2021 Insurance Consumer Report: A Guide to Growing Digital Demands for Insurance Providers

Report

September 17, 2021

TABLE OF CONTENTS

Introduction

The shift in the insurance market is largely driven by evolving consumer needs and disruptive tech. Digital transformation, the COVID-19 pandemic, and demographic trend changes are all factors fueling the growing demand for better insurance provider interaction. Levvel Research talked to over a thousand insurance consumers to identify the amount of demand for digital transformation and to find out what individuals expect from their insurance providers today.

Levvel Research found there is a large demand for insurance providers to offer immediacy, transparency, and more personalized products and services via the usage of web and mobile apps. However, insurers traverse a challenging situation, as this demand is largely driven by Millennials. Baby Boomers and Gen X still prefer traditional forms of interaction (in-person or phone call) with their insurance providers.

This report will help insurers navigate a complex landscape where preferences for traditional and digital forms of insurance consumption coexist. The report discusses trends around the importance of web and mobile apps, product offerings, personalization, the role of agents and brick-and-mortar locations, market churn, and other critical aspects of the current insurance consumer. This report will help decision-makers implement a modernization plan by pinpointing insurance products that require digital transformation in their IT and business technology management.

Executive Summary

Levvel’s research on insurance consumers reveals that the growing demand for digital transformation is highly segmented. Millennials(1) tend to be attracted to innovative and technology-driven services, purchasing channels, and policy offerings, whereas Baby Boomers and Gen X show preferences for traditional ways of buying and using insurance. Insurance providers face the challenging task of modernizing their technology infrastructure and products to meet new demands, while retaining customers with more traditional needs.

If engaged correctly, Millennials can represent a potential untapped market for digitally native products and services. Yet, older generations still represent the current majority of customers and should not be left out of providers’ efforts to grow market share. This latter segment’s insurance preferences have also been impacted by increased digital presence due to the COVID-19 pandemic. As a solution, a hybrid model may be the best approach to prepare for an increased demand for digital, as Millennials and Gen Z become the larger consumer cohort.

Data reveals that a hybrid effort that targets both sectors simultaneously will lend insurance providers the needed advantage to remain competitive in the market. This hybrid effort would bridge the gap between mobile apps and insurance agents to create a customer experience focused on both technology and human interaction. However, the insurance industry is slightly behind other industries regarding technological maturity (e.g. cloud migration), which has made substantial product enhancements and agility difficult for many. Insurance companies’ success in adapting to market changes will depend on their ability to modernize their technology infrastructure.

The Insights

Primary data among respondents include:

  • The top three characteristics that Millennials look for when purchasing an insurance product are a self-service platform, a mobile app, and chat-based support. Baby Boomers and Gen X’s top three characteristics in purchasing an insurance product are whether they know the agent personally, brick and mortar location, and unified products.
  • Millennials tend to switch insurance products every five years or less, whereas Baby Boomers and Gen X switch every 10 years, on average.

(1) Millennials are defined as anyone born between 1981 and 1996. Gen X are defined as anyone born between 1965 and 1980. Baby Boomers are defined as anyone born between 1946 and 1964.

  • Approximately 70% of Millennial respondents agree with the idea that insurance providers should provide policies that adapt to their needs because not everyone is subject to the same risks.
  • Less than 30% of respondents are willing to share lifestyle, social media, and purchasing behavior information, or carry wearable technology and sensors in exchange for improvements in their insurance coverage.
  • Approaches in how consumers interact with their insurance provider vary by the task:
    • Almost 60% of respondents chose in-person or via telephone call as their preferred method of filing claims or making changes to coverage.
    • Approximately 55% of respondents prefer web or mobile apps for quick and seamless tasks, such as making payments.
  • Despite a demand for digital modernization and personalization, agents are still popular among all consumer segments. Over 50% of respondents feel the need to speak to an agent at least a couple of times a year or more.
  • Baby Boomers and Gen X’s preferred channel of purchase is through agents, whereas Millennials’ preferred channels are mobile apps or through their bank, in addition to agents.
  • Brick and mortar locations are no longer as important. Approximately 50% of insurance consumers have not visited their insurance provider’s physical location in the past two years or have never been (beyond an initial visit).

