$10,000 AI audit. 45 days. 10 departments. One of Turkey’s largest insurance brokerages: IBS Insurance and Reinsurance Brokerage Co. Inc. (UIB Türkiye).
Here’s what we learned (and what most AI consultants get wrong):
When IBS reached out, we knew this wasn’t a “let’s add a chatbot” project.
Insurance brokerage is high stakes. One missing detail can mean a wrong quote, a slow claim, a bad customer experience, or compliance risk.
So before we recommended anything, we made one request:
Treat us like a new employee.
Not consultants with a deck. Someone who has to understand the business from the inside and earn the right to recommend change.
We didn’t start by pitching tools. We started by learning how work actually happens.
Over 45 days, Jake Middleton and Kerem Akkiriş sat with 10 departments, followed processes end to end, tracked how information moved between people and systems, and uncovered the bottlenecks hiding behind “this is how we’ve always done it.”
The surprise:
The biggest findings weren’t AI problems. They were pre-AI problems.
Everyone wants to jump to “where can we plug AI in?”
But AI doesn’t fix broken workflows. It scales them.
And AI doesn’t create good information. It depends on it.
This is why our audits work. We don’t start with tools. We start with fundamentals.
Our diagnosis happens in 3 layers:
Layer 1: Systems
Tools, integrations, and how data is stored, structured, and accessed.
Typical issues we found: duplicate data entry between CRM and policy systems, email attachments as a “database,” zero single source of truth.
Layer 2: Team
Adoption habits and day-to-day behavior. Where people avoid tools, create workarounds, duplicate effort, and build survival spreadsheets.
Typical issues we found: rekeying quotes three times, claims notes trapped in inboxes, handoffs managed in Excel with no audit trail.
Layer 3: AI and automation
Assistants, automations, and models that remove friction and scale output.
The key is sequencing:
Layer 3 only works when Layers 1 and 2 are healthy.
IBS was a perfect example. We hit Systems and Team first. The roadmap didn’t start with “AI everywhere.”
It started with pre-AI system restructuring:
• Consolidate scattered data into one source of truth
• Redesign handoffs so work flows cleanly
• Fix adoption by removing the reasons people built workarounds
Then and only then introduce AI as Layer 3, when it can be accurate, trusted, and actually used.
One line captured the strategy:
To become an AI-first company, you must first become a data-driven company.
With the roadmap we delivered, we’re projecting $498,000 in first-year savings.
Not because we treated AI like a shortcut. Because we treated it like the final multiplier.
P.S. If you looked at your company today, what’s the bigger bottleneck: Systems or Team?