The Challenge
Despite being the country's 5th largest medical malpractice insurer, Coverys struggled with low brand recognition. The sales team reported they struggled to define a unifying message, and that we had little differentiation from competitors.  In an industry dominated by the sameness of blue logos, doctor stock photos, and product feature lists, we had to disrupt the status quo. 

 

Something had to change.

 

The Insight
Healthcare professionals were overwhelmed by complexity. They wanted insurers who simplified processes and proactively reduced risk. Our previous materials emphasized features, not outcomes, nor Coverys' focus on reducing risk.  

 

Collaboration
To ensure the rebrand would be embraced across the organization, I brought together a cross-functional team with underwriting, claims, sales, and corporate strategy representatives. Throughout the process, I held delivered presentations for each division to explain the branding method, provide updates, and invite input. This approach built trust, surfaced frontline insights, and created strong support.

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What We Did
I led a full rebranding initiative that shifted the company’s positioning from feature-focused to customer-centered, aligning the brand with what truly mattered to the customer.

• Hired a persuasion-focused branding firm and oversaw research that surfaced emotional ‘switching triggers’ for changing insurers.

• Reframed the brand platform around a powerful idea: Reducing distractions, which speaks directly and personally to healthcare providers and administrators.

• Developed a new visual identity.  Using bold red and black, and no photography created impact and signaled a break from industry norms.

• Launched a “Brand Champions” team drawn from departments across the company, tasked with embedding the brand into everyday practices. 

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Bringing the Brand to Life
A brand is about the people and striving to live the brand to its best potential. 

• Created brand training for all employees, ensuring everyone understood the “why” behind the brand.

• Guided departments in identifying ways to reduce client distractions, such as simplifying how to get questions answered quickly to improving client portals based on their input.

• Redesigned the website and sales materials to emphasize how Coverys helps reduce distractions and legal risk. 

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The Results

• Fastest internal adoption of any initiative in company history (per employee feedback).

• The sales team reported stronger confidence and message consistency.

• A major subsidiary opted to adopt the new brand early, citing alignment with their needs and excitement about the message and creative platform.

• Coverys’ presence at conferences and in advertising stood out visually, drawing positive broker and prospect attention.

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The Takeaway
Strong brands are built on relevance and using research can uncover the platform that will trigger prospects to change insurers.  The result? A brand that  matched the strength of the organization behind it. 

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