When Rajeev Khanna (pictured) joined Trucordia as chief information officer at the Lindon, Utah-based insurance brokerage, he brought more than three decades of global technology leadership with him. But the first principle guiding his work is deceptively simple: technology should serve the business, not the other way around.
"We fundamentally believe technology is an enabler," Khanna said. "We try not to do tech for the sake of tech."
That philosophy is being put to work across an organization that has expanded rapidly through mergers and acquisitions. With more than 5,000 team members across the US, Trucordia operates at a scale where technology decisions carry real weight. For Khanna, who previously served as global chief technology officer at Aon and held leadership roles at Expedia and Asurion, the task is to channel that scale into competitive advantage for clients.
Khanna outlines three pillars underpinning Trucordia's technology strategy. The first is protection, covering cybersecurity and data governance. The second is speed to market, creating new capabilities for both clients and internal teams. The third, increasingly, is artificial intelligence.
Trucordia recently launched Trucordia Go, an AI-powered shopping experience designed to simplify the insurance journey for consumers. The platform educates buyers, enables comparative shopping and keeps human support at the center of the experience. Khanna describes it as the brokerage's first publicly facing AI product, with considerably more in development.
"That's our initial foray into publicly facing AI," he said. "We've also been embedding AI into a lot of internal processes and capabilities. There's a lot more to come."
Alongside the AI push, Trucordia has made significant investment in its data platforms. Khanna is clear that the brokerage operates as a data-driven company, and that augmenting internal data with third-party sources is a core part of how it intends to deliver higher value. The firm works with a selective group of strategic partners across the product delivery and management lifecycle, deliberately keeping the vendor ecosystem tight to avoid what Khanna describes as the overhead and confusion that comes from managing too many relationships at once.
Trucordia's growth through acquisition means Khanna often works within a complex organizational landscape. His approach to cutting through that complexity is rooted in co-design. Business stakeholders are embedded in technology teams from the start, participating in requirements gathering, review cycles and testing rather than encountering finished products at the end of a development process.
"I don't want to guess what the business needs," Khanna said. "I want to understand it from the people who are living it on a day-to-day basis."
That early engagement, he argues, does two things: it produces better solutions because requirements are grounded in real operational experience, and it drives adoption because stakeholders arrive at launch having already shaped what they are being asked to use. The alternative, building in isolation and presenting a finished tool, consistently produces friction and, ultimately, underperformance.
The same logic extends to how Trucordia evaluates potential technology partners. The team runs proofs of concept and actively monitors the market, but Khanna is selective about which relationships deepen into strategic partnerships. Fit within the existing ecosystem, not novelty, is the deciding factor.
Drawing on his experience leading transformation programs across multiple industries, Khanna is direct about where large initiatives most commonly break down. The culprit, in his experience, is rarely the technology itself.
"Any large transformation program doesn't usually fail because of the technology," he said. "It fails because of the organizational change management. It's typically a lack of adoption, a lack of engagement."
That insight shapes how Khanna works with the C-suite at Trucordia. Senior leadership alignment is not a formality but a prerequisite. Without it, technology initiatives lack the sponsorship and accountability needed to drive genuine adoption across the organization. Getting that alignment means grounding every initiative in clear organizational objectives, most often tied to growth, client service and operational efficiency.
The same principle applies to the company's AI ambitions. Trucordia's work in AI, from Trucordia Go to internal process automation, is framed consistently around outcomes rather than capability. Khanna acknowledges that keeping pace with what is available in the market is genuinely difficult, but the filter is always the same: does this deliver better results for clients and for the business?
For a brokerage built on relationships and rapid growth, that discipline may prove to be as important as any single platform or product. As Trucordia continues to scale, the ability to integrate technology meaningfully, rather than accumulate it, is increasingly what distinguishes market leaders from the rest.