The Takeaways

The Digitally-Native Consumer - There is a large demand for insurance companies to adopt digital products and services. Millennials lead trends in preferences for digital interaction via self- service platforms, web, and mobile apps. Baby Boomers and Gen X prefer interacting via agents —whether it is in-person or via phone call.

Market Churn - Customers tend to switch auto, home, and health insurance less frequently, whereas customers that purchase renters’ insurance or term-life insurance switch providers relatively frequently. Beyond the nature of the insurance product, Millennials tend to switch substantially more often, whereas Baby Boomers and Gen X tend to be more stable consumers.

Demand for Personalization - Insurance consumers believe not everyone is subject to the same risks, and insurance providers should adapt to their needs by offering personalized products and services. Millennials especially prefer tailored offerings and products.

Data Privacy - Despite a strong demand for personalized products, there is a strong preference to not disclose personal data to insurance providers beyond basic information (e.g. gender, age, employment), even if this translates to an improvement in their coverage. Most consumers are not willing to carry wearable devices, sensors, or provide lifestyle and social media information to their insurers.

The Evolving Role of Agents - Agents are still important in the customer lifecycle. Consumers prefer agents as a form of outreach and request them for assistance in carrying out complex tasks, such as changing insurance plans or filing claims. Quick and seamless tasks—like making payments or educating themselves on insurance products—tend to be carried out via web or mobile apps.

Relevancy of Brick-and-Mortar Locations - Despite a solid demand for agents, physical visits to insurance offices are not frequent. This is especially true for Millennial consumers, who prefer to engage with their insurers remotely.

Web/Mobile App Features - Frequent status updates, high transparency, an in-app expert chat feature, a claims tool, and strong security features (facial ID or electronic signatures) are key elements for a web/mobile app.

The Insurance Industry’s Modernization - Many providers in the insurance industry, particularly the long-standing leaders, have yet to fully embrace technological modernization in order to meet the digital demand of customers today.

Data and Methods Summary

The data obtained for this study stems from a survey conducted with over 1,000 insurance consumer respondents. The survey was fielded following a random sampling procedure. In addition, Levvel researchers created and applied population weights using raking methods (i.e. Iterative Proportional Fitting) in order to converge with Census data. Both of these factors ensure the survey representation of the U.S. population.

In terms of the methods used for analysis, this study utilized a variety of statistical and machine learning techniques (e.g., generalized linear regression models, latent class analysis, and principal component analysis). For simplicity, results are shown in descriptive format.

Who Should Read This?

This report is aimed at providing a current understanding of consumer preferences in the insurance market. Leadership, insurance product developers, agents, and claims specialists will find the information in this report especially useful in understanding what direction their organizations can take to address a growing demand for digital capabilities.

Bird’s Eye View of Current Consumers in the Insurance

Market Today Insurance mitigates risk, and, for that reason, insurance is considered by many as a necessity. However, not everyone perceives themselves to be subject to the same risks nor has the need for the same insurance products. Insurance covers multiple risks and assets in the U.S., and for an insurance provider to know where to target is crucial. Part of this is identifying spaces that are in high demand, and identifying spaces where demand can grow.

When asked about the types of insurance products individuals have in the U.S. today, respondents most commonly have health, home, and auto insurance (Figure 1). However, as new generations enter the insurance consumer market, there is growing demand for particular products. For instance, an increasingly popular form of insurance is renters’ insurance, with approximately 36% of Americans consuming renters’ insurance.

