The cancellation of Blueprint Two in March 2026 did not come as a surprise to anyone who had been watching. What it did do was clarify something that many in the market had been reluctant to say plainly: the London market’s technology modernisation problem is not going to be solved from the centre. Every insurer is now on its own. And for brokers, that matters.
Wojciech Korobacz (pictured), UK London Market lead at Sollers Consulting - an international advisory and technology integrator that has worked with clients including Liberty Specialty Markets, Beazley, and QBE across the London market - has spent a decade inside these transformation projects. His read on where the market actually stands is blunt.
“Legacy platforms responsible for premium and accounting settlement are extremely complex, with extremely important consequences for the whole organisation,” he told Insurance Business. “Majority of customers are still using very old platforms. These are really outdated, very difficult to integrate, not API-based, not cloud-based at all. However, there is no real alternative at the moment, and these projects are just extremely risky and difficult to tackle.”
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That is the market Sollers Consulting - founded in Poland in 2000 and operating across the UK, the Nordic countries, Germany, France, and now expanding into the US and Japan - has built its London business around. The firm does not just produce slides: it implements the technology itself, which means Korobacz’s perspective on where transformation projects fail is grounded in live delivery.
Blueprint Two was not, in Korobacz’s view, let down by its ambition. It was let down by how it was run. The programme - a joint venture between Lloyd’s, DXC Technology, and the International Underwriting Association (IUA), delivered through the platform now known as Velonetic - was driven by a waterfall approach that gathered requirements for months before anything was visible. By the time problems surfaced, they were too embedded to fix quickly.
“The communication used was that everything was great, going in the right direction - but that was simply not true,” Korobacz said. “The amount of complexity discovered throughout the implementation was the reason why it was ultimately shelved.”
One specific failure he flags is instructive. Companies focused on runoff business - those that acquire and manage existing books rather than writing fresh policies - were not included in the original requirements at all, and were brought into the process far too late. “That group of companies was not taken into account while defining the requirements,” he says. “So they were brought very late into the whole picture.”
Lloyd’s officially shelved Blueprint Two, its years-long attempt to build a centralised digital marketplace for placement and processing, in March 2026. The underlying problem it was designed to solve has not moved with it.
The practical consequences for brokers are real. When an insurer’s policy administration system cannot receive structured data, brokers default to email. When an underwriter’s submission intake is manual, triage is slow. When a carrier has no API connectivity, integration with broker platforms is impossible.
Korobacz identifies delegated authority as the most acute unresolved gap in the market right now. Delegated authority accounts for approximately 40% of the London market by premium volume, yet the bordereaux ingestion problem - where coverholders submit data to carriers in inconsistent, unstructured formats that require significant manual processing - remains largely unsolved. “There is not an easy way to manage that process and not an obvious solution for the whole market,” he said. “There is huge untapped potential in any solution that would really find a good answer to that problem.”
COVID accelerated some of this. The first closure of the Lloyd’s underwriting room in the market’s history forced brokers and insurers to engage digitally with electronic placement platforms that had been available for years but barely used. According to the Guidewire London Market Tech Barometer 2026, legacy systems ranked as the primary blocker when brokers were asked to identify the single biggest impediment to modernisation. The same survey found that 78% of broker respondents are now proceeding with their own technology strategies regardless of any market-wide programme.
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Against that backdrop, Korobacz is careful about where he places AI in the conversation. The current wave of AI adoption in the London market is real - four in 10 insurers are now using AI in underwriting, according to Sollers Consulting research spanning 10 markets published in July 2026, with 126 active AI use cases identified across the insurance sector. But the most common applications are narrow: automating the ingestion of unstructured submission data from emails, and triaging incoming risks against an underwriter’s appetite.
Companies including Sixfold and Send are active in that space. Korobacz also points to HyperExponential, which he says has been moving from its origins as a pricing tool into what he describes as agentic underwriting orchestration - a signal, in his view, of where the market’s ambitions are heading. These tools are genuinely useful, Korobacz says, but they sit on top of infrastructure problems they cannot solve. “AI tools are addressing that need,” he said. “But the biggest problem is that there is no real documentation to these old platforms. Everything needs to be really rediscovered.”
The gap between London market insurers who are genuinely modernising and those who are managing operational resilience on 30-year-old systems is widening. Blueprint Two’s failure means that gap will not be closed by a collective programme. It will be closed firm by firm, or not at all. Brokers who understand which side of that divide their capacity partners sit on will be better placed than those who find out at the point of a delayed slip.
