Guided owner tour · 5 steps
How to track genuine new business in an insurance agency
Use a human-owned opportunity record to follow prospects from received through bound or lost, then compare the resolved pipeline with later AMS Book movement. The two records should inform one another without being collapsed: one describes what the team worked and marked bound; the other shows which customers and policies actually appeared in force.
KEELRIDGE SOFTWARE · REVIEWED · Screens come from a fictional, read-only agency.
Owner viewOpen this page in the live demo →
Captured from the fictional Keelridge Demo Agency.
The short answer
Track the opportunity, measure the resolution, and verify the arrival.
Give every prospect a status and date.
Received, open, bound, and lost answer different questions and need their own event dates.
Keep responsibility explicit.
Producer and account-manager views can show contribution without pretending one role caused every outcome.
Reconcile to later Book movement.
AMS arrivals confirm what entered the in-force Book and expose timing, remarkets, reactivations, and acquired business.
Start with an opportunity record the team can own.
Capture the prospect when it arrives, not after the policy appears in the AMS. The pipeline should keep status, department, target premium, target dates, and responsibility visible from first call through bound or lost.
The overview separates period events from today's standing. Received, bound, and lost use their event dates; open now and past-quote-date describe the current queue.
Explore the all-time opportunity view as owner →
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Calculate close rate from resolved opportunities.
Close rate is bound divided by bound plus lost for the selected period. Open opportunities do not belong in the denominator because they have not reached an outcome. Bound premium is the annual premium entered on bound policy lines—not a promise that the next AMS snapshot will match it exactly.
Keep received volume, open target premium, bound premium, and lost outcomes beside the rate so one percentage does not hide the shape of the pipeline.
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Show contribution by producer and account manager.
Producer and account-manager summaries can show received, bound, lost, and bound premium under the agency's assignment rules. They support coaching and workload questions; they do not prove that one employee caused the sale or loss.
Role, handoff, tenure, book complexity, and source quality still matter. Keep the underlying opportunity available rather than publishing a score with no reconstruction path.
Inspect producer results in the live demo →
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Compare the human pipeline with AMS Book arrivals.
A policy marked bound may not appear in the Book until its effective date and the next recurring export. An AMS arrival may instead be a reactivation, acquired customer, or classification exception. A new policy number can also be a remarket for a customer the agency already retained.
Keelridge keeps the opportunity tracker and point-to-point Book movement distinct so those differences can be reviewed instead of silently counted as production.
Why policy-level reporting inflates new business →
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Connect daily opportunity ownership with monthly Book evidence.
The tracker stays current as people work opportunities. The recurring AMS Book provides the later operating evidence. Keelridge connects the two views while preserving their dates and definitions, so owners can see both sales activity and realized Book movement without pretending they are the same record.
See the point-to-point Book movement formula →Interpretation boundaries
What the new-business review can—and cannot—prove.
- It can preserve pipeline evidence.Status, event date, responsibility, and entered premium remain visible.
- It can separate open work from resolved outcomes.Close rate excludes opportunities still in progress.
- It cannot infer genuine arrival from policy number.Remarkets, rewrites, reactivations, and acquisitions need classification.
- It is not automatic employee judgment.Contribution measures support review; they do not replace role and management context.
Questions from agency owners
Before using pipeline activity as a growth measure.
How should an insurance agency track genuine new business?
Track each opportunity from date received through bound or lost, preserve producer and account-manager responsibility, and record bound premium. Then compare bound opportunities with later AMS Book arrivals so remarkets, reactivations, acquisitions, and timing differences do not silently become organic new business.
Read the note →What is an insurance agency close rate?
For a named period, divide bound opportunities by bound plus lost opportunities. Open pipeline should not count against the rate because those opportunities have not been resolved. State which event date places an opportunity in the period.
Why can bound premium differ from new premium in the AMS Book?
The opportunity tracker records the amount entered when business is marked bound. The AMS Book reflects policies present in a later snapshot. Effective dates, data entry, cancellations, policy changes, and the timing of the next recurring export can make the two views differ.
Does a new policy number prove new business?
No. A carrier remarket or rewrite for an existing customer can create a new policy number without creating a new customer relationship. Customer identity and additional classification are needed before the arrival should be called organic new business.
Read the note →Continue the tour
Walk the fictional opportunity pipeline as owner.
The demo is read-only and uses synthetic prospects, employees, premium, and outcomes. Owner entry opens the all-time pipeline so the bound and lost examples remain visible.