Main Insurance Products in the Market Today

Figure1

Baby Boomers and Gen X are remarkably similar, as they tend to adopt traditional forms of insurance. They represent approximately 60% of the U.S. population, and tend to purchase home, auto, health, and life insurance. On the other hand, Millennials—who represent 30% of the U.S. population—tend to purchase insurance a lot less overall, and they focus on other products, such as renters’ insurance and term-life insurance.

Figure2

Millennials are in different life stages as compared to Baby Boomers and Gen X. Other than being younger, they tend to have lower income and many have yet to build a family. Baby Boomers and Gen X are further ahead and are more likely to be homeowners and have higher income, and, hence, have more to protect. Despite the fact that these generations are in different life stages, there is substantial evidence pointing toward the notion that Millennials consume and will continue to consume insurance differently. For instance, population projections indicate homeownership will decrease in the coming decades, dropping from approximately 65% of the current U.S. population to 60% in 2040(2). On the other hand, other forms of living arrangements— renting, living with parents—will follow the opposite tendency.

(2) Goodman, Laurie, and Jun Zhu. “The Future of Headship and Homeownership.” The Urban Institute, 2020. https://www.urban.org/sites/default/files/publication/103501/the-future-of-headship-and-homeownership.pdf

Shopping online, streaming movies, and holding video work meetings are now part of daily life. Digital expectations for insurance providers are following suit. In asking insurance customers to rate factors in purchasing insurance (Figure 4), we found the most common appreciated characteristics revolve around understandable products, price, extent of coverage, and long- standing brands. These can be viewed as traditional factors that are appreciated in an insurance product. However, new factors, such as self-service tools or mobile apps, are positively regarded as well.

Factors Important in Purchasing Insurance

Figure3

When we asked each cohort group what factors they looked for when purchasing insurance products, Millennial respondents tended to place greater importance on an insurance provider having a self-service tool, a mobile app, and chat-based support. Baby Boomers and Gen X also place high value on these factors; however, they place more importance in agent relationships, brick-and-mortar location, unified products, and a phone-based support system.

Figure4

Outreach and Purchasing Channels

The differences between Millennials and older generations are important when it comes to purchasing channels. The preferred purchasing channel for Baby Boomers and Gen X is through an agent. Millennials show more diverse channel preferences, where they tend to prefer agents but place an emphasis on mobile applications, banks, and upon product purchase (Figure 5).

Figure5

Many companies tend to view this dual target (older versus newer generations) as a “choose one” scenario; however, a hybrid approach that eases technological transformation is the best approach in order to meet all demands.

Market Churn and Determinants

The insurance industry is particularly challenged by customer volatility, and new technological demands play an important role in churn. However, not every insurance product faces the same type of volatility, as it is intimately tied to the longevity of the risk and product the insurance is safeguarding. For example, consumers tend to switch once every 10 years, on average, for insurance products within the P&C sector, as well as health insurance or unemployment insurance. On the other hand, volatility is higher for insurance products that are less common among consumers (Figure 6). Consumers tend to switch once every five years or more often for renters’ insurance, term-life insurance, etc.

Figure6

Millennials are considerably more likely to switch insurance providers when compared to their generational counterparts. This is because Millennials show greater instability in their lives, as they are more likely to switch jobs or more likely to switch homes (i.e., rentals).

Figure7

While it is true that insurance product volatility is explained by life stages inherent to Millennials, this cohort has particular reasons for switching providers often. Levvel’s data shows they tend to be more dissatisfied with their insurance providers’ capacity to relay frequent updates, provide greater transparency, and convey high quality information on web and mobile applications. Insurance providers can reduce market churn for this cohort by improving their digital capabilities.

Figure8

New customers in the insurance industry wish for fast and seamless processes, where tasks that might seem cumbersome will push customers to search for capabilities in competitors. Traditional insurers must compete with disruptive new players offering innovative business models and low premiums.

