{"id":27054,"date":"2026-04-01T13:30:00","date_gmt":"2026-04-01T11:30:00","guid":{"rendered":"https:\/\/www.thebrokernews.ch\/?p=27054"},"modified":"2026-03-31T09:20:21","modified_gmt":"2026-03-31T07:20:21","slug":"from-broker-to-risk-partner-labella-consu","status":"publish","type":"post","link":"https:\/\/www.thebrokernews.ch\/en\/from-broker-to-risk-partner-labella-consu\/","title":{"rendered":"From broker to risk partner"},"content":{"rendered":"
How brokers become risk partners: Marco La Bella, CEO, Silvia Kljajic, Senior Consultant and Fabian Germann, Independent Risk Consultant, La Bella Consulting.<\/span><\/div>\n\n

The role of insurance brokers is facing a fundamental change. Increasing complexity, networked risks and growing customer expectations require a new self-image: away from being a pure intermediary and towards becoming a holistic risk partner. The riskUpdate 2026 by La Bella Consulting in Kloten provided key impetus on how this transition can succeed. <\/strong><\/p>\n\n

The demands placed on insurance brokers are changing noticeably. Rising complexity, increasingly interconnected risks and growing expectations on the customer side mean that the traditional role of the broker is being questioned more and more. It was precisely this development that was the focus of the riskUpdate 2026 by La Bella Consulting<\/a> in Kloten. In essence, a clear thesis emerged: the broker of the future is far more than just an intermediary for insurance solutions; it is evolving into a comprehensive risk partner. <\/p>\n\n

Combining insurable and non-insurable risks<\/strong><\/h6>\n\n

A key element of this transformation is an expanded understanding of risk. While classic risks such as liability cases, property damage or business interruptions can be transferred via insurance, a large proportion of risks remain within the company itself. These include IT failures and cyber risks, dependencies on key personnel, organizational and procedural weaknesses and strategic risks. In practice, these in particular are often recorded in a less structured manner, even though they are crucial for the stability and future viability of a company. A holistic risk assessment therefore requires both perspectives to be combined. <\/p>\n\n

The expectation gap as a risk<\/strong><\/h6>\n\n

The expectation gap between clients and brokers is a key area of tension. Many mandates relate to the analysis of the risk situation or comprehensive risk management, but in terms of implementation the focus is often limited to insurable risks. From the client’s perspective, risk management encompasses much more, for example IT risks, organizational issues or strategic topics. This difference between expectation and performance can lead to increased liability risks, particularly in the context of due diligence obligations. <\/p>\n\n

Risk management in SMEs: lots of potential, little structure<\/strong><\/h6>\n\n

Many SMEs lack basic elements of structured risk management. There is often neither a consistent risk overview nor a systematic assessment or regular risk report. Risks often only become visible once they have already occurred and have a corresponding impact on operational capability. <\/p>\n\n

Pragmatic approaches as an introduction<\/strong><\/h6>\n\n

Simple and practical tools are becoming increasingly important to make the topic tangible. A compact risk check-up with just a few questions can enable an initial assessment of the situation and reveal key areas for action. Such approaches serve as a door opener for both SMEs and brokers who want to expand their advisory services. <\/p>\n\n

New role models for brokers<\/strong><\/h6>\n\n

As part of the riskUpdate, specific approaches were outlined as to how brokers can further develop their role. This includes broadening their perspective beyond insurable risks, involving management more closely and positioning themselves as sparring partners for business decisions. This shifts the focus from reactive insurance management to a proactive, holistic approach to risk. <\/p>\n\n

Partnership models as an opportunity<\/strong><\/h6>\n\n

New cooperation models offer additional development opportunities. Brokers can integrate themselves into structured risk management approaches and expand their range of services without abandoning their core competencies. At the same time, this strengthens the customer interface and supports positioning as a risk partner. For many, this opens up the opportunity to test new advisory approaches in their own client environment. <\/p>\n\n

The transformation of the brokerage business is already in full swing. Those who actively develop their role can differentiate themselves and move closer to the strategic issues of their customers. The key question is how this change can be implemented in a concrete and practical way. <\/p>\n\n

Binci Heeb<\/p>\n\n

Read also: Webinar #2: Focus on cyber risks<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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