Case studies · Insurance · Restructure
Verisk: from one leader’s habit to how the business runs.
Two divisions of a global data analytics business, with more than 1,000 people. What began as one leader’s way of working is now a process every manager runs.
The situation
One leader’s view, for years.
Tim Rayner leads more than 1,000 people across Verisk’s Specialty Business Solutions and General Insurance UK & Ireland divisions. Tensense had been part of how he leads for years. In 2026, Verisk made it part of how the divisions run.
How they use it
Team Temperature Checks.
A named internal process, with its own training and operating model. Managers across both divisions are formally accountable for running regular checks, not only the leadership team.
Measure, Explore, Act.
Each cycle becomes a hypothesis, a few targeted questions for the team and one concrete next step, using worksheets built around Tensense’s four lenses.
Local first, then up.
Managers record what they resolved locally and what they needed to raise with senior leaders, so both happen.
A signal, not the full story.
Their guidance is explicit: Tensense prompts the conversation, but it doesn’t replace it.
When the remit grew
An immediate view of a new division.
When Tim Rayner’s remit grew in 2026 to include General Insurance UK & Ireland, adding around half as many people again, Tensense was extended there straight away, to show where things stood across the new responsibilities. Verisk also pauses Tensense while its own annual staff survey is open, so nobody is asked twice at once.