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PRD V2 lite

Assisted renewal platform for brokers and insurers

Version 2.0 - Industrialization, integration and governance

1 Purpose of the document

This document presents the product framework for V2 of the assisted renewal platform. Unlike PRD V1, it is not yet aimed at detailed screen-by-screen execution, but at the structured preservation of the industrialization vision of the product. V2 corresponds to the transition from an efficient tool for small practices to a robust solution for structured networks, multi-agency practices and first company-level deployments.[3][1]

2. V2's role in the product trajectory

V1 is used to validate : - business pain ; - the value of structured reminders ; - the remote renewal customer path; - official merchant collection; - the product's ability to improve renewal rates.

V2 is used to validate something else: - industrialization of deployment ; - reduced dependence on Excel files - management of more complex organizational structures; - upgrading the product in terms of security, auditing, governance and management[2][1]

3. V2 positioning

V2 positions the product as a multi-agency digital renewal operational platform, designed to integrate progressively into existing systems and provide a more robust framework for execution, supervision and compliance.

The product remains a business and technology overlay, operated on behalf of licensed players in the insurance market, which remains consistent with the CIMA framework on technical service providers acting under the responsibility of insurers and intermediaries.[4][5][6]

4. V2 objectives

Business objectives

  • Target structured networks and medium-sized firms.
  • Reduce onboarding costs.
  • Increase value per account through multi-agency, reporting and integration.
  • Prepare sales to companies.

Product objectives

  • Introduce ERP / API connectors.
  • Manage a multi-entity, multi-agency organization.
  • Reinforce rules, exceptions and supervision engines.
  • Introduce a higher level of client-side authentication.

Compliance and security objectives

  • Reinforce audit trail.
  • Further structure roles and rights.
  • Better document data processing and governance.
  • Get closer to ICT and security governance expectations in an insurance context[7][8]

5. V2 target segments

Main segment

  • Structured brokerage firms.
  • Multi-agency networks.
  • Intermediaries with several operational teams.

Secondary segment

  • Companies for targeted pilots on certain products, channels or distribution networks.

6. Problems to be solved by V2

V2 addresses the limitations of V1:

  • Excel mode alone becomes insufficient as volume increases.
  • The need for separation by agency, entity and role becomes critical.
  • Users demand greater analytical visibility.
  • Management wants more traceability, auditing and control.
  • Enterprise customers demand more integration and fewer manual operations.
  • Security and governance requirements become more stringent as the solution moves closer to institutional use cases[8]

7. Product hypothesis V2

If the platform reduces the friction of renewal in V1, then a V2 that improves integration, governance, supervision and security will open up larger segments and increase retention and customer value.

8. Major capabilities expected in V2

8.1. Enhanced data integration

V2 introduces a more robust unified ingestion layer:

  • excel/CSV import retained ;
  • scheduled import ;
  • aPI REST connectors when available;
  • configurable field mapping ;
  • synchronization log ;
  • synchronization error handling.

Value

  • Less manual work.
  • Better data freshness.
  • Less reliance on ad hoc exports.

8.2. Multi-agency and multi-entity

V2 should enable : - multiple agencies per firm ; - partitioning of views and rights ; - consolidated reporting; - local configuration by agency within a group framework.

Value

  • Adaptation to structured networks.
  • More detailed operational control.
  • Preparation of future company accounts.

8.3. Enhanced customer authentication

V2 must complement the V1 scheme with : - SMS OTP or equivalent ; - attempt policies ; - improved session management; - variable authentication logic according to risk.

Value

  • Reduced risk of unauthorized access.
  • Increased confidence for key accounts.
  • Greater probative robustness.

8.4. More advanced rules engine

V2 should introduce : - rules by contract type ; - rules by channel ; - rules by customer segment ; - differentiated dunning rules ; - blocking or manual review rules.

Value

  • Improved campaign efficiency.
  • Reduce operational noise.
  • Finer-grained business control.

8.5. Anomaly and exception center

Instead of a simple list of errors, V2 should offer a genuine analytical center : - qualification of anomalies ; - processing queue ; - possible assignment ; - severity levels ; - resolution history.

Value

  • Continuous improvement of data quality.
  • Industrialization of complex case processing.

