Scout InsurTech Rising with Ohio Mutual Insurance Group

Bethany Foy is the Continuous Improvement Leader at Ohio Mutual Insurance Group, which partners with more than 500 independent agencies to distribute quality property and casualty insurance products. Bethany was interviewed by Andrew Daniels, Co-Founder at Scout InsurTech and Co-Founder and President at CrashBay.

Bethany, how are you integrating AI adoption into strategy, and what does your framework for responsible, enterprise-wide AI look like?

“Artificial Intelligence adoption is closely tied to our strategy, particularly in enhancing operational efficiency and customer experience. Our framework, which we started developing early last year, includes setting ethical guidelines for AI, ensuring transparency in decision-making and promoting cross-departmental collaboration. These principles are foundational to our continuous improvement environment. Artificial Intelligence is viewed as an enabler, empowering our associates to create value, deliver better experiences and find more meaning in their work.”

What role does company culture play in driving innovation at Ohio Mutual? How have you prepared your teams to view new technologies like AI as enablers rather than threats?

“Culture is critical. We’ve built an environment focused on learning, experimentation and continuous professional development. To prepare our teams for AI, we’ve implemented literacy programs, online learning and open communication. We focus on highlighting how these tools enhance, not replace, their roles. Our culture of continuous improvement has made it safer and more effective for associates to embrace AI.”

How do you ensure innovation efforts stay aligned with enterprise strategy and that leadership is focused on the right problems?

“We align innovation with strategy by continually reviewing and updating our strategic goals. We involve senior leaders in decision-making through data-driven processes and effective questioning. This helps prioritize initiatives that matter most. Continuous feedback loops and performance metrics also ensure we’re solving the right problems and adapting to changes quickly.”

As your innovation function matures, how do you engage with external startups and emerging technology vendors?

“While my role in innovation leadership is still evolving, we’ve always spent time engaging with insurtechs and innovators. Staying educated on market developments helps us align external solutions with our internal strategies. We view these engagements through the dual lenses of innovation and problem-solving, making sure new technologies directly address the challenges we’ve identified.”

What lessons have you learned from building a culture of continuous improvement, and how has that given you an edge in today’s fast-changing insurance landscape?

“I’ve learned the importance of adaptability and providing people with the tools to improve processes. Ongoing training and cross-departmental collaboration have been key. You can’t solve problems in silos; diverse perspectives lead to better outcomes. Our continuous improvement culture has helped us stay resilient and prepared for change whether it’s market shifts or emerging technologies like AI. We’re better equipped today because of the groundwork we’ve laid.”

What excites you most about future technologies in the insurance space?

“I get excited when we innovate internally with our teams taking an idea and building something from scratch. Externally, I’m excited about data-driven technologies that enhance decision-making and customer experience. Also, tools that go beyond the basic insurance contract to provide added value, like helping members prevent losses or improve protection are especially promising. These differentiate our offerings and deepen member relationships.”