Quote-1

Customer Expectations in the Insurance Market

After looking at what affects customer attrition, Levvel also identified factors that attract and retain insurance consumers. Customer experience (CX) and satisfaction are critical in insurance, and digital capabilities are a crucial component. Yet it remains unclear the extent in which companies should adopt digital transformation and what is more important, where to begin, and how to implement. Many insurers are still in the early adoption stage of digital transformation.

Personalization

What Does Personalization Look Like?

In CX, there are new emerging trends where people expect fast, personalized service and products. Personalization in the insurance context means insurers are able to reflect customers’ various preferences and personalized recommendations based on individual risks, life stages, preferences, etc. For instance, Levvel’s data shows over 50% of consumers believe risks are variable and subject to individual life stages (Figure 9). For this reason, they believe that the insurance policies they pay for should adapt to their current circumstances.

Figure9

Millennials place a larger emphasis on personalized products as compared to their Baby Boomer and Gen X counterparts (Figure 10). Approximately 70% of Millennial respondents agree that insurance providers should provide policies that adapt to their needs because not everyone is subject to the same risks. Gen X places a stronger emphasis on personalization than Baby Boomers but does prioritize this like Millennials.

Figure10

Data Sharing

What Does Data Sharing Look Like?

Today, insurers need consumers to supply data not only to assess risk, but also in order to create personalized insurance policies. Providers tend to ask the customer for information on their lifestyle, their behavior, etc. in order to be able to set a baseline and monitor risks. A growing insurer approach includes asking customers to share data from wearable devices, car sensors, health histories, data on former claims, etc.

As such, there is a personalization and data-sharing trade-off, where insurance customers need to provide more information in exchange for tailored policies.

Despite a growing demand for personalization, insurance customers are reticent when it comes to sharing information (Figure 11). Additionally, there is important variation in the type of information that customers are willing to share:

  • Basic information like core demographics or employment information are more acceptable to share.
  • Information stemming from sensors, wearable devices, or social media are less acceptable.
  • Less than 20% of respondents are willing to share lifestyle information via wearable technology or via sensors on automobiles.

Figure11

The Role of Agents

What is the role of agents as digital demand grows? Agents coexist in a changing environment where digital transformation is becoming a requirement for Millennials. The data shows agents will not be replaced in the near future, as there is a clear preference for them when interacting with insurers. Insurance providers that want to be successful have a unique opportunity to adopt a “human-in-the-loop” approach where digital transformation enhances agents’ capabilities.

Are Agents Still In Demand?

Despite an increasing demand for digital tools such as mobile or desktop apps, there still is a high demand for the presence of an agent in completing transactions. Levvel’s data shows over 50% of respondents feel the need to speak to an agent at least a couple of times a year or more.

Figure12

This is true even for Millennials, as they, too, prefer a certain presence of agents, despite a growing demand for digital capabilities coming from their insurer. While it is true that Baby Boomers and Gen X tend to rely more heavily on agents instead of digital tools, Millennials still have a strong need for agent relationships. Most Baby Boomers and Gen Xers feel the need to talk to an agent once a year or more. On the other hand, Millennials tend to feel the need to talk to an agent a couple of times a year or less.

Figure13

Agents vs. Digital Self-Service Model

The key to a successful coexistence between agents and digital self-service tools is in the nature of consumer interaction with the insurer. Levvel’s data shows insurance consumers use mobile apps and web apps to perform quick tasks related to their insurance. Agents, on the other hand, are needed when it comes to more complex tasks.

As such, what insurance consumers strive for is a hybrid model, where digital innovation acts as an enhancement of agent capabilities. Digital apps relieve agents from tasks that are easy or “self-serve.” This allows agents to focus on more complex tasks.

Figure14

The preference to combine apps with agents is not due to app confusion or lack of access. Over 70% of our insurance consumer respondents claim to have access to a web or mobile app; furthermore, less than 25% of survey respondents claimed the web or mobile app is confusing or difficult to use (Figure 15).

