Bought but not used: Why Insurtechs needs to start selling adoption, not just innovation

In recent months I’ve spent a lot of time with Insurtech founders - at the Lloyd’s Lab Cohort 15 pitches, in follow-up conversations with market entrants, and at The Camelot Network’s Insurtech Clinic, which helps early-stage propositions refine their business models.

It’s been inspiring to see the level of innovation and ambition across the space. But one pattern keeps surfacing: many start-ups are focused on selling the technology itself and less on how it solves client pain points and what happens after the deal is done.

That focus is especially significant now. As McKinsey recently noted, market interest is shifting away from full-spectrum Insurtech’s (those trying to reinvent insurance end-to-end) towards value chain enablers: technology partners helping incumbent firms improve efficiency, distribution, and customer experience.

For these enabler-style Insurtech’s, insider knowledge of how brokers, MGAs, and carriers actually operate has never been more critical. It’s no longer just about having the best product; it’s about understanding how to embed it, operationally, culturally, and behaviourally.

I’ve seen this challenge from both sides. I was part of a successful Insurtech myself, B2C, not B2B, but the lesson holds true across the board: adoption matters more than innovation.

70% of software implementations fall short of expectations because of poor user adoption

The hidden failure

Most tech challenges aren’t about systems, they’re about people. Without clear communication and engagement, even great solutions struggle to land.

Industry research shows that around 70% of software implementations fall short of expectations because of poor user adoption. Gartner reports that only 15% of organisations achieve a digital adoption rate above 75%, and McKinsey echoes the trend: roughly 70% of digital transformation projects never deliver their intended value, largely because of behavioural and communication gaps.

In the London Market, this problem is amplified. Brokers and underwriters operate in high-pressure environments where disruption to BAU is unacceptable. Many mid-size brokers and MGAs operate without dedicated internal communications resource, and change programmes often compete with immediate client demands. Add in legacy systems and regulatory oversight, and it’s easy to see why ‘new tech’ quietly stalls once it lands.

The adoption gap

When a start-up wins a new client, the real work begins - and too often, there’s no plan for that phase.

Who explains why the new tool matters?

Who shows teams how it helps them do their jobs better?

Who collects feedback, success stories, or testimonials once it’s working?

Without those answers, adoption becomes optional.

Internal communications may sound like a soft skill to some people, but it’s the difference between enthusiasm and apathy. A study by AxiosHQ found that while 80% of leaders believe their internal communication is clear and effective, only 53% of employees agree. That disconnect is exactly what derails tech rollouts - users don’t see what’s in it for them, or they don’t see the message at all.

Why adoption should be part of the pitch

For Insurtech’s selling into MGAs or brokers, sales conversations often focus on functionality and cost, but the buyer is wondering: How much disruption will this cause? Who’s going to manage it internally? What if it doesn’t land?

If you can answer those questions, you’ll stand out immediately.

That’s why I’ve developed a Rollout Communications Toolkit - a structured internal comms plan that start-ups can provide alongside their solution. It gives clients a clear roadmap for adoption, complete with timelines, milestones, and key messages that make the product easier to embed. It also builds in feedback and testimonial loops, so the start-up not only helps clients succeed but gathers the proof points and case studies that win the next deal.

From adoption to advocacy

High adoption doesn’t just protect ROI - it creates advocacy. When clients feel supported through change, they’re more likely to share results, renew, and recommend. In a relationship-driven market like London, that’s a powerful growth lever.

For start-ups aiming to secure funding or attract flagship clients, post-sale performance matters. Demonstrating real adoption and satisfaction strengthens investor confidence and accelerates traction.

And it all starts with communication: not once, not buried in a training deck, but consistently - from leadership messages to day one guides and progress updates that show it’s working.

In the London Market, innovation alone isn’t enough. The real differentiator is implementation.

Technology rarely fails because of what it does - it fails because people don’t know why, when, or how to use it. For Insurtech’s, building adoption thinking into the proposition isn’t just good practice; it’s good business.

The companies that sell adoption as confidently as they sell technology will be the ones whose products aren’t just bought, but used - and talked about.

If you’re developing or deploying new tech in the London Market and want to make sure it actually lands, I’d love to talk about how this approach could work for your business - email cara@ooshkaconsulting.com