Motor Claims
Motor Claims
Motor Claims
One claims ecosystem. Every role connected.
One claims ecosystem. Every role connected.
One claims ecosystem. Every role connected.
1.47M projected claims. 1,000+ field workforce. 6+ disconnected tools. I designed a role-based claims platform connecting Claim Managers, Drivers, Garages and Investigators across the motor claims lifecycle, from vehicle pickup and inspection to investigation, repair and delivery.
1.47M projected claims. 1,000+ field workforce. 6+ disconnected tools. I designed a role-based claims platform connecting Claim Managers, Drivers, Garages and Investigators across the motor claims lifecycle, from vehicle pickup and inspection to investigation, repair and delivery.
1.47M projected claims. 1,000+ field workforce. 6+ disconnected tools. I designed a role-based claims platform connecting Claim Managers, Drivers, Garages and Investigators across the motor claims lifecycle, from vehicle pickup and inspection to investigation, repair and delivery.
Enterprise UX
·
Systems Design
·
Multi-persona Platform
·
Operational UX
1
Context
The
disconnected
systems
A high-volume motor claims operation spread across fragmented platforms, people and workflows.
A high-volume motor claims operation spread across fragmented platforms, people and workflows.
A high-volume motor claims operation spread across fragmented platforms, people and workflows.
Motor claims made up roughly 97% of ICICI Lombard’s monthly claims volume, with annual intimations projected to reach 1.47M by FY27. The operation involved around 1,000 people across claim management, field operations, garages and investigations, with each claim taking approximately 75 minutes to process.
Motor claims made up roughly 97% of ICICI Lombard’s monthly claims volume, with annual intimations projected to reach 1.47M by FY27. The operation involved around 1,000 people across claim management, field operations, garages and investigations, with each claim taking approximately 75 minutes to process.
Motor claims made up roughly 97% of ICICI Lombard’s monthly claims volume, with annual intimations projected to reach 1.47M by FY27. The operation involved around 1,000 people across claim management, field operations, garages and investigations, with each claim taking approximately 75 minutes to process.
But the work was fragmented across 6+ platforms and channels; FastTrack, IL AutoCare, Dista, OTTO Buddy, NYSA Break-in and email. Each system supported a specific part of the claims operation, leaving information and actions distributed across the journey.
But the work was fragmented across 6+ platforms and channels; FastTrack, IL AutoCare, Dista, OTTO Buddy, NYSA Break-in and email. Each system supported a specific part of the claims operation, leaving information and actions distributed across the journey.
But the work was fragmented across 6+ platforms and channels; FastTrack, IL AutoCare, Dista, OTTO Buddy, NYSA Break-in and email. Each system supported a specific part of the claims operation, leaving information and actions distributed across the journey.
As a claim moved from one role to another, its context moved unevenly. People had to work across systems to understand what had happened, what was pending and what needed to happen next.
As a claim moved from one role to another, its context moved unevenly. People had to work across systems to understand what had happened, what was pending and what needed to happen next.
As a claim moved from one role to another, its context moved unevenly. People had to work across systems to understand what had happened, what was pending and what needed to happen next.
The opportunity was to bring a fragmented operation into one connected ecosystem.
The opportunity was to bring a fragmented operation into one connected ecosystem.
The opportunity was to bring a fragmented operation into one connected ecosystem.
2
My Role
The
design
ownership
I owned the product experience from research to validation.
I owned the product experience from research to validation.
I owned the product experience from research to validation.
The business was building a role-based platform for the people involved in motor claims; claim managers, drivers, garages and investigators.
The business was building a role-based platform for the people involved in motor claims; claim managers, drivers, garages and investigators.
The business was building a role-based platform for the people involved in motor claims; claim managers, drivers, garages and investigators.
The brief was to bring their workflows together while giving each role the right context, actions and information for the work they own.
The brief was to bring their workflows together while giving each role the right context, actions and information for the work they own.
The brief was to bring their workflows together while giving each role the right context, actions and information for the work they own.
One platform didn't mean one experience. It meant a connected ecosystem where every role could do their work seamlessly.
One platform didn't mean one experience. It meant a connected ecosystem where every role could do their work seamlessly.
One platform didn't mean one experience. It meant a connected ecosystem where every role could do their work seamlessly.
3
Research
The
reality
on field
I went into the operation to understand how the work actually happened.
I went into the operation to understand how the work actually happened.
I went into the operation to understand how the work actually happened.
As the sole Product Designer, I worked with the PM, business teams and operational stakeholders to understand how claims moved across the ecosystem and where people struggled.
