Map current state faster. Carry transformation work further.

Sapeum helps consulting teams capture workshops and process details live, reduce alignment rework, and turn process mapping into a reusable asset for redesign, implementation, and client handoff.

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Challenges

What slows process transformation work down

Workshops create too much cleanup

After each session, teams still spend hours reconciling notes, rewriting flows, and chasing stakeholders for confirmation.

Overlapping processes are hard to connect

Complex programs span multiple functions, sheets, and levels of detail, but most documentation formats make those relationships hard to track.

Manual process mapping is slow and brittle

When the team depends on PowerPoint, whiteboards, or box-and-arrow tools alone, important context gets lost and updates become expensive.

Handoff into implementation is weak

Static deliverables rarely preserve enough context for client teams, PMOs, or downstream implementers to work from confidently.

How it works

How Sapeum supports transformation engagements

  1. 01

    Capture the process while stakeholders explain it

    Use Sapeum during discovery and mapping sessions to record current-state workflows live instead of recreating them later.

  2. 02

    Preserve detail without cluttering the main flow

    Keep annotations, variations, and linked context attached to the process so teams do not have to choose between clarity and completeness.

  3. 03

    Track versions across current state, target state, and client revisions

    Maintain snapshots and changes as the engagement moves from diagnosis to redesign and implementation planning.

  4. 04

    Reuse the work across phases and related processes

    Carry mapped knowledge forward into future-state design, prioritization, and client handoff instead of restarting each time.

