Borja de la Cuesta
Principal
+13 years of experience in strategic consulting, strategy area in bancassurance, and innovation areas
Areas of Focus
Education
IEB
Master of Financial Markets
Universidad de Valladolid
PhD in Telecommunications
Past Experience
Zurich Santander Insurance America
Head of Corporate Strategy, Mexico
Zurich Santander Insurance America
Manager, Madrid
Everis
Industry Project Leader
Altair Management Consultants
Senior Consultant
Thales Alenia Space
System Senior Engineer
Borja joined Arthur D. Little’s Madrid office in 2018, and is a member of the FSG practice, working mainly for clients in the insurance, bancassurance, and financial services.
Borja has experience in different roles within consultancy firms and management for over 15 years. Before joining Arthur D. Little, Borja had worked in the Strategy and Governance area at Zurich Santander (including one year as Head of Strategy in the Mexican business unit).
At Arthur D. Little, Borja has successfully delivered projects in TIME and FSG practices. He is focused on the development of new business and partnerships, where he has been involved in several insurance agreements as the development of innovative Telecossurance business models.
Borja holds a Ph.D. degree in Telecommunications from Valladolid University, Spain.
How to share customer data in bancassurance
A customer-centric approach has become an imperative in the financial services sector, increasingly supported by the processing of vast amounts of market and customer data, among other factors. However, the complex and ever-changing regulatory environment presents challenges for personal data sharing. This Viewpoint shares some best practices for addressing these challenges to unlock the full potential of personal data in the bancassurance sector.
Understanding key customer-centricity trends in insurance
Insurers spent years developing a deep understanding of each risk type and creating precise business models to optimize their earnings, including operating models for each line of business. Unfortunately, this model is not conducive to serving today’s customers, who desire the seamless, digital-based service they experience in their other transactions. In this Viewpoint, we outline the best way for insurers to shift from a traditional model to a customer-centric one.
DESIGNING INSURANCE SALES CHANNELS FOR MAXIMUM IMPACT
Fierce competition for clients and the adoption of new technologies are pushing insurance companies to make bold efforts to improve their sales force and emphasize their most profitable channels. Developing a data-driven strategy to properly dimension sales channels will allow companies to maximize their resources and deploy efficiency initiatives. In this Viewpoint, we define an organized approach to sales dimensioning that can be used by insurance companies and other sectors.
The future of digital bancassurance sales
Banks are evolving by leaps and bounds, using digital channels to facilitate interactions and meet the demands of their customer base. In this context, the bancassurance model — which has been an example of success in past decades — must adapt to changing customer requirements and seek ways to continue growing. In this Viewpoint, we explore some options bancassurance businesses can initiate to help them thrive and capture the digital sales opportunity.
Setting up successful insurance partnerships
With maturity and fierce competition across the insurance landscape, partnerships with massive distributors — in bancassurance and beyond (e.g., utilities, retail, telecommunications) — have emerged as an increasingly popular alternative to achieve growth targets. Competition to sign an agreement with a relevant partner is intense and costly, and once an insurer achieves that milestone, failing to capture the expected value emerges as a worst nightmare.
Mastering customer retention
Profitable growth is a key topic for all insurers in all geographies. Traditionally, insurers have focused on maximizing new sales: new products, channels, segments, incentives, and so on. But over the years, market leaders have discovered that profitable growth requires not only increasing new sales but also successfully retaining customers to increase the total lifetime value of their portfolios. In this Viewpoint, we describe a comprehensive framework to design a successful retention model and share some of the best practices from leading insurers.
Telcoassurance: a new path
Due to fierce competition, stagnating revenues, and decreasing margins, differentiation is more vital than ever for telecommunications operators. To optimally achieve this goal, tapping into the insurance market presents an attractive opportunity: it’s sizable, profitable, and currently immersed in a huge transformation process that telcos can leverage. To fully take advantage of this opportunity, telcos must carefully assess and choose the right model. Arthur D. Little (ADL) has designed such a model (“telcoassurance”) with lessons learned from bancassurance.
Achieving excellence in insurance claims management
CLAIMS MANAGEMENT EXPERIENCE
In today’s mature and hypercompetitive insurance market, insurance companies’ growth within their core business is often limited to winning customers from other insurers. Therefore, as this growth strategy results in high customer acquisition costs, it is critical for insurance companies to boost loyalty to ensure profitability.
