Blog | 09-Jun-2025
Modern Underwriting: Rooted in People, Driven by Purpose
AUTHOR
Deepak Dhyani
VP, Operations
After years in operations, I know one thing for sure: people make the difference. Underwriting might be built on data and risk models, but the real engine of a scalable, resilient underwriting operation is the team. Underwriting with purpose is about putting people first, fostering a culture where leadership, empathy, and growth are as important as technical skill.
Competitive pay and big brands might attract talent, but they do not guarantee loyalty. Most employees leave not because of money, but due to a lack of connections, poor management, or stalled growth. I have seen top underwriters walk away from well-paying positions because they felt undervalued. Gallup found that one in two employees have left a job just to get away from a bad manager.
Beyond the Paycheck: Why People Stay or Go
It is a cliché because it is true: people do not quit companies; they quit managers. The daily work experience - being respected, valued, and included - matters far more than any fancy title or perk. People work for people, not just for brands or positions. I have learned to never underestimate the impact of a sincere “thank you” or a genuine “How are you doing?” Those simple gestures build loyalty that no bonus can buy.
Trust and Autonomy Fuel Precision
Underwriting demands precision, but you cannot achieve that with rules and checklists alone - you need trust, autonomy, and psychological safety. I make sure my underwriters have solid training and clear guidelines, then I step back and let them do their job. Micromanaging every decision would only slow us down and erode confidence. In my experience, people who feel trusted take more ownership: they double-check their work and speak up when something looks off. If mistakes happen, we treat them as learning opportunities, not catastrophes. Everyone feels safe to admit an error or ask for help. We actually catch issues earlier and make fewer mistakes when people aren’t afraid to raise their hand.
Empathy in a Remote World
Leading with empathy remotely means being intentional about communication. Without hallway chats or body language cues, I make it a point to regularly check in on a personal level. When one of my best underwriters had a family crisis and her performance dipped, a bit of flexibility and support helped her rebound quickly. With blurred lines between work and home, we must stay mindful of the whole person behind the employees. Empathetic leadership builds trust and loyalty, and it even boosts remote team performance. When people feel understood and cared for, they are motivated to go the extra mile.
Today, many underwriting teams are distributed or working from home. In this environment, empathy matters more than ever. When someone works remotely, their manager virtually enters their home. I remind myself that I am not just managing an employee; I am influencing their household atmosphere. If I create undue stress, it can spill into their personal lives. If I show understanding and flexibility, that positivity extends beyond work.
If you take care of your people, they will take care of the business. Purposeful investment in people - through learning opportunities, recognition, and clear career paths - creates what I call an “emotional ROI.” We track KPIs like turnaround time and accuracy, but I equally focus on team morale: are people feeling appreciated, learning from mistakes, and celebrating wins? Those intangibles are crucial for long-term success.
Purposeful Investment and Emotional ROI
Recognition and Respect:
Everyone wants to know their work matters. I celebrate splendid work because it is not just a feel-good gesture - employees who feel recognized are far less likely to leave. When people feel valued, they consistently put in their best effort.
Belonging and Culture:
Feeling like you belong on the team is vital. I cultivate an inclusive culture where colleagues support each other (peer mentoring, open conversations, virtual coffee chats). This camaraderie pays off: when people feel part of a cohesive unit, they are more resilient during crunch times.
Growth and Visibility:
Few things energize an employee more than personal growth. I have seen junior analysts blossom into confident underwriters when given stretch opportunities, often exceeding expectations. 94% of employees say they would stay longer at a company that invests in their development.
These efforts result in engaged, high-performing teams. When people feel supported, they go the extra mile and look for one another. In underwriting, where work can be high-pressure, an engaged team is a secret weapon. It leads to lower turnover, deeper institutional knowledge, and better decision-making.
Underwriting with purpose is not just a slogan - it is how we operate every day. My job as a leader is to create an environment where my team can thrive. When I get that right, the metrics take care of themselves. We can roll out the best tools and processes, but the best technology will not accomplish much without an engaged and motivated team.
My advice to fellow leaders is simple: put people first, and performance will follow. Build real connections. Be the kind of leader you wish you had had early on. Have your team’s back, and they will have yours.
If you are building an underwriting operation (or any operation), remember that behind every policy number or case file is a person. Invest in that person’s experience. Lead with empathy and integrity. Foster a culture of trust and growth. Do this consistently, and you will hit your targets while also building a workplace where people are excited to contribute, and an organization built to last. That is what it means to underwrite with purpose, powered by people.