Carriers may need to improve digital servicing now, remediate integrations, move a block into a new operating model, or convert policies and rules to a modern administration platform over time. Zinnia supports those paths so the transition can be planned around the risk, economics, and urgency of the book. Which approach fits, and how much risk it removes, depends on the book, the source systems, and the carrier’s own controls.
A sound target-state architecture is only part of the decision.
Data mapping needs to be validated against the target-state design.
Policy values should be reconciled and validated between source and target systems.
Critical integrations need continuity planning and testing throughout the transition.
Operations need a planned, staffed model for issuing, servicing, and reporting throughout the transition.
COEXIST
Add digital capabilities and servicing around existing administration systems before a full replacement is practical.
CONVERT
Support conversion of policies, product rules, data, and integrations into Zahara or another target administration environment, with validation testing, reconciliation, and planned cutover activities.
TRANSITION OPERATIONS
Transition administration and day-to-day operations into a Zinnia-supported model when the operating structure changes alongside or after modernization. Zinnia’s role during the transition is technology and program support; once Zinnia operates the block, its TPA administration responsibilities apply as agreed with the carrier, and the carrier remains the insurer of record.
Compare how each approach sequences, validates, and manages risk during the transition.
Can digital experiences, APIs, and workflow improvements be introduced around the current core before a full PAS replacement is practical?
Moving records is not enough. Policy values, calculations, product rules, balances, and financial outputs should be reconciled and validated between source and target as part of the program, with the carrier’s actuarial and finance teams signing off.
Inventory and redesign the connections around the core, including distribution, order entry, underwriting, documents, finance, data, and servicing.
The business still has to issue, service, pay, reconcile, and report during modernization. Evaluate service levels, staffing, exception handling, and who holds each operational and regulatory responsibility before and after cutover.
Some books may remain on a legacy core with a modern digital layer, some may move to a new PAS, and others may transition to a TPA model.
Conversion risk is managed through process, not assumed away. Source data needs to be understood before it is transformed. Policy and product rules need a target-state mapping. Actuarial and financial results need to be validated and reconciled. Interfaces need to be tested. Cutover needs clear readiness criteria and exception handling. Zinnia supports each of these steps; the carrier retains ownership of the acceptance decisions.
Source data needs to be understood before it is transformed.
Policy and product rules need a target-state mapping.
Actuarial and financial results need to be validated and reconciled, and interfaces need to be tested.
Cutover needs clear readiness criteria and exception handling.
The carrier can move toward a new target state on a staged timeline aligned to the book’s operational and risk constraints.
Zinnia Now can support a progressive path where digital capabilities are layered over existing systems, integrations are modernized, and the carrier can move toward a new target state on a staged timeline aligned to the book’s operational and risk constraints.
Use Zahara as a target-state PAS option when modernization includes core replacement.
Use Zinnia Live and MyPolicyView to improve digital servicing while legacy administration systems remain in place.
Transition a block into a Zinnia-operated administration model when modernization also changes who runs the day-to-day operation, with the carrier remaining the insurer of record.
Preserve or remediate the upstream connections that still need to submit, underwrite, issue, and service business during and after the transition.
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Start with the business outcome, the risk the book can absorb, and the dependencies that cannot break. Then choose coexistence, conversion, an operating-model transition, or a staged combination.
