she could not. Tears started streaming down her face.

“It’s just… It’s just…” she managed to stammer.

The doctor waited patiently. “It’s okay,” she said. “Just take your time.”

Elizabeth took a deep breath. “It’s like I can’t manage my own mind anymore. It’s nonstop. It won’t turn off…”

More tears streamed down her face.

Patiently, with compassion, the doctor walked Elizabeth through what she might be experiencing. The doctor recommended a follow-up with Medwell’s psychology department.

“Okay,” Elizabeth said, some semblance of relief passing through her.

Unbeknownst to Dr. Johnson, her office door had not been completely closed. During the telehealth call, Evan stopped by his mother’s office to ask her a question. Before knocking he overheard Elizabeth talking and decided to listen in.

PART TWO: BETRAYAL

As Elizabeth was finding the courage to open up to Dr. Johnson about her psychological condition, Evan was recording her with his smartphone through a crack in the doorway.

Spurred by who knows what — his attraction to her, his irritation at being rejected, the idleness of the COVID quarantine — it really didn’t matter. Evan posted his recording of Elizabeth to his Instagram feed.

#CantManageMyMind, #CrazyGirl, #HelpMeDoctorImBeautiful is just some of what followed.

Elizabeth and Evan were both well-liked and very well connected on social media. The posts, shares and reactions that followed Evan’s digital betrayal numbered in the hundreds. Each one of them a knife into the already troubled soul of Elizabeth Cunningham.

By noon of the following day, her well-connected father unleashed the dogs of war.

Rand Davis, the risk manager for the Medwell Health System, a 15-hospital health care company based in Alexandria, Virginia was just finishing lunch when he got a call from the company’s general counsel, Emily Vittorio.

“Yes?” Rand said. He and Emily were accustomed to being quick and blunt with each other. They didn’t have time for much else.

“I just picked up a notice of intent to sue from a personal injury attorney in Bel Air, Maryland. It seems his daughter was in a teleconference with one of our docs. She was experiencing anxiety, the daughter that is. The doctor’s son recorded the call and posted it to social media.”

“Great. Thanks, kid,” Rand said.

“His attorneys want to initiate a discovery dialogue on Monday,” Emily said.

It was Thursday. Rand’s dreams of slipping onto his fishing boat over the weekend evaporated, just like that. He closed his eyes and tilted his face up to the heavens.

Wasn’t it enough that he and the other members of the C-suite fought tooth and nail to keep thousands of people safe and treat them during the COVID-crisis?

He’d watched the explosion in the use of telemedicine with a mixture of awe and alarm. On the one hand, they were saving lives. On the other hand, they were opening themselves to exposures under the Health Insurance Portability and Accountability Act. He just knew it.

He and his colleagues tried to do the right thing. But what they were doing, overwhelmed as they were, was simply not enough.

PART THREE: FALLING DOMINOES

Within the space of two weeks, the torture suffered by Elizabeth Cunningham grew into a class action against Medwell.

In addition to the violation of her privacy, the investigation by Mr. Cunningham’s attorneys revealed the following:

Medwell’s telemedicine component, as needed and well-intended as it was, lacked a viable informed consent protocol.

The consultation with Elizabeth, and as it turned out, hundreds of additional patients in Maryland, Pennsylvania and West Virginia, violated telemedicine regulations in all three states.

Numerous practitioners in the system took part in teleconferences with patients in states in which they were not credentialed to provide that service.

Even if Evan hadn’t cracked open Dr. Johnson’s door and surreptitiously recorded her conversation with Elizabeth, the Medwell telehealth system was found to be insecure — yet another violation of HIPAA.

The amount sought in the class action was $100 million. In an era of social inflation, with jury awards that were once unthinkable becoming commonplace, Medwell was standing squarely in the crosshairs of a liability jury decision that was going to devour entire towers of its insurance program.

Adding another layer of certain pain to the equation was that the case would be heard in Baltimore, a jurisdiction where plaintiffs’ attorneys tended to dance out of courtrooms with millions in their pockets.

That fall, Rand sat with his broker on a call with a specialty insurer, talking about renewals of the group’s general liability, cyber and professional liability programs.

“Yeah, we were kind of hoping to keep the increases on all three at less than 25%,” the broker said breezily.

There was a long silence from the underwriters at the other end of the phone.

“To be honest, we’re borderline about being able to offer you any cover at all,” one of the lead underwriters said.

Rand just sat silently and waited for another shoe to drop.

“Well, what can you do?” the broker said, with hope draining from his voice.

The conversation that followed would propel Rand and his broker on the difficult, next to impossible path of trying to find coverage, with general liability underwriters in full retreat, professional liability underwriters looking for double digit increases and cyber underwriters asking very pointed questions about the health system’s risk management.

Elizabeth, a strong young woman with a good support network, would eventually recover from the damage done to her.

Medwell’s relationships with the insurance markets looked like it almost never would. &

Bar-Lessons-Learned---Partner's-Content-V1b

Risk & Insurance® partnered with Allied World to produce this scenario. Below are Allied World’s recommendations on how to prevent the losses presented in the scenario. This perspective is not an editorial opinion of Risk & Insurance.®.

The use of telehealth has exponentially accelerated with the advent of COVID-19. Few health care providers were prepared for this shift. Health care organizations should confirm that Telehealth coverage is included in their Medical Professional, General Liability and Cyber policies, and to what extent. Concerns around Telehealth focus on HIPAA compliance and the internal policies in place to meet the federal and state standards and best practices for privacy and quality care. As states open businesses and the crisis abates, will pre-COVID-19 telehealth policies and regulations once again be enforced?

Risk Management Considerations:

The same ethical and standard of care issues around caring for patients face-to-face in an office apply in telehealth settings:

  • maintain a strong patient-physician relationship;
  • protect patient privacy; and
  • seek the best possible outcome.

Telehealth can create challenges around “informed consent.” It is critical to inform patients of the potential benefits and risks of telehealth (including privacy and security), ensure the use of HIPAA compliant platforms and make sure there is a good level of understanding of the scope of telehealth. Providers must be aware of the regulatory and licensure requirements in the state where the patient is located, as well as those of the state in which they are licensed.

A professional and private environment should be maintained for patient privacy and confidentiality. Best practices must be in place and followed. Medical professionals who engage in telehealth should be fully trained in operating the technology. Patients must also be instructed in its use and provided instructions on what to do if there are technical difficulties.

This case study is for illustrative purposes only and is not intended to be a summary of, and does not in any way vary, the actual coverage available to a policyholder under any insurance policy. Actual coverage for specific claims will be determined by the actual policy language and will be based on the specific facts and circumstances of the claim. Consult your insurance advisors or legal counsel for guidance on your organization’s policies and coverage matters and other issues specific to your organization.

This information is provided as a general overview for agents and brokers. Coverage will be underwritten by an insurance subsidiary of Allied World Assurance Company Holdings, Ltd, a Fairfax company (“Allied World”). Such subsidiaries currently carry an A.M. Best rating of “A” (Excellent), a Moody’s rating of “A3” (Good) and a Standard & Poor’s rating of “A-” (Strong), as applicable. Coverage is offered only through licensed agents and brokers. Actual coverage may vary and is subject to policy language as issued. Coverage may not be available in all jurisdictions. Risk management services are provided or arranged through AWAC Services Company, a member company of Allied World. © 2020 Allied World Assurance Company Holdings, Ltd. All rights reserved.




Dan Reynolds is editor-in-chief of Risk & Insurance. He can be reached at [email protected]