8.6. Enhanced audit trail

V2 should offer richer logging of : - business events ; - security events ; - manual modifications ; - operator decisions ; - synchronization events ; - campaign proofs.

Value

  • Meets internal control expectations.
  • Basis for audit, compliance, litigation and supervision.

8.7. KPI and management

V2 introduces : - agency dashboards ; - group dashboards ; - send / failure / payment rates ; - conversion rates by segment ; - average time to payment; - campaign performance analysis.

Value

  • Make the product controllable by managers and executives.
  • Support sales and commercial renewal of the platform.

9. User path V2

Group Admin

  • configures entities ;
  • manages roles and rights ;
  • pilots integrations;
  • consult consolidated KPIs.

Agency Admin

  • manages local settings ;
  • supervises agency campaigns;
  • consults anomalies and results.

Operator

  • processes task lists ;
  • corrects or escalates anomalies;
  • validates shipments;
  • tracks payments and exceptions.

End customer

  • receives notification ;
  • authenticates with greater security;
  • consults and pays;
  • can take over an unfinalized file.

10. V2 compliance requirements

V2 does not change the basic legal framework, but it does reinforce the tools required to meet it. The product must continue to be operated under the responsibility of insurers and intermediaries, with the platform remaining a technical service provider within the meaning of the CIMA logic[5][6][4]

Personal data

V2 must better support the obligations of data controllers and processors: - more precise documentation of processing operations ; - rights management by role ; - improved traceability of accesses; - tools for internal reports and audits; - support for the appointment/management of the customer's data protection correspondent, where applicable.[9][7]

Security

V2 must be more closely aligned with growing expectations in terms of ICT governance, management of external dependencies, continuity and systems security in insurance.[8]

11. V2 non-objectives

V2 is not yet aimed at : - a public API open to external partners ; - a complete white-label ; - advanced predictive analytics; - a truly industrialized multi-country offering; - highly sophisticated omnichannel orchestration; - an open marketplace/platform architecture.

12. V2 success KPIs

  • Reduction in customer onboarding time.
  • Share of files synchronized automatically.
  • Reduction in blocking manual anomalies.
  • Multi-agency usage rate.
  • Increased conversion rate on structured accounts.
  • Reduction in security incidents and inappropriate access.
  • Rate of adoption of dashboards and management functions.

13. Strategic decisions to be prepared in V2

  • connector strategy: standardized vs. specific ;
  • oTP and authentication strategy ;
  • level of customization per customer ;
  • tenant partitioning architecture ;
  • log and data retention policy;
  • choice of initial "company" use cases.

14. Risks V2

  • complexity explosion due to customization overload ;
  • integration debt if each customer imposes its own uncontrolled mapping;
  • tension between V1 simplicity and V2 sophistication;
  • higher support costs if governance is not well thought-out;
  • greater regulatory pressure as volumes and criticality increase[7][8]

15. Deliverables expected from V2

  • enhanced ingestion connectors ;
  • multi-agency model ;
  • enhanced customer authentication ;
  • enhanced rules engine;
  • anomaly center ;
  • enhanced audit trail ;
  • management dashboards;
  • reinforced security and governance framework.

Vision V3 / target architecture

Enterprise digital renewal platform for insurers, brokers and networks

1 Purpose of the document

This document describes the target vision V3 of the platform. It is not a detailed PRD, but a strategic direction and product architecture document. V3 represents the logical culmination of the product's evolution from an efficient operational tool to a governed, scalable, large-scale digital renewal platform.[1][2][3]

2. V3's role in the overall trajectory

V1 validates the basic value proposition.
V2 validates industrialization for structured networks.
V3 aims to turn the solution into a central digital renewal and collection brick for companies, large brokers, distribution networks and partners.

V3 is designed to : - broaden the segments served; - increase functional depth; - significantly strengthen the platform's governance, compliance, observability and openness; - move the product towards a "platform business" logic.

3. Product vision V3

V3 is a digital renewal enterprise platform capable of orchestrating : - contract data ; - multi-channel campaigns - customer experience ; - payments ; - performance monitoring ; - compliance requirements; - partner integrations.

The platform becomes a "renewal orchestration system" rather than a simple application product.