As the sole Product Designer, I worked with the PM, business teams and operational stakeholders to understand how claims moved across the ecosystem and where people struggled.
As the sole Product Designer, I worked with the PM, business teams and operational stakeholders to understand how claims moved across the ecosystem and where people struggled.
My focus was turning a complex claims operation into experiences people could actually work with.
My focus was turning a complex claims operation into experiences people could actually work with.
My focus was turning a complex claims operation into experiences people could actually work with.
4
Reframe
The
connected
problem
The challenge wasn't four separate journeys, it was the connections between them.
The challenge wasn't four separate journeys, it was the connections between them.
The challenge wasn't four separate journeys, it was the connections between them.
I didn't start with screens. I started by understanding how a claim actually moved through the operation.
I didn't start with screens. I started by understanding how a claim actually moved through the operation.
I didn't start with screens. I started by understanding how a claim actually moved through the operation.
I spent time with field executives, CSMs and investigators, observing their workflows, asking about the decisions they made, and tracing where information moved between people and systems.
I spent time with field executives, CSMs and investigators, observing their workflows, asking about the decisions they made, and tracing where information moved between people and systems.
I spent time with field executives, CSMs and investigators, observing their workflows, asking about the decisions they made, and tracing where information moved between people and systems.
What I saw was more complex than the existing product flows suggested: calls, WhatsApp, manual coordination and multiple tools were filling the gaps between formal workflows.
What I saw was more complex than the existing product flows suggested: calls, WhatsApp, manual coordination and multiple tools were filling the gaps between formal workflows.
What I saw was more complex than the existing product flows suggested: calls, WhatsApp, manual coordination and multiple tools were filling the gaps between formal workflows.
The real journey wasn't the one documented in the system. It was the one people had created to get the work done.
The real journey wasn't the one documented in the system. It was the one people had created to get the work done.
The real journey wasn't the one documented in the system. It was the one people had created to get the work done.
5
Architecture
The
shared
ecosystem
One product needed a shared structure underneath very different role-based experiences.
One product needed a shared structure underneath very different role-based experiences.
One product needed a shared structure underneath very different role-based experiences.
Across field observation and stakeholder conversations, a few patterns started to emerge: work was fragmented across roles, information was scattered across systems and handoffs often depended on manual coordination.
Across field observation and stakeholder conversations, a few patterns started to emerge: work was fragmented across roles, information was scattered across systems and handoffs often depended on manual coordination.
Across field observation and stakeholder conversations, a few patterns started to emerge: work was fragmented across roles, information was scattered across systems and handoffs often depended on manual coordination.
The opportunity wasn't to optimise individual screens. It was to connect the moments where one person's work became another person's responsibility.
The opportunity wasn't to optimise individual screens. It was to connect the moments where one person's work became another person's responsibility.
The opportunity wasn't to optimise individual screens. It was to connect the moments where one person's work became another person's responsibility.
What the research revealed?
What the research revealed?
What the research revealed?
Across conversations and field observation, I mapped the challenges by role to understand where the experience was breaking down.
Across conversations and field observation, I mapped the challenges by role to understand where the experience was breaking down.
Across conversations and field observation, I mapped the challenges by role to understand where the experience was breaking down.
The biggest gaps weren't within the journeys. They were between them.
The biggest gaps weren't within the journeys. They were between them.
The biggest gaps weren't within the journeys. They were between them.
6
Design
The
experience
model
I translated the system into focused experiences for each role while keeping the claim connected.
I translated the system into focused experiences for each role while keeping the claim connected.
I translated the system into focused experiences for each role while keeping the claim connected.
Driver
The field workflow
The field workflow
The field workflow
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Claim Manager
The claims workspace
The claims workspace
The claims workspace
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Investigator
The investigation system
The investigation system
The investigation system
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Garage
The repair workflow
The repair workflow
The repair workflow
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
Problem → Design decision → Flow → UI → Rationale → Iteration
So I reframed the problem from designing role-based workflows to designing a connected claims system, where every role gets the context and actions they need, without inheriting someone else's complexity.
So I reframed the problem from designing role-based workflows to designing a connected claims system, where every role gets the context and actions they need, without inheriting someone else's complexity.
So I reframed the problem from designing role-based workflows to designing a connected claims system, where every role gets the context and actions they need, without inheriting someone else's complexity.
7
Validation
The
critical
handoffs
The strongest test of the system was whether work could move cleanly from one role to the next.
The strongest test of the system was whether work could move cleanly from one role to the next.
The strongest test of the system was whether work could move cleanly from one role to the next.
The workflows were designed around moments where responsibility changes hands: a vehicle moving from customer → driver → garage, investigation information moving through field and back-office investigators, and claim decisions returning to the CSM.
