Sjanil Bansraj

Member of Management Team with 14 reports of which 10 direct. Broad responsibilities including Finance, UW Service, Facility, Operations & IT, Project Delivery and ensuring our office runs smooth and people are happy. For Europe I chaired quarterly meetings to share knowledge.

Projects:

• Reporting: Did all internal and external reporting on (financial) numbers.
• Finance (2019): Manager was not performing so I took on Finance & Facility. First job was to reduce outstanding balance and wrap up Schouten financials. After that the team was restructered with a new lead.
• RPA: We have succesfully led a polit to work to implement an RPA.
• Covid: Did heavy lifting in managing premise and keeping moral high.
• Office Move 2023: Our lease was ending and we needed more space. I was the project manager to do a market consultation, handle contract negotiations and deliver new office.

Moved to operations as part of the Core System Replacement (CSR) project. The role quickly developed in to a project management and operations role. With many shared services not present in the office I worked with most international teams (a.o. Internal Audit, IT, GTS, Risk, Compliance, Facility, MGA, GDPR). I kept underwriting until March 2017.

Projects:

• CSR: Due to Management Team being replaced I had to lead end stage negotiations and full project roll-out including datamigration and system design. It was from this moment onwards that I was involved in EDF (mapping, translating, explaining underwriting flows to IT and solving data issues).
• Schouten: In 2017 we started moving business at our broker Schouten Insurance to the Markel binder. I was part of the team, focusing on the delivery & communication. Following the move I digitalized Schouten (which still had paper files) and then worked on integration the Schouten Binder into Markel (2020). This included a data migration and people transfer plan. We then distributed the remains to 2 brokers and sold the Non-Markel MGA, for which I handled the transfer and data migration.
• Re-underwriting 2018: The Dutch book was not performing well. Old management was removed and together with the MD and UW Manager we did a re-underwriting exercise increasing the performance significantly. From 2018 onwards the office has been highly profitable. My job was around bringing data together and picking the policies to look at. In parallel we invested in optimizing the processes.
• Brexit: Worked as local lead with the Brexit team to communicate and transfer the book + remains under Part 7. On the non-underwriting side I worked on contract transfers with legal and moving entities.

Promoted to Senior for D&O and PI.

• Helped grow the book to 20 million for Liability and expanding our market reach
• Engineering was discontinued at the end of 2015. From 2015 onward I took over the (profitable) SME segment.
• I handled all MI request from the local team (generating these from Qlikview but also combining these for sales and tracking UW performance).

At the very start of Markel Netherland I joined as Underwriter D&O, quickly expanding my role to whatever was needed to support the growth. This included:

• Underwriting D&O, PI (2012 onwards) GTPL/Engineering (2014 onwards).
• Redesigning SCS to local needs together with IT.
• Setting up a company Linkedin page.
• Developing RCF spreadsheets for all lines (including Engineering).
• Developed the Molar (or markel online portal) for The Netherlands.

• Junior Underwriter D&O.