LIVE
Commercial Insurance Claims · 11:47
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[B] Set up claim record[Q] Settlementcommittee reviewssettlement[K] Refer claim to SIU[F] Acknowledge claim[L] Assess claim value[H] Set reserves[O] Check settlementauthority[A] Receive FNOL[R] Litigate claim[I] Investigate claim[J] Assess fraudindicators[D] Senior adjuster orspecialist receives claim[G] Confirm coverage[T] Close claim[E] Routine adjusterreceives claim[N] Settle claim[M] Pursue subrogationrecovery[P] Manager reviewssettlement[S] Dispose of salvage[C] Triage and assignadjuster[K.2] Determine SIUoutcome[K.1] SIU investigatesclaim[H.1] Reevaluate reserves[A.2] Policyholder reportsFNOL[A.3] Online portal FNOL[A.1] Broker reports FNOL[R.4] Settle on courthousesteps[R.2] Manage file through suit[R.1] Assign defensecounsel[R.3] Determinelitigation outcome[R.5] Go to verdict[I.1] Engage independentadjuster[I.3] Engage forensicaccountant[I.2] Engage engineer[G.7] Pay claim[G.8] Deny coverage andclose claim[G.3] Review exclusions,endorsements, limits, anddeductible[G.6] Determinecoverage outcome[G.2] Check policy in forceon date of loss[G.5] Investigate underReservation of Rights[G.1] Pull policy[G.4] Issue Reservation ofRights letter[T.1] Reassess claim[N.2] Negotiate settlement[N.1] Account for salvage[R.2.2] Depositions[R.2.1] DiscoveryReally big /7-figureSign offSign offWithinauthorityFraudindicatorsNo fraudindicatorsReopen forassessmentDemandreframes thingsNot coveredHeading towarddenialKick backKick backSettlesCoveredNew factsContinueinvestigationNew info /supplementaldamagePick back upHighseverity/complexRoutineDoesn't settleVerdictCoveragequestionRecoverypotentialLate subrorecoveryAbove authorityDescriptionThe FNOL is set up in theclaims system. A claimrecord is created, and thesystem generates a claimnumber. That claimnumber is how the wholefile is tracked from here.Without a claim number,the claim basically doesnot exist as far as thesystems are concerned.SystemsClaims systemDescriptionFor really large settlements, thematter is escalated to a settlementcommittee for sign-off. Thecommittee can approve it or kick itback and tell the adjuster torenegotiate.DescriptionIf something trips fraud concern, the adjuster refers the claim to SIU, the Special InvestigationsUnit.DescriptionOnce the claim is assigned,the adjuster acknowledgesit. Depending on thecarrier, this initial contactSLA is 24 or 48 hours, andthe adjuster has to reachout to the insured or thebroker within that window.This is not just a formality:early contact sets the tonefor the whole claim, andmissing the SLA getsflagged and follows theadjuster around.The acknowledgementincludes introducingthemselves and letting theinsured or broker knowthey have the claim.DescriptionIf there are no fraudindicators and theinvestigation is complete,the adjuster puts a numberon the claim and assessesit.This is where theinvestigation work cashesout into the actual dollarvalue of the loss.The client framed this asgetting to: are we actuallyon the hook, and howmuch?On a third-party claim, thatmeans assessing who wasat fault and for how much.On a first-party propertyclaim, that meansassessing what it costs tomake the insured whole.DescriptionAssuming coverage is good, theadjuster sets reserves.A reserve is the adjuster's estimate ofthe ultimate total cost of the claimwhen all is said and done, includingindemnity plus expense.The reserve is set early, when theadjuster knows the least.The whole company plans aroundthese numbers; it is money set asideon the books.It is also how the whole companyknows what it owes, even mid-claim.If the reserve is set too low, there is anasty surprise later. If it is set too high,capital gets tied up unnecessarily.It is an educated estimate that theadjuster keeps revising.The client said this gets revisitedconstantly. Every time a new factcomes in, the reserve is reevaluatedand may move up or down based onwhat the facts say.The client emphasized that thereserve is not just paperwork; it is thediscipline of the whole job.It means being forced, on day 3 withbarely any facts, to honestly say whatthe claim is going to cost, and thenhaving the rigor to keep moving thatestimate as the truth comes in insteadof anchoring to the first guess becauseadmitting you were off isuncomfortable.Examples mentioned include:an engineer's reporta bigger repair estimatea lawyer showing upA big reserve change usually pings theadjuster's manager, too.For business interruption claims,forensic accountant reports usuallyfeed back into the reserve.The client emphasized that thesettlement is the visible part, but thereserve is where the claims disciplinereally lives.ProblemsThis is huge, and it's probably thething I lose the most sleep over.Reserve accuracy over the life of aclaim is one of the things the teamgets measured on hardest.If you had to name the one thingpeople get wrong about the claimsprocess, the client said it is reserves.Everybody on the outside thinksclaims is about the settlement, thenegotiation, the big number at theend. New adjusters often think thesame and treat the reserve likepaperwork or an estimate you slap onearly and forget.Where that breaks down, you getleakage:money quietly leaking out of claimsthat should have cost lesssurprise reserve jumps that blow upthe numbersDescriptionThe adjuster checks whether theproposed settlement is within theirauthority limit or needs escalation.Within authority, the adjusterapproves it and the claim movesforward.Above authority, the matter isescalated to a manager, or forreally large claims, to a settlementcommittee. The client emphasizedthat nobody settles a 7-figureclaim on their own say-so.DescriptionFNOL stands for First Notice of Loss. This is where the claim starts: somebody tells us that something bad happened.However it lands, that's the trigger; the clock starts then.DescriptionIf the matter does not settle, it goes into litigation. The client described this as a whole branch of its own.DescriptionAfter reserves are set, the adjuster does the actual investigating.The point is to build the actual factual picture of what happened and what it did.Depending on the loss, that can include:site visit or inspectionrecorded statements from the insured and any witnessesphotospolice or incident reportspulling documentsOn a commercial property loss, the adjuster might be standing in a flooded building.On a liability claim, the work is more paper- and statement-driven.On bigger or more technical losses, the adjuster does not do all of it alone and brings in outside experts as needed.For a business interruption claim, that can include a forensic accountant to figure out what the company actually lost in income. Their reportsfeed back into the claim file and often back into the reserve.During investigation, the adjuster is also asking whether there is subrogation potential — whether somebody else is at fault and the carrier maybe able to recover later.The client clarified that subrogation potential should be flagged early, even though the actual recovery happens much later.DescriptionFraud monitoring is threaded allthe way through the claim, butthere is a real decision point wherethe adjuster watches for fraudindicators.Examples