Q&A: Bridging the Gaps at PayPal


For Laura Langone, senior director of global threat management and insurance with PayPal, risk management depends upon bridges. As PayPal makes a practice of bridging a banking, retail and technological innovation sectors, Langone’s approach to insurance coverage is targeted on manuscripting to bridge traditional market verticals. Underwriting innovation does not necessarily can come easily to the insurance trade, however. To that end, her method of the insurance markets requires extensive education efforts to connect the gap between internal operations and stakeholders and their prospective brokerages and underwriters.

Langone spoke to Risk Management about managing risk at modern-day, industry-spanning enterprises, the ongoing challenges involving cyber insurance, and the communicating required of risk supervisors.

RM: Like many of the biggest brand-new companies today, PayPal organizations into multiple industry industrial sectors. How does that impact your present approach to risk management?

Langone: It will require more work. With companies like PayPal where you’re remaining innovative with technology that disrupts or bridges standard markets, you really have to go across industry sectors to understand the particular nuances and the issues in addition to, as it relates to risk supervision, what the insurance services are so that we can bridge verticals within a manuscripted solution. For the last 20 years, the has done a good job together with trying to hone in on a vertical, like banking or statigic planning, and a lot of the brokers together with insurance companies have developed specific chance assessment information, collected information around those verticals, and engineered innovative but specific insurance plans based on traditional sectors.

With a corporation like PayPal, we’re going to really want the benefit of some of that vocabulary, so the question becomes the way we tap in. That’s what chance managers increasingly have to do: connection those gaps by choosing and educating their active client service team and educating multiple groups inside the insurance marketplace that we may not normally see. We also have to teach ourselves. One of the challenges to me when I came on was actually understanding where the markets are, whether or not exist, what they afford, as well as most beneficial way to present inside us the marketplace.

RM: Are there any particular collections you have found more challenging than others?

Langone: The line that is very hard is still cyber. When I contemplate cyber, I think about the internal process from conclude to end and identify all the tasks that could go wrong. Still, which includes a technology cyber program, it really is about the data, it is not in relation to loss of property per se, it really is loss of information, so you have to go to multiple policies to find insurance plan for your complete process. Be the most frustrating part.

The additional frustrating part is that the providers and insurance companies talk a lot around cyber as your biggest probability, but the capacity out there isn’t that great. No one is getting the ability of the cost, and some of the prices that are covered are ones we can easily handle. What we’re aiming to do is find the spot exactly where it will hurt us internal, where we really do want insurance plan indemnification to fit in, and figure out how much is enough. At the end of the day, numerous what we do is study around contractual arrangements, as a lot of risk is still on your balance sheet.

RM: Are there any continual holes you see in the online coverage options available?

Langone: With many procedures, you have a lot of sublimits, so you have to remain careful because you might think you have something but it is sublimited and is contingent on something else in the coverage phrasing. Companies should spend more time diligently looking at their coverage, their end-to-end processes and their biggest fears, and tapping into the procedures that they have to look for potential protection. Then they need to figure out how to mend those gaps and discover exactly what policy to go to in the given scenario.

RM: How do you conquer some of that push-back from providers when negotiating coverage?

Langone: When you go to market, we pull in our internal resources to spell out our business, but I have witnessed it both ways-some companies do not want to reveal any information, some people instruct the risk manager to fill out the application. What inquiries me is sometimes insurance carriers as well as underwriters don’t really understand your organization, and then they write policy expressions or give you a standard contract and you end up realizing it’s not necessarily very clear. Ambiguity will work inside favor of the risk office manager, hopefully, but both parties-and your C-suite and the boards-want to know that, whenever you are out and get coverage, you will be actually getting something that will probably cover the nuts and bolts of what perform.

The risk manager’s job will be to make sure there is full transparency to the market, so you attempt to get the best coverage you can, but coming back in to the internal industry to explain exactly what coverage usually means and make sure that people are clear on what is not covered, too.

RM: Will be pricing particularly responsive as you go through all of that extra work?

Langone: I definitely think so. I not really know if that is a reflection on schooling or on the market-the market is quite soft, there is capacity, and i believe many companies are benefitting from which will, unless you have had a loss. While i worked in biotech, after all the actual losses in pharmaceuticals, insurance firms did not want to write united states, they would just say to self-insure plus form a captive. Yet by going in and proving how we were different, we were able to get coverage. Now with cyber, I really do find it beneficial to educate. The other side is that, if you learn of you really don’t have a market, a person of that and you need to consider other strategies.