The workflows were designed around moments where responsibility changes hands: a vehicle moving from customer → driver → garage, investigation information moving through field and back-office investigators, and claim decisions returning to the CSM.
The workflows were designed around moments where responsibility changes hands: a vehicle moving from customer → driver → garage, investigation information moving through field and back-office investigators, and claim decisions returning to the CSM.
Rather than validating screens in isolation, the focus was on whether the next person had enough context to continue the work without restarting it.
Rather than validating screens in isolation, the focus was on whether the next person had enough context to continue the work without restarting it.
Rather than validating screens in isolation, the focus was on whether the next person had enough context to continue the work without restarting it.
One claim · Multiple owners · Every handoff needs context
One claim · Multiple owners · Every handoff needs context
One claim · Multiple owners · Every handoff needs context
8
Impact
The
business
case
The business case projected meaningful gains in productivity, capacity and operational efficiency.
The business case projected meaningful gains in productivity, capacity and operational efficiency.
The business case projected meaningful gains in productivity, capacity and operational efficiency.
ClaimAssist was modelled to remove 13 minutes of friction from a 75-minute claim-processing cycle across 1.47M projected claims, equivalent to approximately 318,500 man-hours saved annually.
ClaimAssist was modelled to remove 13 minutes of friction from a 75-minute claim-processing cycle across 1.47M projected claims, equivalent to approximately 318,500 man-hours saved annually.
ClaimAssist was modelled to remove 13 minutes of friction from a 75-minute claim-processing cycle across 1.47M projected claims, equivalent to approximately 318,500 man-hours saved annually.
The business case estimated ₹30 Cr in potential annual savings, driven by manpower reduction, fraud identification and technology maintenance savings.
The business case estimated ₹30 Cr in potential annual savings, driven by manpower reduction, fraud identification and technology maintenance savings.
The business case estimated ₹30 Cr in potential annual savings, driven by manpower reduction, fraud identification and technology maintenance savings.
The product-level targets focused on improving the speed and consistency of key claim operations: 20% survey TAT improvement, 30% reduction in inspection time, 25% improvement in delivery-order TAT and 20% improvement in repair-approval TAT.
The product-level targets focused on improving the speed and consistency of key claim operations: 20% survey TAT improvement, 30% reduction in inspection time, 25% improvement in delivery-order TAT and 20% improvement in repair-approval TAT.
The product-level targets focused on improving the speed and consistency of key claim operations: 20% survey TAT improvement, 30% reduction in inspection time, 25% improvement in delivery-order TAT and 20% improvement in repair-approval TAT.
13 min saved per claim · 318K man-hours · ₹30 Cr potential annual savings
13 min saved per claim · 318K man-hours · ₹30 Cr potential annual savings
13 min saved per claim · 318K man-hours · ₹30 Cr potential annual savings
9
Reflection
The
design
lessons
Designing the system taught me to solve for the work between screens, not just the screens themselves.
Designing the system taught me to solve for the work between screens, not just the screens themselves.
Designing the system taught me to solve for the work between screens, not just the screens themselves.
Design for the system
Design for the system
When multiple people contribute to the same outcome, a good experience has to account for the relationships between their workflows, not just each workflow in isolation.
When multiple people contribute to the same outcome, a good experience has to account for the relationships between their workflows, not just each workflow in isolation.
When multiple people contribute to the same outcome, a good experience has to account for the relationships between their workflows, not just each workflow in isolation.
Start with the work
Start with the work
Understanding how people actually operate revealed constraints and behaviours that weren't visible in product requirements alone.
Understanding how people actually operate revealed constraints and behaviours that weren't visible in product requirements alone.
Understanding how people actually operate revealed constraints and behaviours that weren't visible in product requirements alone.
Make complexity feel simple
Make complexity feel simple
Enterprise products can have complex rules, roles and dependencies underneath. The user's experience shouldn't have to carry all of that complexity.
Enterprise products can have complex rules, roles and dependencies underneath. The user's experience shouldn't have to carry all of that complexity.
Enterprise products can have complex rules, roles and dependencies underneath. The user's experience shouldn't have to carry all of that complexity.
The best enterprise design hides system complexity behind clear, role-specific experiences.
The best enterprise design hides system complexity behind clear, role-specific experiences.
The best enterprise design hides system complexity behind clear, role-specific experiences.
Intellectual property of ICICI Lombard General Insurance Company Ltd
Intellectual property of
ICICI Lombard GIC
·
© 2026 All rights reserved
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By Lalitya Krishnan
© 2026 All rights reserved