The situation
An insurer put models on first-notice-of-loss intake and document triage, across the contact centre and three lines of business. Cycle time dropped. Adjusters handle more claims each.
Finance is planning next year and wants the improvement in the plan. That means a number with working behind it, not a slide from the transformation team.
The complication is that some of the benefit is cash — external adjusters no longer contracted — and some of it is capacity, which is adjuster time that went back into the queue. Blending the two would produce a bigger number and a weaker one.
What runs where
API gateway
The intake and triage services route through your gateway, so cost lands per claim type rather than per month.
Vendor account
Adjuster and underwriting seats, including the browser work an API bill never records.
Managed fleet
One deployed file covers every managed laptop, including the contact centre.
What Oabo shows in the first 30 days
- Cost per claim type, split from the single monthly platform bill.
- External adjuster invoices that fell, matched to your ledger.
- Adjuster hours absorbed by intake and triage, in the capacity register on their own.
- A signed baseline for cycle time, so next quarter measures against something agreed rather than remembered.
What to expect
Two units, two blocks. Cash is money your ledger moved. Capacity is time your people got back. Oabo never adds them together.