As ISU transitions into ISU Steadfast, its leadership is pursuing a shift from a traditional network to a technology-driven platform.
CEO Dan McCarthy (pictured left) and head of technology Javier Hernandez (pictured right) recently outlined a strategy focused on reducing operational friction, improving data use, and reshaping how brokers interact with carriers. The effort reflects broader industry pressures, where fragmented systems and manual processes continue to limit efficiency and client outcomes.
At the center is a rethinking of how insurance products are accessed and transacted. McCarthy described it as challenging “the entire way that we process insurance products,” said McCarthy, pointing to tighter integration between agency systems, carriers, and data. The aim is not only efficiency but better economics across brokers, carriers, and clients. The strategy focuses on expanding carrier access, optimizing revenue streams, and delivering both through a unified platform.
This approach is reflected in ISU Steadfast’s proprietary quote-and-bind engine, an API-based submission system built in partnership with a third-party platform The platform allows brokers to submit once and reach multiple carriers, with automatic routing to wholesalers or MGAs if needed. McCarthy positioned this as more than digitization, instead redefining how business is placed. “It’s changing the way the average account executive accesses a carrier,” said McCarthy.
Current underwriting workflows remain heavily manual. McCarthy described a process where account executives repeatedly enter the same data across multiple carrier systems, creating significant time burdens. “The inefficiency in our system is very apparent from all facets,” said McCarthy, highlighting the cumulative impact of disconnected workflows. The platform replaces this with a single-entry process supported by automation.
AI is central to that shift. Hernandez described a move toward reducing repetitive/manual work, “The goal is to go as hands-off as possible,” said Hernandez, with technology extracting data from documents and populating multiple carrier systems simultaneously. Employees are repositioned as coordinators of automated processes rather than manual operators.
Legacy infrastructure remains a constraint across the industry. Hernandez noted that many systems, despite modern interfaces, rely on outdated back-end architecture that limits integration. “That friction is inevitable - to a degree,” said Hernandez, emphasizing the need for intermediaries to connect fragmented ecosystems. ISU Steadfast’s platform is designed to bridge these gaps between agencies and carriers.
Data fragmentation is another barrier. Through its partnership with Ennabl, the firm is aggregating data across its agency network to improve decision-making. McCarthy pointed to the value of network-wide visibility in guiding placement strategies. “We need to extract that data and activate it for AI,” said McCarthy, highlighting the importance of structured, usable data.
Rapid advances in technology are reshaping how the firm approaches vendors. Rather than relying solely on external providers, ISU Steadfast is combining internal development with selective partnerships. McCarthy noted that traditional systems often require human input without generating proportional value, while newer tools are designed to execute work autonomously.
Hernandez described a clear framework for evaluating partners. “If I put a dollar in, can it make me five?” said Hernandez, emphasizing measurable return as the primary test. The firm also assesses whether a vendor can outperform internal capabilities. If not, development is brought in-house.
AI has accelerated this shift by reducing the resources needed to build specialized tools. Hernandez noted that ISU Steadfast can now develop targeted applications without large infrastructure investments. This allows the firm to avoid generic solutions in favor of tools tailored to its specific needs, while still partnering externally where capabilities are clearly superior.
Agent and broker feedback is central to ongoing development. The firm gathers input through relationship managers and formal structures such as its Agency Principal Forum. McCarthy emphasized that technology initiatives are driven by business needs. “The business defines what needs to happen,” said McCarthy, with cross-functional teams involved in testing and implementation.
Technology adoption is reinforced through internal accountability. Employees across the organization have objectives tied to transformation initiatives, aligning execution with strategy. McCarthy described a disciplined approach to investment and execution. “If a vendor doesn’t deliver quickly, we terminate them,” said McCarthy, underscoring a focus on results.
Hernandez emphasized that client needs remain the guiding principle. “We’ve tried to put the client at the center of everything we do,” said Hernandez, noting that technology decisions are evaluated based on their ability to solve real problems. This ensures efficiency gains translate into better service and outcomes.
The broader objective is to reposition the broker within a more automated ecosystem. By reducing administrative workload, the platform enables agents to focus on advisory roles and client relationships. McCarthy framed this as a return to core value creation. “This is all about being a great matchmaker,” said McCarthy, linking technology to better alignment between clients and carriers.
As ISU Steadfast advances its ongoing transition, its success will depend on navigating entrenched fragmentation while delivering measurable value. The combination of automation, data integration, and disciplined execution signals a deliberate effort to redefine how insurance business is placed and serviced.
