Diary of an Insurer: Geo Underwriting’s Kate Bush

Monday

The week begins early with a 5.15am brisk walk around the village with the dog. 

Before most people have stirred, I’m exploring: What will good look like this week? For a business steeped in tradition yet poised for transformation, clarity of action and direction is essential.

At the office, the day starts with a discovery session alongside a digital platform vendor, joining us for a few days. 

Their objective: to understand the intricacies of our specialist insurance business and help shape a future-ready platform. 

Digital transformation in insurance needs careful consideration – particularly in niche markets where underwriting expertise and broker relationships are paramount. 

The ambition is to create systems that enhance efficiency without eroding the human touch and value.

The session is going well, and in full flow, so we opt for a working lunch of pizza to help us keep the momentum and conversation going. 

I leave the project team to it, and my attention turns to internal engagement where I am hosting a meeting with change advocates to ensure transparency and inclusion, vital ingredients for any successful transformation. Our advocates act as conduits, helping colleagues feel informed and involved as the business navigates significant change.

Back at home, over dinner, my farming family discuss the frustrations of the political and financial landscape for the sector, how the themes of this year’s Oxford Farming Conference are playing out, and the desire to change the narrative to a more positive outlook despite the challenges.

Tuesday

It’s mid-month, which brings a sharp focus on performance. Trading leads provide updates on key metrics, priorities are recalibrated, and attention zeroes in on a major renewal: a large and complex package spanning Farm Combined and Farm Motor policies, discussing how we best support our broker partner in retaining the business.

Next comes integration planning. Our agriculture business is merging people, platforms, and legal entities following a strategic acquisition – designed to strengthen both broking and MGA capabilities. 

Successful integration brings together system and process, with culture, communication and continuity for clients and partners, so ongoing monitoring is important.

The afternoon pivots to claims innovation, a subject close to my heart. A call with partner loss adjusters explores how digital platforms can streamline service for brokers – providing self-serve claim updates and enabling direct uploads to accelerate resolution. 

The discussion evolves into the role of artificial intelligence. How far can automation go without compromising judgment? The possibilities are exciting, but the guiding principle remains - technology should enhance, not replace, expertise.

We wrap up the 2025 performance review process. It’s been a time to reflect on achievements, development, and aspirations. 

Our commitment to the development of our colleagues is important, and scheduling opportunities for achievement and learning are an integral part of business operations.

Wednesday

It’s a beautiful Spring day in Harrogate, and a quick chat with the dog prompts our early morning walk, with a flask of hot tea in hand (Yorkshire, naturally). 

An early start avoids the disruption, and the day begins with an executive committee call on project progress and financial performance. Conversation focuses on new opportunities across the MGA as we look to evolve in new and exciting ways.

Next is the deals and propositions committee. A growth plan from the protection business, developed in partnership with a key collaborator, wins unanimous support.

Throughout the day, the digital discovery team continues its work, defining how a future platform should look and behave. 

Observing their progress sparks debate: where should AI augment underwriting, and where must human judgment prevail? In specialist markets, nuance matters. Technology can accelerate processes and improve accuracy, but underwriting remains as much art as science.

Later, my attention shifts to our marine business – a specialism added to my leadership remit late last year. Having integrated the Navigators & General business in 2025, we work on the strategic alignment of products, people and process across the now enhanced suite of products to provide an all market solution in this highly specialist class of business. 

I’m learning, but still need to Google a couple of marine terms throughout the meeting. I’m more used to tractors!

Thursday

Thursday brings an agriculture product lens. Our technical team meet to agree next steps on product development. 

In specialist markets, segmentation is key – ensuring products align with customer needs. To inform this work, we use the feedback from a recent market survey. Listening to brokers and clients is essential; their insights shape products that best support the sector.

Good news arrives mid-morning: the large renewal discussed earlier in the week is secured - a result that reflects teamwork and trading collaboration. I issue a note of thanks to the team to share my appreciation.

The day continues with a capacity tender review. Selecting the right partner for a profitable and ambitious product requires a balance of financial performance with collaborative potential. 

I’m double booked, so meanwhile, the agriculture management team convenes for its monthly meeting, progressing agreed priorities with autonomy and confidence.

Friday

Friday offers a rare opportunity for quiet focus, working from home to prepare for the busy weeks ahead, but first I join a briefing for an office open day to coincide with the Great Yorkshire Show, which we have proudly sponsored for more than 30 years. 

Our open day event will bring brokers and underwriters together – a reminder that, even in a digital age, relationships remain the cornerstone of insurance.

A management meeting with the newly acquired business gives time to review underwriting performance and distribution opportunities. 

As part of the integration, we’re keen to unlock synergies and create shared value so these meetings are essential to understand the detail.

An unexpected diary gap allows for a few calls out to members of the team. From catching up on how the lambing season is going, and returning boats to water, through to how people are finding their apprenticeships and management leadership programmes. 

It’s important to me to keep in touch and support our team on a personal level.

Just enough week left to turn to communications planning. The upcoming business broadcast will update teams on performance and priorities as we hurtle into the second quarter of the year. 

Reflection brings perspective: the pace of change has been high, and everyone is working hard. Pausing to acknowledge the progress made is a chance to celebrate successes.

My daughter is coming home from university tonight, and we have lots to catch up on. It’s important to me to support her as she heads towards her first career steps. How I’d love to be 19 again!