ARIA · loading
Enough that the worst plausible event does not end the company, sized from what your contracts require, what a severe claim could actually cost in your industry and venues, what assets a judgment could reach, and what peer companies your size carry. Minimum-compliance limits, the $1M that satisfies a lease, answer the contract question only. The harder questions are where underinsured businesses discover the difference between having insurance and being insured.
Limits should be priced against your severe scenarios, not your average ones: the fleet vehicle into a family of four, the product failure with injuries across a production run, the fire that closes the plant during peak season, the breach that exposes every customer record. For each, the question is the realistic total cost, defense, judgment, rebuild, downtime, in the venues where you would face it. Jury awards have outrun inflation for a decade, and limits that felt conservative in 2015 are routinely consumed before defense costs in 2026.
Two external benchmarks do much of the work. Contracts: leases, customer MSAs, and GC agreements encode what sophisticated counterparties consider adequate, and the trend across your contract stack shows where requirements are heading. Peers: what companies your size in your industry actually carry, by line, is knowable, and being meaningfully below the peer band is rarely a sign of efficiency. ARIA benchmarks both: your limits against your contract requirements and against the peer set for your revenue band and class.
The patterns repeat. Umbrella limits sized years ago and never revisited as revenue tripled. Business income coverage set to a round number rather than a worksheet, with a 12-month restoration period against an 18-month rebuild. Cyber limits chosen when the company had a tenth of today's records. Employment practices skipped entirely in litigious venues. And the structural gaps that are not about limits at all: missing endorsements, wrong retro dates, excluded operations. Coverage adequacy is a portfolio question, reviewed annually, against the business you have become.
No reliable one. Two businesses with identical revenue can carry wildly different risk, a consultancy versus a trucking firm. Revenue sets exposure bases for pricing, but limits follow severity scenarios, contracts, and peers, not a flat percentage.
Yes, mostly through inflated property valuations, redundant coverages, or limits far past any plausible severity. The fix is the same discipline in reverse: structure built from real exposures rather than fear. The waste in most programs, though, sits in gaps, not excess.
Sixty seconds of questions, or upload your current policies. ARIA shows what it finds, cited to the page, with no obligation attached.
Nothing binds until a licensed Risk Strategist signs the placement
ARIA · live across every page