Borja joined Arthur D. Little’s Madrid office in 2018, and is a member of the FSG practice, working mainly for clients in the insurance, bancassurance, and financial services.
Borja has experience in different roles within consultancy firms and management for over 15 years. Before joining Arthur D. Little, Borja had worked in the Strategy and Governance area at Zurich Santander (including one year as Head of Strategy in the Mexican business unit).
At Arthur D. Little, Borja has successfully delivered projects in TIME and FSG practices. He is focused on the development of new business and partnerships, where he has been involved in several insurance agreements as the development of innovative Telecossurance business models.
Borja holds a Ph.D. degree in Telecommunications from Valladolid University, Spain.
How to share customer data in bancassurance
A customer-centric approach has become an imperative in the financial services sector, increasingly supported by the processing of vast amounts of market and customer data, among other factors. However, the complex and ever-changing regulatory environment presents challenges for personal data sharing. This Viewpoint shares some best practices for addressing these challenges to unlock the full potential of personal data in the bancassurance sector.
Understanding key customer-centricity trends in insurance
Insurers spent years developing a deep understanding of each risk type and creating precise business models to optimize their earnings, including operating models for each line of business. Unfortunately, this model is not conducive to serving today’s customers, who desire the seamless, digital-based service they experience in their other transactions. In this Viewpoint, we outline the best way for insurers to shift from a traditional model to a customer-centric one.
DESIGNING INSURANCE SALES CHANNELS FOR MAXIMUM IMPACT
Fierce competition for clients and the adoption of new technologies are pushing insurance companies to make bold efforts to improve their sales force and emphasize their most profitable channels. Developing a data-driven strategy to properly dimension sales channels will allow companies to maximize their resources and deploy efficiency initiatives. In this Viewpoint, we define an organized approach to sales dimensioning that can be used by insurance companies and other sectors.
The future of digital bancassurance sales
Banks are evolving by leaps and bounds, using digital channels to facilitate interactions and meet the demands of their customer base. In this context, the bancassurance model — which has been an example of success in past decades — must adapt to changing customer requirements and seek ways to continue growing. In this Viewpoint, we explore some options bancassurance businesses can initiate to help them thrive and capture the digital sales opportunity.
Setting up successful insurance partnerships
With maturity and fierce competition across the insurance landscape, partnerships with massive distributors — in bancassurance and beyond (e.g., utilities, retail, telecommunications) — have emerged as an increasingly popular alternative to achieve growth targets. Competition to sign an agreement with a relevant partner is intense and costly, and once an insurer achieves that milestone, failing to capture the expected value emerges as a worst nightmare.
Mastering customer retention
Profitable growth is a key topic for all insurers in all geographies. Traditionally, insurers have focused on maximizing new sales: new products, channels, segments, incentives, and so on. But over the years, market leaders have discovered that profitable growth requires not only increasing new sales but also successfully retaining customers to increase the total lifetime value of their portfolios. In this Viewpoint, we describe a comprehensive framework to design a successful retention model and share some of the best practices from leading insurers.
Telcoassurance: a new path
Due to fierce competition, stagnating revenues, and decreasing margins, differentiation is more vital than ever for telecommunications operators. To optimally achieve this goal, tapping into the insurance market presents an attractive opportunity: it’s sizable, profitable, and currently immersed in a huge transformation process that telcos can leverage. To fully take advantage of this opportunity, telcos must carefully assess and choose the right model. Arthur D. Little (ADL) has designed such a model (“telcoassurance”) with lessons learned from bancassurance.
Achieving excellence in insurance claims management
CLAIMS MANAGEMENT EXPERIENCE
In today’s mature and hypercompetitive insurance market, insurance companies’ growth within their core business is often limited to winning customers from other insurers. Therefore, as this growth strategy results in high customer acquisition costs, it is critical for insurance companies to boost loyalty to ensure profitability.
More About Borja
- IEBMaster of Financial Markets
- Universidad de ValladolidPhD in Telecommunications
- Zurich Santander Insurance AmericaHead of Corporate Strategy, Mexico
- Zurich Santander Insurance AmericaManager, Madrid
- EverisIndustry Project Leader
- Altair Management ConsultantsSenior Consultant
- Thales Alenia SpaceSystem Senior Engineer