How ERS Drove 15–20% Cost ReductionsAcross a PE Portfolio

Situation

  • 14 portfolio companies with fragmented, inconsistent broker relationships
  • Lacked portfolio-level visibility, benchmarking, and a unified risk strategy
  • Rapid deal flow without scalable insurance infrastructure
  • Insurance treated as a reactive renewal process, not a value lever
  • Rising premiums and limited broker accountability across risk and health insurance

Process

  • ERS assumed centralized governance of all insurance activity across the portfolio
  • Ran 5 competitive RFPs (Request for Proposal) engaging 20 brokers across risk and health
  • Designed and delivered a portfolio-level data and benchmarking model
  • Right-sized policy structures and funding strategies during diligence and post-close
  • Implemented ERS’ 12-step account service model for claims, renewals, and cost control

Results

  • 15–20% cost reductions at initial engagement
  • Estimated $3.5M–$5M in aggregate savings
  • 136 policies and $33.1M in GWP (Gross Written Premium) placed and managed under ERS
  • $28.78M in annual premium now under a cohesive strategy
  • Strong alignment between insurance, valuation, and investment thesis
  • Standardized broker performance and improved coverage across portcos