An operations report should answer one question: is the agency’s day-to-day work under control? It isn’t a sales report or a full set of accounts. It’s a short monthly page that shows what’s due, what’s stuck, and where money is waiting.
Here is what to put in it, and what to leave out.
1. Renewals
- Renewals due in the next 30 and 60 days
- How many are past a checkpoint without moving (for example, no terms requested 45 days before expiry)
- Last month’s results: renewed, moved elsewhere, lapsed
The figure that matters most is the number of renewals running late. A rising count is the earliest warning that the team is overloaded.
2. Money owed and money missing
- Client premiums overdue, grouped by age (0–30, 31–60, 60+ days)
- Commission received against commission expected, by insurer
- Open reconciliation items and how long they have been open
3. Open work
- Follow-ups past their due date, by owner
- Policy changes requested but not yet confirmed by the insurer
- Documents still owed to clients
Show these by owner, but use the report to rebalance the work, not to rank people.
4. The book at a glance
- Active policies and clients, compared with last month
- Mix by line of business and by insurer
- Any insurer whose share is growing fast, which concentrates your risk
What to leave out
- Figures no one acts on. If a number has never led to a decision, drop it.
- Raw lists. Keep the full lists of policies or payments in your system, and put only the totals and exceptions in the report.
- Numbers that change meaning. Once you have defined “overdue” or “at risk”, keep the definition fixed so months can be compared.
A one-page layout
| Section | Headline figure | Detail underneath |
|---|---|---|
| Renewals | Renewals running late | Due in 30 / 60 days; last month’s results |
| Money | Premiums overdue 60+ days | By age band; commission received vs expected |
| Open work | Overdue follow-ups | By owner; pending insurer confirmations |
| Book | Active policies | By line and insurer; month-on-month change |
Produce it on the same day each month, discuss it in a short meeting, and record one or two actions from each section. A report that leads to actions is worth more than a detailed one.