Figure15

Insurer web and mobile apps tend to not have the right functionality and need to be complemented with agent intervention. Complex tasks, like making changes to policies or filing claims, are still preferably conducted via the agent (Figure 16). Our data shows almost 60% of respondents chose in-person or telephone call as their preferred method of filing claims or making changes to coverage.

On the other hand, Levvel’s data shows insurance consumers use mobile apps and web apps to perform quick tasks related to insurance. Agents are used for more complex tasks. A large percentage of insurance consumers use web and mobile apps for tasks that are relatively simple, like making payments or getting quotes. Approximately 55% of respondents prefer to make payments via web or mobile apps.

Figure16

The Relevancy of Brick-and-Mortar Locations

Despite agents having a critical role in meeting insurance customer needs, brick-and-mortar locations are losing their importance among the insured (Figure 17). Approximately half of insurance consumers have not visited their insurance provider’s physical office or have never been, while a quarter of insurance consumers tend to visit the physical location a few times a year. Surely, part of these results have been magnified due to the COVID-19 pandemic. This may be due to restrictions or simply because the coronavirus has accelerated the push for digital interaction. Regardless, Levvel’s data shows a decrease in relevancy when it comes to brick-and- mortar locations.

In looking at cohort differences, there are pronounced differences, where Millennials tend to visit their insurance provider’s physical offices far less frequently than their Baby Boomer counterparts. Over 65% of Millennials have not visited their insurance provider’s physical office in the past two years or have never been, whereas most Baby Boomers and Gen X visit the insurance office a few times a year or more.

Figure17

With the phasing out of brick-and-mortar locations, this can give insurers the opportunity to promote cost savings and reallocate these expenses toward digital transformation efforts.

Insurance Providers’ Strategy

The Importance of Technology Modernization

While it is true that the vast majority of current insurance customers are Baby Boomers and Gen X, Millennials will comprise the largest generational group of the U.S. population by 2033, according to PEW Research Center’s demographic predictions(3). The most appropriate strategy for insurance providers is to adopt a hybrid approach of digital modernization. On a product roadmap, this means implementing mobile and web apps that have a self-service nature, chat- based support, and personalizable products, while at the same time continuing to enable and optimize agent-customer interaction.

However, it is important to acknowledge that these changes in product strategy may be difficult for many global insurance leaders. Levvel Research has found that companies in the insurance industry are slightly behind the average business in terms of technical maturity, including cloud computing (Figure 18) and legacy modernization (e.g., age of business critical systems, technology stacks, etc.)

Figure18

(3) “Millennials Overtake Baby Boomers as America’s Largest Generation.” (2020). Pew Research Center (blog). https://www.pewresearch.org/fact-tank/2020/04/28/millennials-overtake-baby-boomers-as-americas-largest-generation/.

In order to provide competitive digital services to current and potential clients, insurance providers must implement modernization initiatives that support and maximize customer needs. On-premise technology, outdated tech stacks, and legacy dependence have negative effects on business agility. Many insurance providers may remain held back by these issues as they try to adapt to the rapidly changing market.

In fact, data shows the modernization of a company’s technology management has a direct effect on their product development when it comes to efficiency and time-to-market. Figure 19 shows the correlation between cloud migration and Software Development Lifecycle (SDLC) efficiency.

Figure19

Here are first steps insurance companies can take in order to build disruptive products and create a strong technology foundation:

  • Complete a Modernization Assessment — Insurance companies can measure their current technology management maturity and better understand where they are in terms of modernization efforts. This Legacy Modernization Assessment (page 43 in the 2020 Legacy Modernization Report) is the first step in achieving this.
  • Gain Buy-in By Connecting Product to IT — When business and IT are not properly aligned on the connection between technology transformation and business success, executing on digital initiatives is very challenging. It is important to illustrate the benefits cloud migration has on agility, business value, and customer retention. Beyond improved product development efficiency, another key driver is ROI. Figure 20 shows the dramatic decrease in IT spend that comes with cloud migration, and these cost savings result in better customer innovation.

