Whats in a name - Resnova

Most consulting firms are called something like "Anderson Strategic Partners" or "Global Insurance Solutions Group." You know the type - names that could mean absolutely anything or nothing at all.

We went a different route. We picked Resnova, which means something specific. And yeah, it's Latin. Because apparently, when you spend enough time dealing with insurance regulatory frameworks, you start thinking in Latin legal terms.

The Breakdown: Res + Nova

Here's the thing about Latin - it's annoyingly precise. Two simple words that pack a lot of meaning.

Res: The Actual Thing

Res (say it like "race") means "thing" or "matter." But not in a vague philosophical way, in a "this is the specific problem in front of us" way.

You see it everywhere in law: res judicata (already decided), res gestae (things that happened), res ipsa loquitur (the thing speaks for itself, usually right before someone loses a lawsuit).

The point is, res is about the substance. The actual problem. Not the fluffy stuff around it.

Nova: The New Bit

Nova means "new." Not "new" like "we put it in different packaging," but new like "this hasn't existed before."

Resnova: The Legal Term for "Nobody Knows What to Do Here"

Put them together, and you get resnova. A proper legal term that judges use when they're dealing with a genuinely unprecedented case. No prior rulings. No established precedent. Just a problem that requires someone to actually think rather than copy what the last person did.

It's the legal equivalent of "well, this is new."

When a court faces a resnova, it can't just look up the answer in a textbook. They have to understand the fundamentals, think creatively, and figure out a solution that makes sense. Knowing that whatever they decide might become the precedent everyone else follows.

Sound familiar?

Why This Actually Matters

The insurance world, especially insurtech, is full of resnova right now. Not the boring kind of insurance problems that have been solved since the 1970s, but genuinely new territory.

Things like:

For Insurtechs:

• How do you actually structure an MGA that can scale without losing underwriting discipline?

• Should you build your own carrier or partner with existing capacity? What about a cell captive or hybrid model?

• How do you navigate regulatory approval when you're doing something genuinely innovative that pushes the traditional boundaries?

• What governance does your board actually need when you're raising Series B, before regulators start asking questions?

For Digital MGAs & Carriers:

• How do you use telematics and connected device data to underwrite properly? (Not just give people a 5% discount for plugging something in)

• What's the real process for EU passporting when you're expanding beyond one country?

• How do you structure operations across Gibraltar, Malta, UK when your business model doesn't fit traditional templates?

For Corporate Risk:

• Should a company with 5,000 vehicles self-insure through a captive, use large deductibles, or stick with traditional insurance?

• How do you turn around a deteriorating fleet book when generic "driver training" advice hasn't worked?

• When does embedded insurance actually make economic sense for your platform?

For Boards & Interim Teams:

• Your insurtech needs an NED who's recently held a regulated CEO role, not someone whose last operational experience was 1999. Where do you find that?

• You need an interim CUO who can start making underwriting decisions day one during regulatory approval, not spend six months "learning the business." Who's actually done this?

These aren't theoretical questions from a textbook. They're the actual problems keeping founders, CEOs, and boards up at night, and there's no established playbook for most of them.

Where Resnova Shows Up

The concept isn't just academic. It's the daily reality across insurance and insurtech right now:

Insurtech Governance

A fast-growing insurtech MGA needs board members who understand both technology scaling and insurance operations. Finding NEDs with recent insurtech CEO or CUO experience and regulatory approval, not consultants who've "advised" insurtechs but operators who've actually run them? Resnova for most boards.

Interim Leadership

An insurtech needs an interim CUO during regulatory approval who can make underwriting decisions from day one. Not a consultant who'll spend months analysing. Someone who's held CUO roles with regulatory approval and can speak the regulator's language. Resnova.

Market Entry & Regulatory Strategy

A UK insurtech wants to expand across Europe with a different structure than usual. The regulatory frameworks exist, but optimising for your specific business model, capital position, and go-to-market strategy? Nobody's done it for your exact situation. Resnova.

Portfolio Remediation

A motor MGA's book has deteriorated for three years straight. Claims frequency up 40%. The usual consultants said "improve driver training" and "strengthen underwriting guidelines." That didn't work. Finding what's actually driving the losses in the data, not what the textbook says, and implementing solutions that stick? Resnova.

Fleet Risk Management

A logistics company operating 5.000 vehicles wants to self-insure. They've been told "you need risk management" for years, but nobody's shown them how actually to build it for their specific operational model. Analysing root causes, structuring the programme, implementing frameworks that work? Resnova.

Captive Feasibility

An insurtech is evaluating whether to build a carrier, use a fronting arrangement, explore a cell captive, or stick with capacity partnerships. Every feasibility study says "it depends," but nobody tells you what it actually depends on for your specific situation - capital efficiency, regulatory appetite, operational complexity, strategic flexibility and most importantly, control. Resnova.

