Your pricing talent challenges.

Experienced insurance pricing analysts are hard to find. In the absence of a readily available pricing talent pipeline:

… roles sit open for 3–6 months (or more)

… work gets redistributed to whoever is left

… projects slip, reviews get rushed, and the pressure quietly builds

And, when you find the perfect fit for the role:

… they have to work out their notice

… onboarding takes time

… there’s often an element of training so they get familiar with your lines, your tools and your governance

By the time they’re fully contributing to the role, the rest of the team has already been covering the gap for months. If vacancies have become a “new normal”, it’s a sign your current talent model is running too hot.

See how we help pricing leaders hire insurance pricing analysts differently

Most pricing teams still rely on some version of: “We’ll hire someone smart and teach them in the team.”

In practice, that often means:

• 6–12 months before a new analyst is truly net-positive

• Senior analysts doing two jobs – delivering BAU and change and training juniors from scratch

• Lots of learning-by-doing on live portfolios, under Consumer Duty

You don’t have infinite time or headspace for basic education, especially when:

• Reviews are more frequent

• Data and tools are evolving

• Governance expectations are higher

Onboarding can’t be an afterthought anymore. It has to be designed.

Read why “we’ll train them on the job” is failing pricing teams

Consumer Duty hasn’t just changed product and distribution conversations. It’s raised the bar for pricing capability.

Pricing teams are now expected to:

• Evidence fair value and price & value outcomes

• Build and interpret more sophisticated MI

• Document decisions and trade-offs in a way that stands up to challenge

• Make sure models and changes don’t create unintended harm

That requires analysts who can:

• Think beyond loss ratio and GWP

• Understand governance and documentation

• Communicate clearly with non-technical stakeholders

If your analysts are still learning these expectations “on the side”, you’re carrying more risk than you’d like.

Almost every team has them:

• The person who knows where all the data quirks are

• The one who can fix the model just before committee

• The person everyone calls when something “looks weird”

They’re invaluable – until they’re:

• On holiday

• Pulled into another project

• Thinking about moving on

Signs this is becoming a problem:

• Work queues behind the same names

• Certain meetings can’t happen if they’re not available

• You feel uncomfortable if you imagine them leaving

That’s key-person risk, and it’s not just an operational problem – it’s a governance and resilience issue.

Rating engine migrations. New products. New channels. AI and machine learning initiatives. Every transformation project wants your best pricing people.

In reality:

• The same core analysts are on every steering group and working party

• BAU still has to be done

• Onboarding juniors or new hires drops to the bottom of the list

You end up making impossible trade-offs:

• Keep BAU safe, and transformation slows

• Focus on change, and BAU suffers

• Try to do both, and your best people burn out

It’s hard to build a future-ready pricing function when you’re stuck firefighting the present.

UK insurance pricing has become a competitive talent market:

• Data and analytics skills are in demand in every sector

• Actuarial and pricing talent is being pulled into capital, risk, data science and beyond

• Remote and hybrid working mean you’re often competing with more employers than before

For many leaders, it feels like:

• You’re fishing in the same shallow pool as everyone else

• You either pay more for experienced hires or lower the bar and accept the ramp-up pain

• There’s no obvious way to build a sustainable pipeline of people who actually want careers in pricing

That’s not a great position to build a 3–5 year plan from.