4. V3 target segments

  • Insurance companies.
  • Large brokers and multi-agency networks.
  • Groups operating several brands or entities.
  • Distribution partners looking for a white-label solution.
  • Eventually, multi-country contexts in the CIMA area.

5. V3 target capabilities

5.1. White-label and multi-brand

V3 should enable : - multiple brands ; - specific themes and charters ; - dedicated domains or sub-domains ; - entity-specific templates; - branded customer paths.

Benefits

  • sell the platform to companies and networks without imposing a single brand;
  • support an OEM/partner offer.

5.2. API-first and ecosystem

V3 must offer : - Partner APIs ; - structured webhooks ; - standardized integration interfaces ; - more connectors; - exposure to external partners.

Benefits

  • integrate the platform into a larger information system;
  • enable use by other portals, apps or workflows.

5.3. Orchestrated omnichannel

V3 goes beyond WhatsApp/SMS to orchestrate : - WhatsApp ; - SMS ; - e-mail ; - web portal ; - assisted call-center ; - possibly app notifications or other channels.

Benefits

  • optimize contact and conversion rates by segment;
  • reduce dependency on a single channel;
  • manage customer preferences and fallback rules.

5.4. Advanced analytics

V3 must provide : - complete renewal funnel ; - analysis by agency, product, segment, channel ; - cohorts ; - value recovered ; - non-renewal risk; - inter-network comparisons.

Benefits

  • transform the platform into a strategic, not just operational, management tool.

5.5. Intelligent segmentation and orchestration

V3 can introduce : - advanced segmentation rules ; - scenarios adapted to customer behavior ; - prioritization of high-stake files; - dynamic orchestration according to conversion probability.

Benefits

  • increase conversion rate ;
  • optimize team effort;
  • prepare a business intelligence layer.

5.6. Enterprise governance

V3 must integrate : - advanced roles ; - delegations ; - strong separation of stakeholders ; - retention policies ; - advanced auditing ; - observability ; - better compliance and reporting tools.

Benefits

  • meet the expectations of companies and major groups;
  • support internal audits, regulators and partners.

6. Regulatory positioning and V3 compliance

V3 remains in the model where the platform acts as a technical service provider for insurers and intermediaries operating digital distribution and management under the CIMA framework.[6][4][5]

But V3 changes scale: - more data ; - more external dependencies ; - more contractual responsibilities; - more security, audit and continuity requirements.

At this level, the platform must be designed with a logic of : - security by design ; - privacy by design; - auditability by design; - continuity by design.

This becomes coherent with the expected reinforcements around ICT governance, cybersecurity and continuity in CIMA insurance markets.[8]

7. Target architecture V3

7.1. Architecture principles

  • modular architecture ;
  • clear separation of business domains ;
  • robust multi-tenant ;
  • API-first ;
  • standardized integrations ;
  • centralized logging ;
  • native observability;
  • cross-functional security.

7.2. Target functional areas

V3 can be structured around the following areas: - identity and access ; - organization management and tenants ; - data ingestion and synchronization ; - campaign engine ; - rules engine ; - notification management ; - customer portal ; - payments and reconciliation ; - anomalies and operator workflow ; - analytics and reporting; - compliance, evidence and audit.

7.3. Future-proof business objects

The platform's structuring objects become : - holding / organization ; - legal entity ; - agency ; - user ; - role / permission ; - customer ; - contract ; - deadline ; - campaign ; - channel ; - notification ; - customer session ; - payment transaction ; - reconciliation ; - anomaly ; - audit event ; - business rule ; - communication preference.

7.4. Resilience requirements

By V3, the platform must be able to demonstrate : - continuity plan ; - management of external dependencies ; - supervision of critical flows ; - recovery mechanisms ; - partial unavailability management; - end-to-end traceability capability.

These expectations are in line with the sector's growing demands in terms of IT governance and business continuity[8]

8. V3 business model

V3 opens up several possibilities: - saaS enterprise subscription ; - onboarding / integration fees ; - white-label options ; - premium analytics / orchestration modules; - volume or per-entity pricing; - distribution partnerships.

9. Strategic risks V3

  • overbuilding too early ;
  • product dispersion ;
  • over-dependence on specific integrations;
  • heavy business requirements before sufficient maturity;
  • conflicts between commercial flexibility and platform standardization;
  • increasing regulatory exposure in the case of large volumes.