mentioned:the story keeps changingthe loss conveniently happensright after coverage is bumpedupdocumentation does not add upDescriptionHigher-severity or morecomplex claims areassigned here after triage.DescriptionThis comes before figuring out what is owed on the claim. The client emphasized that people outside the business often do not appreciate this step: before spending a dollar, the adjuster has to confirm the insurer actually owes anything.DescriptionThe adjuster closes the file once finalnumbers are in.At closure, reserves are brought downto what was actually paid, and theclaim is marked closed.The client also clarified that a closedclaim can absolutely reopen if newinformation appears, supplementaldamage is reported, or a latesubrogation recovery comes in.A closed claim is not always a deadone; it can pull the file right back intoinvestigation and assessment.DescriptionRoutine claims areassigned to a normaladjuster for handling.DescriptionAfter claim value is assessed, theadjuster settles the claim.The client said this includesnegotiation.The negotiation may be with:the insuredthe claimantthe claimant's or insured's attorneyThere is typically a demand andback-and-forth negotiation. As thatdevelops, the adjuster may need tobounce back and reassess the numberbecause the demand reframes theclaim.The goal is to land on a number bothsides can live with.Once a settlement number is reached,there is an authority gate before it canmove forward to payment.DescriptionSubrogation is consideredduring investigation,including mid-claim. Theadjuster is always askingwhether somebody else isat fault and whether thecarrier can recover fromthem later.The client clarified thatsubrogation potential isflagged early, but theactual recovery is chasedafter payment and caneven come in after the filehas been closed.Example mentioned:if a contractor's faultywork caused the fire, thecarrier might pay itsinsured and then pursuethat contractor, or thecontractor's insurer, torecover the money laterDescriptionFor settlements above theadjuster's authority, the matter isescalated to the manager forsign-off. The manager can approveit or kick it back and tell theadjuster to renegotiate.DescriptionAfter payment, salvage isdisposed of as part ofwrapping up the claimrecovery/offset items.DescriptionThe claim goes through triagebefore it reaches the adjuster.Somebody, or partly the routingrules in the system, looks at theline of business, the complexity,and the severity, and assigns theclaim to the right adjuster.A fender bender on an auto policyand a warehouse fire are not goingto the same person. The big, hairy,high-severity stuff routes to asenior adjuster or a specialist. Theroutine stuff comes to a normaladjuster.SystemsClaims systemDescriptionDepending on what SIU finds, theteam either picks the claim backup or heads toward a denial.DescriptionAfter referral, it issomewhat out of theadjuster's hands. SIU runsits own investigation, andthe claim might pausewhile that happens.DescriptionDuring the life of the claim,the adjuster revisitsreserves repeatedly as newfacts come in. The reservecan move up or downbased on updatedinformation.This requires the rigor tokeep moving the estimateas the truth comes in,instead of anchoring to thefirst guess becauseadmitting you were off isuncomfortable.Examples mentioned:engineer's reportbigger repair estimatea lawyer showing upa settlement demandthat reframes theexposureA big reserve changeusually pings the adjuster'smanager.ProblemsIf the adjuster anchors tothe first guess instead ofmoving the reserve as factscome in, the processbreaks down and createsleakage:money quietly leakingout of claims thatshould have cost lesssurprise reserve jumpsthat blow up thenumbersFrequencyConstantlyDescriptionThe policyholder reportsthe loss directly.DescriptionThe FNOL comes throughthe online portal. This ishappening more andmore.SystemsOnline portalDescriptionThe broker calls or emailsthe FNOL in.DescriptionMost litigated matters stillend up settling shortlybefore trial.DescriptionThe file is managed through suit. The client said this can last years.FrequencySometimes yearsDescriptionDefense counsel isassigned once the claimgoes into litigation.DescriptionMost litigated matters still settle onthe courthouse steps, but some goto a verdict.DescriptionSome litigated mattersproceed through trial to averdict.DescriptionUsed when boots on theground are neededsomewhere the adjustercannot be.DescriptionUsed on a businessinterruption claim todetermine what thecompany actually lost inincome. The forensicaccountant's reports feedback into the claim file andusually back into thereserve.DescriptionUsed for structuralquestions. For example, todetermine whether a rooffailed because of the stormor because it was alreadyin poor condition.DescriptionSometimes the threadresolves fine and the claimis paid.DescriptionSometimes the matterends in a coverage denial,and the claim closes rightthere without anindemnity payment.DescriptionThe adjuster reviews thepolicy details, includingexclusions, endorsements,the limits, and thedeductible.The policy is a contract,and the answer to whetherthe claim is paid lives inthat contract, not in howsympathetic the loss is.If the coverage is notclear-cut, the adjusterlooks for whether the lossmight fall under anexclusion or whether anendorsement changesthings.DescriptionThe coverage question ultimatelyresolves one way or the other afterthe investigation thread plays out.DescriptionThe adjuster confirmswhether the policy was inforce on the date of loss.DescriptionAfter the Reservation ofRights letter is issued, thecarrier keeps investigatingand helping the claimantwhile the coveragequestion is still beingworked through.DescriptionThe adjuster pulls thepolicy as the starting pointfor the coverage review.DescriptionIf there is a real coveragequestion, the adjusterissues a Reservation ofRights letter.It basically says: we aregoing to keep investigatingand helping you, but weare not waiving our right todeny coverage if it turnsout this is not covered.It protects the carrier'sposition while theinvestigation continues.DescriptionWhen a closed claimreopens, the file may needto be reassessed, not justreopened administratively.The client described this asbeing pulled back intoinvestigation andassessment.DescriptionThe adjuster negotiates thesettlement with theinsured, the claimant, orincreasingly their attorney.There is usually a demandand back and forth. As thatnegotiation unfolds, theadjuster may need tobounce back and reassessbecause the other side'sdemand reframes things.The goal is to land on anumber both sides can livewith.The adjuster cannot simplyagree to any number; thereis a real gate in the form ofthe adjuster's settlementauthority limit.If the proposed settlementis within the adjuster'sauthority, they approve itthemselves and move itforward. Above that, theyhave to escalate forapproval. Nobody settles a7-figure claim on their ownsay-so.DescriptionIf there is a damaged assetwith leftover value, salvageis accounted for as part ofsettlement.DescriptionDepositions occur as partof the litigation branch.DescriptionDiscovery occurs as part ofthe litigation branch.
DM
SME: "…unless it's flagged, then it goes through the exception path first."

