Areas of engagement
Where EiRs are deployed.
Eight categories of engagement drawn from active and anticipated mandates across the insurance industry. Each spans advisory, interim management, restructuring, governance, due diligence, transaction and transformation work.
Corporate Restructuring
Work alongside boards and management on structural redesign. This covers holding-company conversions, group reorganisations and operating-model overhauls that align cost, capital and capability.
Typical scope
- Group structure design
- Operating model redesign
- Cost and capital realignment
- Stakeholder management
Mergers & Acquisitions
Lead deal-side and integration-side workstreams across the lifecycle. That includes target identification, valuation perspectives, commercial due diligence, and 100-day post-merger plans that protect value.
Typical scope
- Target screening and assessment
- Commercial due diligence
- Integration planning
- 100-day execution
Insurance Recapitalisation
Help insurers navigate NIIRA 2025 capital thresholds. This means modelling pathways, advising on instrument choice, and ensuring the recapitalised entity emerges with a stronger underlying business.
Typical scope
- Capital pathway modelling
- Instrument structuring
- Investor readiness
- Regulatory engagement
Due Diligence
Provide deep-domain assessment across the value chain. Findings translate into clear, actionable risk-and-opportunity briefs for boards, investors and regulators.
Typical scope
- Operational and underwriting review
- Finance and actuarial diagnostics
- Technology and data assessment
- Governance and compliance review
Interim Executive Leadership
Step into senior roles during transitions. Stabilise operations, complete critical workstreams and prepare the organisation for a permanent appointment.
Typical scope
- Interim CEO / CFO / COO
- Interim CRO and Company Secretary
- Transition and handover
- Stabilisation programmes
Board Advisory
Advise boards and committees on strategic posture, governance hygiene and the readiness reviews regulators and shareholders increasingly expect.
Typical scope
- Board effectiveness reviews
- Committee charters
- Regulatory readiness
- Succession and skills
Business Transformation
Lead transformation programmes end-to-end, from diagnostic and design through delivery. The bias is toward measurable outcomes and disciplined change management.
Typical scope
- Operations redesign
- Profitability improvement
- Customer experience
- Change management
Special Projects
Contribute to sector-shaping mandates with investors, regulators, DFIs and strategic partners. Work ranges from market studies to industry-wide reform support.
Typical scope
- Sector studies and reform
- Investor and DFI advisory
- Regulator-facing mandates
- Strategic partnership design
Strategic focus
Current and anticipated mandates.
The themes shaping the deployment of Cedar Entrepreneurs-in-Residence over the next 12 months.
- NIIRA 2025 implementation support
- Corporate restructuring
- Capital optimisation
- Mergers & acquisitions
- Post-merger integration
- Operational turnaround
- Governance enhancement
- Business model redesign
- Digital transformation
- Distribution strategy
- Claims transformation
- Underwriting excellence
- Risk management
- Market expansion
Be part of the transformation
Your experience. Their future.
Submit an expression of interest to join the Cedar Entrepreneur-in-Residence network. Applications are accepted on a rolling basis.