Accelerating the future of subsidence claims 

At the heart of the ILC Specialist Subsidence Claims Conference 2025 was a clear and collective mission: to rethink and reshape the subsidence claims journey.  

Industry leaders gathered at the British Motor Museum in Gaydon to explore how collaboration, technology, and a redefined customer focus can improve claim outcomes and deliver a ‘better tomorrow’ for all involved. 

Alan Soutar, Chair of Property at ILC, opened the session with a frank assessment: “Is a subsidence claim a great customer journey? Arguably not every case is.” 

In setting the scene, Alan outlined the goal: to move from managing expectations to exceeding them. He urged delegates to question the current customer experience and challenge ingrained assumptions. He said, “This is not just about fixing houses, it’s about protecting people’s biggest investment and giving them reassurance.” 

Joining him for the session entitle ‘How to revolutionise the customer perspective’ were Gary De Groot, Growth Director at Innovation Group UK; James Hann, Supplier Relationship Manager at Allianz; and Matthew O’Sullivan, CEO at Subsidence Ltd. 

Data-driven insight on complaint drivers 

Gary began by sharing detailed analytics around complaint trends. His team had found a clear pattern: customer dissatisfaction spikes dramatically at the 18 to 24-month mark in a claim’s lifecycle, with a secondary surge after three years. 

“Duration is the real driver,” Gary explained. “Even with perfect communication, if a claim stretches to two years, people lose patience. They just want it resolved. The best handler and the best engineer can’t compensate for a timeline that feels endless.” 

He urged insurers and adjusters alike to shift focus from reactive to proactive strategies. “Shave 10% off the lifecycle, and you’ll see a corresponding uplift in NPS, satisfaction, and reduced complaint volumes.” 

Applying the 80/20 rule 

The majority of subsidence claims, Gary continued, are not complex. “Between 80-90% are straightforward. Yet we disproportionately spend time talking about the 10-20% involving contentious tree removals. The challenge is streamlining the majority while reserving expertise for the minority.” 

James supported this view, suggesting that while technical performance is strong, the sector often fails on emotional engagement. “People don’t want to feel like a cog in a process. They want reassurance. Human communication, empathy and transparency are critical – and they’re often missing.” 

He recalled a personal anecdote about a coffee vendor who consistently got his name wrong but provided a memorable experience regardless. “It’s not about perfection. It’s about the feeling you leave people with,” said James. 

The role of empowered people and process innovation 

James argued that insurers must take ownership of the claims journey and act as catalysts for innovation. “We’re still here discussing the same problems decades on. That tells me we’re under-investing in the right skills and tools,” he said. 

The panel discussed the need for empowered desktop handlers to take ownership of claims. Gary noted: “In most perils, the desk handler is in control. In subsidence, the engineer often dominates, leading to disjointed progression. We flipped that. Even our technical director reports to the handler.” 

Fast track and front-end triage 

Matthew reinforced the importance of early triage and customer confidence.  

He said, “When customers come to us directly, they’re either worried or frustrated – sometimes both. We aim to triage effectively and act swiftly. With the right data and site assessment, we can resolve some issues in weeks, not months.” 

He also highlighted the growing role of smart technology in diagnosis and monitoring. He explained, “We can now track structural movement daily, rather than monthly. That kind of data gives clarity and enables faster, evidence-based decisions.” 

Surge readiness and the risk of inaction 

The panel addressed the looming risk of another hot summer surge and the need to future-proof against it. Gary shared that reducing claim durations has a direct impact on capacity: “With a shorter lifecycle, we reduce work in progress (WIP) and can take on more cases. It’s surge resilience built in.” 

James closed the session by emphasising the need to move away from traditional metrics. He stated, “We measure what’s easy – call wait times, for example – but we must begin to track what truly matters: customer trust, outcome quality, and joined-up service.” 

A collaborative vision for a better tomorrow 

The session concluded with a powerful message. Subsidence may be a complex peril, but the solutions are within reach. From smarter triage and shorter claim durations to empowered handlers and clear customer messaging, the path to improvement lies in marginal gains across the process. 

The industry doesn’t need perfection; it needs consistency, compassion, and coordination.  

As Alan summarised, “The best customer service people in the world can’t deliver excellence if the process behind them is broken. Let’s fix the process – and empower people to give the service they’re capable of.” 

ILC’s Specialist Subsidence Conference 2025 was proudly Headline Sponsored by Innovation Group, and supported by Gold Sponsors: Geobear, Geosec Ground Engineering Ltd, SML Group Ltd, and Subsidence Ltd. Silver Sponsors included Leviat Ltd, Sedgwick, and Shire Structures Ltd.