Insurance intermediary
Customer service requests arrived across five email channels with no central categorisation, SLA tracking or workload balancing.
- Customer service
- Finance & procurement
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AI use cases
Every use case comes from a real Fruition client engagement, with the client's name withheld. Select "See the build" for the process diagram, boards, automations and integrations.
Use case catalogue
Customer service requests arrived across five email channels with no central categorisation, SLA tracking or workload balancing.
An expensive incumbent CRM integrated poorly with practice-management and accounting systems, client data was fragmented across exports, proposals were ad hoc with inaccurate budgets, and there was little visibility of pipeline or internal referrals.
Retail and fleet enquiries were merged on a work-management board with fragile automations and a manual sales-to-admin order handover with no structured return path.
A small advice practice handled leads, onboarding, reviews and client communications manually, with no consistent follow-up or segmentation by advice type.
A merged tax practice had split boards that had grown complex, an annual rollover done by half-day spreadsheet export and re-import, a previous automation attempt that exhausted the plan's monthly action limit, and reporting that broke when fields were left blank.
A brokerage double-handled leads across spreadsheets, a broker platform and lender portals, reporting on commissions and referrer splits through Excel pivots with no unified client view.
PMO and marketing projects lived in spreadsheet-based tools without standard intake, effort tracking or a portfolio view of risk and capacity.
Annual client reviews, tax and FTA deadlines were tracked manually, so work was not triggered consistently ahead of due dates and advisors lacked visibility of queue position.
A litigation funder re-keyed portal enquiries into monday.com and OneDrive by hand, ran NDAs and conflict checks manually and had no automated reminders across more than 100 active cases.
The loan-management system could not link related investor entities under one client, and a previous integration required heavy custom field mapping and data manipulation, with transaction volumes far above what a work-management board can hold.
Engagement with ~72 investors was tracked manually in a spreadsheet with no reminders, scattered communication history and no way to map multiple contacts per organisation.
Account managers tracked referrals and prospects in individual spreadsheets and Outlook, with payments managed separately and updated manually.
Loan transactions were stored as many repeated columns per loan, so producing client-ready loan statements with running balances meant manual reformatting.
Industries
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