Eric Mohr (pictured), COO of Special Risk Underwriters, a property MGA within Amwins, is focused on a dual mandate: maintaining exceptional underwriting performance while scaling the business. As submission volumes continue to grow, even amid a softening property market, the pressure to modernize operations without compromising discipline is becoming more acute. For Mohr, transformation is less about disruption and more about ensuring resilience as the business expands.
Over the past several years, that effort has centred on anticipating operational strain before it emerges. “It started with envisioning our business unit at twice the size, then a straightforward analysis of the people, the underlying workflows, and the technology,” Mohr said, describing how the organization evaluates what might break as it scales. The goal is not simply growth, but controlled growth ensuring that underwriting standards and service levels remain intact as volumes increase.
Over the last several years, the property segment experienced significant expansion, driving a surge in submissions, quotes, and bound policies. That growth requires a rethink of how underwriting work is processed and supported. Mohr emphasizes that scale, in this context, is not just about handling more business but doing so with consistency and control.
“It is imperative that we are able to scale, but also scale with the right controls in place,” he said. This framing shapes a multi-year effort to redesign both systems and processes. A key component is the development of an end-to-end underwriting platform, spanning submission intake through to binding and allocation. The platform aims to unify previously fragmented workflows and reduce friction across the underwriting lifecycle.
At the same time, Mohr is careful not to over-index on technology alone. “There is also the blocking and tackling side of transformation,” he said, pointing to investments in hiring, training, and developing underwriting talent. The firm ensures that operational improvements are matched by stronger human capability, reinforcing underwriting judgment alongside automation.
This balanced approach reflects a broader industry reality: while digital tools can accelerate processes, underwriting outcomes still depend heavily on expertise. By aligning technology upgrades with workforce development, the organization avoids creating gaps between system capability and user effectiveness.
A defining feature of the transformation effort is the emphasis on frontline involvement. Rather than relying solely on top-down directives, the company incorporates significant bottom-up input from underwriters and business users. These individuals are instrumental in identifying inefficiencies and shaping solutions.
“When we thought about redesigning our underwriting workflow… our underwriters were key to identifying what needed to change,” Mohr said. This approach extends beyond consultation to active participation, with business users collaborating directly with technology teams during development. The result is a more practical alignment between system design and day-to-day underwriting needs.
Leadership still plays a role in setting up priorities and allocating investment, but execution is deliberately decentralized. “Some of our biggest successes have come when the business users are identifying the changes they want… and then leading the rollout,” Mohr said. This model helps bridge the common gap between system design and adoption, ensuring that tools are built with usability in mind.
The approach also influences vendor strategy. Unlike more standardized industries, the specialty E&S market often lacks off-the-shelf solutions that fully address its complexity. Mohr notes that while core systems are largely built in-house, specialized capabilities are sourced from external partners.
“In some areas we have built solutions in-house, and in others we have found strong partners,” he said. These partnerships tend to focus on niche capabilities, such as risk visualization or data processing, where external expertise can be integrated into the broader platform. Vendor selection relies heavily on industry networks and peer recommendations rather than formal procurement processes.
Despite progress, integrating new technology into underwriting workflows presents ongoing challenges. One of the most persistent is the pace of change within the business itself. Market conditions, product offerings, and underwriting strategies continue to evolve, often requiring adjustments to systems that are still being implemented.
“The market has sometimes changed and we have had to adapt and pivot,” Mohr said. This dynamic creates tension between long-term system development and short-term operational demands. Technology teams must support both transformation initiatives and day-to-day business changes simultaneously.
However, the most significant obstacle proves to be adoption. Early in the transformation journey, the company launches a tool that sees minimal uptake. “We thought we had hit the mark, but there was almost no adoption,” Mohr said. The issue, he acknowledges, is a lack of meaningful involvement from end users during development.
The response is a shift toward a more participatory rollout model. Representatives from each underwriting team are brought into the design process and later tasked with training their peers. “They wanted to hear from a peer sitting next to them,” Mohr said, highlighting the importance of trust and relatability in change management.
This peer-led approach leads to improved feedback and significantly higher adoption rates. It also reinforces a broader lesson: successful transformation depends as much on human dynamics as on technical execution. By embedding ownership within the business, the organization translates system improvements into tangible operational gains.