Embedded Insurance Structuring

A platform wants to embed insurance into its customer journey. Should they become an appointed representative, build an MGA, white-label a product, or partner differently? The compliance requirements are clear, but the optimal structure for their specific platform, customer base, and unit economics? Resnova.

These aren't theoretical problems. They're the challenges keeping insurtech founders, executives, and boards awake at 3 am, and no established playbook actually works for their specific situation.

Our Approach: Actually Doing the Work

Here's what the name means in practice:

Res means we focus on the actual problem. Not "strategic alignment" or "digital transformation" or whatever consultants say when they don't want to do real work. We dig into the specific regulatory requirements, the actual underwriting data, the real operational challenges, and the board composition gaps.

If you're an insurtech seeking regulatory approval, we're looking at the FCA or GFSC rulebook requirements for your specific business model, not just talking about "innovative compliance strategies."

If your fleet book is deteriorating, we're analysing three years of claims data to find root causes, not just recommending "driver training programmes."

If you need a board member, we're providing someone who's recently held a CEO or CUO role with regulatory approval, not a consultant who's "advised" insurance companies.

Nova means we're working on problems that genuinely don't have cookie-cutter answers. Insurance, especially insurtech, has changed more in the last five years than in the previous fifty. Connected devices, embedded insurance, usage-based pricing that actually works, cross-border EU operations, MGA-to-carrier transitions. These need fresh thinking, not the same advice consultants have been recycling since 2005.

We're not going to pretend we have all the answers. Nobody does. That's kind of the point of resnova. It's new territory, and anyone who tells you they've solved this exact problem fifteen times before is either lying or didn't understand your question.

Why Latin

There's something fitting about insurance consulting adopting legal terminology. Insurance, especially when you're dealing with regulatory approval, captive structures, or cross-border operations, is fundamentally about risk, contracts, and regulatory compliance. All things where legal precision actually matters.

Plus, the res nova concept has the right amount of humility baked in. When courts say they're facing a res nova, they're admitting "we've never seen this exact situation before, so we need to think carefully." Not "we've got the perfect framework for this."

That's our approach too. Deep expertise in insurance operations, honest acknowledgement of what's genuinely new territory, and willingness to figure things out rather than pretending we already know.

Also, it's easier to explain to regulators than "we're disrupting insurance" or "we're building the future of risk."

What This Actually Means

Names matter because they tell you what a company is about. "Resnova" signals:

• We focus on substance over process (the actual regulatory-operational challenges, not consultant frameworks)

• We work on emerging problems (the "new matter" of insurtech, embedded insurance, and modern risk management)

• We're committed to actual solutions (res—the thing itself, not strategic decks)

• We think creatively (nova—because the old answers don't always work for new business models)

When an insurtech is trying to figure out board composition during scale-up, when MGAs are navigating regulatory approval for innovative products, when companies are evaluating captive structures or self-insurance programmes, or when interim leadership is needed during critical growth phases. These are the res nova of the industry.

And like those judges facing unprecedented questions, companies need people who understand both the fundamentals (we've held the regulated roles, secured the licenses, run the operations) and the creative problem-solving required to navigate genuinely new challenges.

Also, they probably need someone comfortable enough to wear trainers to the regulator.

What's Next

The insurance and insurtech world will keep evolving. AI-driven underwriting, autonomous vehicles, alternative ownership models, embedded insurance at scale, cross-border regulatory frameworks. More res nova ahead.

We picked this name because it captures both sides of what we do. The Latin roots remind us that rigorous analysis and regulatory credibility matter. The "new matter" concept keeps us focused on what's actually changing rather than recycling what used to work.

Whether you're an insurtech navigating regulatory approval, a board seeking operational expertise, an interim team needing immediate execution capability, a company evaluating market entry or captive structures, or an operator rethinking fleet risk management, you're probably dealing with questions that don't have established answers.

That's your resnova.

And that's what we're here for.

Your Resnova

If you're facing unprecedented problems in insurance or insurtech - whether that's board composition, interim leadership, regulatory approval, market entry, portfolio turnarounds, fleet risk management, captive evaluation, or embedded insurance structuring, you're probably dealing with questions that don't have cookie-cutter answers.

That's your resnova.

Some consulting firms will pretend they've solved your exact problem fifteen times before. We won't. Because if it's genuinely unprecedented, nobody has.

What we will do: bring deep expertise in insurance operations and regulatory frameworks. We've held CEO and CUO roles with approval from the FCA, GFSC, and MFSA. We've built carriers from inception to operation. We've secured licenses in markets we'd never operated in before. We've turned around underperforming portfolios. We've reduced fleet claims 30%. We've navigated insurtech board governance during scale-up.

We think creatively about solutions. We focus on substance over process. And we actually implement rather than just recommend.

Also, we'll probably wear trainers to at least one regulator meeting.

Need help with your resnova?