Services
Services for the international health insurance market
Four pillars that can be engaged individually or as continuous support from market analysis through to ongoing programme operations.
01
DACH market entry
The German-speaking market is attractive and regulatorily demanding. Starting without a local structure costs time on licensing, contract architecture and partner search.
What we do
- Market assessment and competitor analysis
- Regulatory roadmap (VAG, §34d GewO, chamber registration, supervisory questions)
- Choice of structure: branch, freedom of services or cooperation model
- Product and policy wording adaptation
- Selection and approach of distribution partners
- Build-up of the first operational setup
Outcome
A decision-ready market entry plan with budget, timeline and named partners.
02
Products and programmes
International cover rarely fails on distribution — it fails on pricing logic, benefit structure and missing risk carriers.
What we do
- Product design for international health and severe illness cover
- Pricing and tariff models including underwriting guidelines
- Selection of fronting and reinsurance partners
- Benefit structure, exclusions and policy wording
- Build-up of treatment and assistance networks
- Multilingual distribution and communication material
Outcome
A marketable product with sound pricing, a risk carrier and ready-to-use distribution material.
03
Claims handling and cost control
When treatment takes place abroad, the handling determines the cost.
What we do
- Third-party administration: assessment, approval and settlement of treatment cases
- Paying agent for European treatment costs with direct billing
- Cost control: tariff review, provider negotiation, second opinion
- Network management: selection, onboarding and quality assurance of clinics
- Programme operations including reporting to sponsors and reinsurers
- Patient support: scheduling, travel, translation and on-site care
Outcome
Documented savings between 20 and 49 percent against originally invoiced amounts — with no compromise on medical quality.
04
Interim leadership and transactions
Leadership gaps and transactions rarely arrive on schedule — and both demand accountable leadership immediately.
What we do
- Managing director and Prokura roles on a temporary basis
- Responsible sales management (broker in charge)
- Build-up of governance and compliance structures
- Support for company sales and acquisitions
- Buyer and target approach, documentation, negotiation support
- Recruitment of the permanent solution and orderly handover
Outcome
Capable leadership from day one and a documented handover to the permanent appointment.