10. What V3 must not become

Even when mature, the platform must not become : - a complete insurance ERP ; - a customization factory with no standards - a captive product for a single insurer; - a simple message aggregator; - a fragile assembly of ad hoc integrations.

It must remain a specialized platform, focused on digital renewal, reminder, collection and supervision.

11. Architectural safeguards to be preserved from V1/V2 onwards

To avoid compromising V3, decisions taken in V1/V2 must preserve : - the separation between ingestion, campaigns, payments and the customer portal ; - the existence of stable pivotal business objects; - transverse logging; - strict separation of tenants; - the possibility of adding new channels and connectors without rewriting the core system.

12. Maturity criteria for transition to V3

The move to V3 logic becomes justified when several conditions are met: - several active multi-agency customers ; - real need for white-labeling ; - recurring API and advanced integration requests; - managerial use of analytics; - sufficient volumes to justify enhanced observability and governance; - initial multi-country or multi-brand needs.

13. Strategic conclusion

V3 is not simply a "bigger V2". It's a change in the nature of the product: from an efficient business tool to a enterprise platform for digital renewal. This ambition is realistic, provided we don't try to build it too soon, and keep to the Now/Next/Later logic: - V1 = validate, - V2 = industrialize, - V3 = platform[2][3][1]

Sources [1] Curves Ahead: Navigating Change with Now-Next-Later Roadmap https://productschool.com/blog/product-strategy/now-next-later-roadmap [2] Now Next Later Product Roadmap: A Strategic Framework for Agile ... https://product-blueprint.com/now-next-later-product-roadmap/ [3] A Guide to the Now Next Later Roadmap - Aakash Gupta https://www.aakashg.com/now-next-later-roadmap/ [4] [PDF] conference interafricaine des marches d'assurances - CIMA https://cima-afrique.org/wp-content/uploads/2024/02/Reglement-01-24-Portant-sur-la-distribution-et-la-gestion-du-contrat-dassurance-par-voie-numerique-electronique.pdf [5] The main thrusts of the new regulation of insurance contracts ... http://lemarche.finance/assurance-cima/ [6] CIMA (finally) adopts a regulation on the distribution and management ... https://droitmediasfinance.com/index.php/actualites/droit-des-assurances/716-assurtech-cima-la-cima-adopte-enfin-un-reglement-sur-la-distribution-et-la-gestion-du-contrat-dassurance-par-voie-numerique-et-electronique [7] Personal data protection: ARTCI alerts the industry ... https://digitalmag.ci/protection-des-donnees-a-caractere-personnel-lartci-alerte-les-responsables-de-traitement-et-les-correspondants/ [8] CIMA insurers have 24 months to strengthen their cybersecurity https://www.212assurances.com/2026/02/28/reglement-n010-24-les-assureurs-cima-ont-24-mois-pour-blinder-leur-cybersecurite/ [9] Protection Correspondents - Protection Authority https://www.autoritedeprotection.ci/correspondants-a-la-protection/ [10] details - Sun Télécom https://sun-telecoms.com/blog-details/CIMA [11] Règlement N01-24 CIMA/PCMA/CE/SG Portant sur la distribution et ... https://fanaf.org/ova_doc/reglement-n01-24-cima-pcma-ce-sg-2024-portant-sur-la-distribution-et-la-gestion-du-contrat-dassurance-par-la-voie-numerique-electronique/ [12] Regulation 01-24- Concerning the distribution and management of ... https://cima-afrique.org/document/reglement-01-24-portant-sur-la-distribution-et-la-gestion-du-contrat-dassurance-par-voie-numerique-electronique/ [13] ARTCI - Protection Authority https://www.autoritedeprotection.ci/artci/ [14] THE INSURANCE CONTRACT IN THE CIMA CODE - Lextenso https://www.labase-lextenso.fr/penant/2022-n921/le-contrat-d-assurance-dans-le-code-cima-contrat-reel-ou-consensuel-PENA2022-921-629 [15] Tips for Agile Product Roadmaps & Product Roadmap Examples https://www.scrum.org/resources/blog/tips-agile-product-roadmaps-product-roadmap-examples