How Property Claims Leaders Can Improve Outcomes in 2027

More complex disputes, demanding catastrophe workloads and AI-enabled document manipulation are putting pressure on property claims operations. Addressing those challenges requires stronger oversight of claim decisions, staffing and external partners.

For property claims leaders planning for 2027, four priorities stand out: strengthening litigation management, applying AI with appropriate controls, improving catastrophe capacity and preventing problems through closer operational coordination.

1. Strengthening Litigation Strategy and Counsel Accountability

Appraisal disagreements, complex supplement requests and the involvement of multiple parties can make property disputes more expensive and time-consuming to resolve. Managing that exposure requires active collaboration between claims teams and defense counsel.

Counsel evaluations should consider responsiveness, communication and strategic judgment alongside spending and case outcomes. Regular case reviews can clarify the next decision, challenge assumptions and assess whether the defense strategy still fits the exposure. Complex matters may also benefit from another legal perspective or counsel with deeper local expertise.

“Claims leaders need counsel who can explain how the strategy supports resolution, identify emerging concerns and respond when the facts change,” says Ron Kifer, SVP, Insurance, at Auriemma Roundtables. “That requires an ongoing conversation about the case and the value of the work being performed.”

This approach gives spending reviews greater context. Leaders can evaluate whether legal activity advances the claim, where delays are accumulating and when a different approach deserves consideration.

2. Applying AI While Strengthening Document Verification

AI’s most practical applications in property claims currently include drafting correspondence, summarizing information and reducing administrative work. Unique property conditions, varying building requirements and inconsistent data make broader automation more challenging. Adjusters still need to validate information and apply judgment to the circumstances of each loss.

At the same time, AI can make fabricated receipts and inflated claim documentation more convincing. More sophisticated correspondence also increases the work required to verify supporting facts and evaluate assertions.

Training should focus on corroborating receipts, checking inventories and testing the assumptions behind loss calculations. In commercial property claims, that can include closer review of business interruption calculations and the records supporting them.

Image forensics and document analysis can assist, but findings require human review before they influence claim decisions. Vendor oversight should also address how carrier information is accessed, retained and used in AI models. Productivity gains depend on maintaining confidence in both the information entering the process and the output employees rely on.

3. Planning Catastrophe Capacity Around Actual Workloads

Claim counts alone provide an incomplete picture of field productivity. An adjuster responsible for inspections has a different workload from one who also manages documentation, customer communication and resolution. Staffing plans need to account for those responsibilities.

Working with HR and finance, claims leaders can build forecasts that include claim complexity, training time, leave and expected attrition. Those forecasts provide a stronger basis for deciding how much internal capacity to maintain and when outside support is needed.

Deployment practices offer additional opportunities. Grouping inspections geographically can reduce travel, while back-office support can relieve field adjusters of administrative tasks.

“Capacity planning needs to reflect the full job an adjuster is being asked to do,” Kifer says. “Understanding that workload helps leaders decide whether the answer is additional staff, better deployment or more operational support.”

Repeated catastrophe assignments also make retention and development part of readiness planning. Structured mentoring, in-person training and opportunities to share field experience help preserve expertise while preparing newer adjusters for demanding assignments.

4. Preventing Problems Through Better Policy and Repair Coordination

Claims leaders and experienced adjusters should help review policy changes while the language is still being drafted. Working with product teams before an endorsement is finalized can reveal provisions that may be unclear or difficult to apply during a claim.

For example, an endorsement that changes how damaged property is repaired or replaced should be tested against realistic loss scenarios. Product and claims teams can clarify what the policy would pay for, what documentation adjusters would need and how decisions would be explained to customers. Those discussions can guide revisions and employee training before the change takes effect.

Managed repair programs require similar preparation. Before offering a contractor network, carriers should establish who monitors repairs, handles complaints and intervenes when work falls behind or fails to meet expectations. Regular reviews of open repairs and unresolved issues help hold partners accountable.

“The customer experiences the policy, the claim handling and the repair as one process,” Kifer says. “Closer coordination helps ensure that what we offer can be delivered consistently, with clear ownership when something goes wrong.”

Introducing repair options early can support smoother handling, provided customers retain choice and adjusters have flexibility. Contractor capacity also needs continued review, particularly during catastrophe events when demand can exceed availability.

About Auriemma Roundtables for Property Claims

The Auriemma Property Claims Roundtable brings claims leaders together for confidential peer discussions on litigation, catastrophe response, technology, workforce development and repair management. Participants compare approaches and explore practical ways to improve claims performance and customer outcomes.

To learn more or inquire about membership, contact Ron Kifer.