Insurance · Client Story
How a US agency cleared its policy backlog and freed up producers
An independent P&C agency operating three branch offices across the Southeast, running roughly 35 producers on Applied Epic, with a book built through a mix of organic growth and two prior acquisitions.
3×faster submission turnaround
7 wksto clear the full backlog
~60%less producer time on service work
The challenge
- A recent acquisition added a second book of business faster than the agency's back-office capacity could absorb it.
- New business submissions and endorsements were running 8 business days behind on average, with some files sitting closer to three weeks.
- Producers were spending an estimated 40% of their week on service work — chasing status updates, fixing errors, re-submitting incomplete applications — instead of selling.
- Two open account manager roles had sat unfilled for months in a tight local labor market.
The approach
- A two-week discovery phase categorized the backlog by type — new business, endorsements, renewals — and identified where the majority of the delay was concentrated (endorsement processing, as it turned out, not new business).
- A four-person dedicated team was recruited and trained directly inside the agency's Applied Epic environment, following documented SOPs built during discovery rather than a generic playbook.
- The team ran a phased transition — two weeks of shadowing existing staff, one week of reverse-shadowing with the new team handling files under review — before taking over production work.
- A shared backlog dashboard gave agency leadership daily visibility into queue depth by file type, replacing the informal, hard-to-track status that had existed before.
Where they landed
The agency kept the dedicated team on as permanent capacity ahead of a third acquisition, rather than scaling back once the backlog cleared.
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