Shepherd Journal

At Shepherd, we're thrilled by AI's potential to achieve a foundational company goal: the elimination of administrative underwriting.

Notes on building software for spreadsheet-dominated domains

Unlocking the true potential of new technologies will drive the next wave of industry progress, and shape how a new generation of risk managers will need to work cross functionally with their technology leadership counterparts.

A quick recap of Shepherd's first year since going live

Surprisingly, the wildest thing about my journey with Shepherd has been obsessing over insurance with none other than my engineering colleagues.

3 lessons I learned building a commercial insurance product from zero to one

Today we're announcing Shepherd's strategic relationship with Autodesk

“Everyone has a plan until they get punched in the mouth. ” - Mike Tyson

Expanding Casualty Pro with the market leader in job site capture

Today we’re announcing Casualty Pro, a new Shepherd program that introduces technology usage data into our underwriting process.

Last year, around this time, I set my heart on taking a risk to go into software engineering.

The process of taking Excel risk models and turning them into code

Shepherd’s first product, Excess Casualty, is live in the construction insurance marketplace

This mindset and curiosity to learn was crucial as I grew into management. My team became my customer and my day was filled with questions and problems that I didn’t know how to answer.

As a second wave insurtech startup, the learnings from Insurtech 1.0 have undoubtedly shaped a lot of how we approach Shepherd.

At Shepherd, we are building an underwriting approach that automates the science in order to enhance the art.

Insights into our process and what candidates can expect as they get to know our team.

Spend just a few hours within any insurtech company and you will immediately notice a few stark differences compared to the 1980's-decorated rows of cubicles still donning many office environments today, both culturally and practically.

As professional growth opportunities wane in today’s Big-Corporate structures, traditional organizations will struggle to retain their Millennial and Gen Z talent.