When The Standard inaugurated its global capability center at Embassy Tech Village in Bengaluru, it not only expanded geographically but also signaled a significant transformation for the 119-year-old insurer based in Portland, Oregon. This initiative aims to modernize its aging technology infrastructure and change how work is distributed across the organization.
The center, which was opened by Priyank Kharge, Minister for IT for the Government of Karnataka, will oversee a range of functions, including AI engineering, cloud platforms, data and analytics, digital transformation, and insurance operations.
Having worked with local partners before, The Standard is already familiar with the extensive talent pool and high-quality delivery outcomes found in India. Greg Chandler, Chief Information & Technology Officer at The Standard, noted the company has long considered establishing its own capability center, especially as competitors have begun to do so.
The real turning point came with The Standard’s acquisition of Allstate’s Employer Voluntary Benefits business, prompting it to reassess not just its scale but also its technology ownership. “We have a lot of legacy technology, but how we think about modernization with this opportunity is something we are looking to capitalize on,” Chandler explained.
Like many longstanding insurers, The Standard has traditionally balanced maintaining existing systems with making gradual changes. However, this equilibrium is shifting as customer expectations evolve. “That is a recognition of how our customers evolve and what they need from a digital standpoint,” Chandler emphasized. “We need to create digital experiences that demonstrate the empathy and experience we have. At The Standard, we don’t compete on price but on service and empathy.”
A critical aspect of this transformation lies in the integration of acquisitions, which is a recurring element of The Standard’s growth strategy. According to Chandler, the company is developing “playbooks” as a means to improve integration processes over time. He sees an opportunity to utilize AI to evaluate these integration opportunities effectively. “This office has a huge opportunity to advance the way we integrate,” he stated.
Chandler aims to enhance the post-acquisition integration process at the Bengaluru center. “A part of the journey to growth is through acquisition, and the next one we want to position Bangalore to be a key contributor to that and drive thought leadership,” he remarked.
Additionally, there is a focus on creating an ecosystem that includes larger national accounts and BenTech providers to streamline the selling and onboarding process of products. The Bengaluru center will play a vital role in developing API-led integration frameworks and using AI to optimize integration pathways.
In terms of hiring, the strategy targets roles that intersect technology and business acumen. Chandler stated that career growth opportunities will be comparable across both the U.S. and India. Priority positions will include data scientists, data engineers, and leaders adept at mapping comprehensive experience journeys for brokers, claimants, employers, and employees, as well as AI engineering professionals.
The company’s approach to AI is twofold, focusing both on productivity enhancements and deeper operational transformation. The Standard initiated the use of generative AI tools like Copilot to streamline day-to-day efficiency, with the aim of freeing up time for more valuable customer interactions. Conversely, they also intend to apply AI to foundational insurance processes. Chandler explained, “We want to solve the hardest problems of AI first and not go after flashy things like chatbots.”
One specific application involves group insurance underwriting, where AI aids in pricing risk across populations rather than focusing solely on individual assets. The process utilizes data from various sources, including RFPs, emails, and contracts, which are then analyzed using generative AI in conjunction with The Standard’s historical datasets.
Chandler noted, “The secret sauce is how we interpret data unique to us, as a 119-year-old company, we have the benefit of extensive data sets across various economic cycles.” This allows for a more focused underwriting workflow, emphasizing high-probability cases while managing increasing volumes of requests.
In claims processing, AI is used in a supportive capacity rather than autonomously. Recommendation engines maintain traceability and explainability in decision-making, keeping human oversight especially critical in sensitive matters such as claim denials.
The company is committed to developing its AI capabilities internally, building on its intellectual property while also leveraging large language models. Scaling these efforts in India is a priority for Chandler, who stated, “We’ll scale here a lot more than in the U.S.”
Chandler emphasized that the effectiveness of the India center will not be measured solely by headcount. “So scale for us is not just numbers of people. It’s really about how we think about the extension of our team,” he explained. The operational model aims to reflect the U.S. organization, ensuring shared tools, aligned processes, and collective accountability for outcomes.
“This model is designed to be an extension of our IT organization, where our ways of working and the tools we use remain consistent,” Chandler noted. “It’s not just about scaling India and delegating tasks; India is an integral part of the team.” He highlighted that leadership has a collaborative structure across both countries, ensuring shared accountability for achieving outcomes.
For more insights on future workplace trends, readers can refer to the upcoming summit titled “Workplace 2035” at Economic Times.