Resources

See it in action

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Capabilities

Capabilities that matter in process transformation consulting

Real-time process capture

Document workflows as stakeholders describe them, reducing the need for manual transcription and follow-up meetings.

Linked process components

Handle overlapping subprocesses and cross-sheet relationships more cleanly across complex transformation programs.

Annotation-rich documentation

Add context, cumbersome steps, exceptions, and variations without overcrowding the main process map.

Snapshots and versioning

Preserve baselines, compare revisions, and track what changed between consultant-delivered outputs and client iterations.

Implementation-ready handoff

Give downstream teams a more usable starting point for redesign, automation, SOP work, and execution.

Benefits

Why transformation consultants care

Faster delivery timelines

Map processes faster and spend less time on post-session alignment work, helping teams move through active engagements more quickly.

Easier follow-on work

Use the same process foundation for current state, target state, roadmap, and implementation planning instead of rebuilding each asset separately.

Better continuity across workstreams

Keep related process areas connected so large programs are easier to manage across functions and stakeholders.

Stronger client handoff

Leave behind documentation that is easier for clients and delivery teams to understand, update, and use after the consulting phase.

Scenarios

Signals from consulting feedback

Post-workshop burden observed

30-40 additional hours per workshop in Jonathan Haroun feedback

Stakeholders per process map

Typically 3-4 in McKinsey process design work

Program complexity example

15 maps across functions and fund types on one transformation engagement

Pattern

How teams work before and after a stronger process record

Before

Workshops produce notes that must be translated later into process maps

After

Live capture preserves what stakeholders agreed while the session is happening

Before

Context is split across slides, comments, and separate files

After

Main flow, annotations, and linked dependencies stay connected

Before

Implementation teams inherit static outputs

After

Clients receive a more usable process foundation for follow-on work

FAQ

Frequently asked

Is Sapeum only for current-state mapping?

No. It is especially strong in current-state discovery, but it also helps with future-state design, target operating model work, prioritization, and implementation-oriented handoff.

Can it support complex transformation programs across many workflows?

Yes. Sapeum is useful when teams need to connect overlapping processes, maintain layered detail, and keep versions clear as the engagement evolves.

Why is this better than mapping in slides or traditional diagram tools alone?

Traditional tools can produce final visuals, but they often make live capture, structured context, and reuse harder. Sapeum helps teams preserve more of the underlying knowledge, not just the final picture.

What consulting pain does it reduce most directly?

The biggest recurring pain is heavy post-workshop alignment work: rewriting, clarifying, and reconciling what stakeholders meant. Sapeum helps reduce that burden by capturing more accurately in real time.

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Reduce process-mapping rework on transformation engagements

If your team is spending too much time rewriting workflows after workshops or rebuilding context for implementation, Sapeum can help you create a stronger, more reusable process record from day one.

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