Figure20

  • Create a Modernization Strategy - This strategy can include choosing tech stacks, aligning with procurement, and outlining costs, as well as additional tools to align stakeholders and tools. Below are some steps for building a strategy from Levvel’s 2020 Legacy Modernization report:
    • Current state evaluation and discovery workshop in which Subject Matter Experts (SMEs), stakeholders, and developers are gathered to assess where to start
    • Enterprise Architecture evaluation and framework building to properly measure and map out the impact that initiatives will have on the overall technology architecture at the enterprise, as well as align them with the enterprise’s strategic architecture design goals for the future
    • Cost analysis, including determining the consolidation of resources that can occur and performing a tech debt analysis
    • Prioritization, including performing app rationalizations and determining budgets › Target state mapping, including creating a roadmap, list of actions, and a 90-day delivery plan

Addressing Churn

How To Retain Customers

A way to prevent churn is by meeting Millennial demands. Customers looking to switch (mostly Millennials) are asking for particular demands regarding self-service tools, web and mobile applications, personalization, and transparency (Figure 21). Stable consumers place importance on well known brands, agent relationships, and the extent of coverage. Insurance providers can target stable consumers by enhancing their products according to the shown preferences. At the same time, insurance providers should attempt to modernize and meet the required demands in order to prevent Millennial attrition.

Figure21

Capturing the Untapped Market

Non-Consumers and How To Get Them

Insurers worry about customer retention. However, an excessively narrow view on keeping current customers can cause insurers to miss out on new opportunities. Opportunity arises in segments of the population that do not have access to or have chosen not to purchase a particular product but express need for said product. Our research shows that for many of these products, with the exception of health and P&C, a large proportion of non-consumers (around 50%-60%) believe they are important to have (Figure 22).

These non-consumer regions are bastions of opportunity for insurance providers. According to Levvel data, the largest non-consumer predictors are age, digital literacy, and income. Insurer opportunities can target Millennials by increasing digital engagement and capabilities, as well as personalized and flexible pricing. In other words, just by modernizing, insurers can increase their abilities to dive into the untapped market.

Figure22

Best-in-Class Insurance

Next-generation Core Features

Insurers have the opportunity to get ahead of the curve by implementing modernization initiatives that enable them to meet consumers’ needs for personalization and speed of interaction, while maintaining a strong agent relationship.

But what does this look like? Levvel Research shows that modern insurance providers should have the ability to operate fully in a digital context. The best-in-class web and mobile apps for modern consumers (i.e., Millennials) are:

  • An app that provides frequent status updates and a high component of transparency, especially when it comes to claims processing
  • Personalized products with the option of data sharing. Data shows individuals are very concerned with privacy protections, so be mindful of security and data privacy options
  • An in-app chat with quick and easy communication capabilities with experts
  • A strong security feature where either a facial recognition process or electronic signature is required in order to access

Figure23

Conclusion

Insurance companies face the challenging task of modernizing to meet new digital demands, while at the same time keeping a focus on traditional service models. While this can seem like a strategy that divides efforts, Levvel encourages insurance providers to approach digital transformation as a strong investment in the future that will allow insurers to remain competitive.

Demand for digital is only likely to increase as Millennials become the largest cohort in the U.S. population and as Gen Z enters the insurance consumer market. By leveraging current advantageous positions in the market, successful insurers can meet the needs of their future customers and allow all consumers to choose how they engage with insurance providers.

About the Authors

Daniel Ramirez | Senior Research Consultant

Daniel Ramirez is a Senior Research Consultant for Levvel Research based in State College, PA. Daniel plays an important role in Levvel’s research products by providing expertise in data collection, analysis, and visualization. His research focuses on analyzing legacy modernization strategies for businesses, with a particular emphasis on cloud migration. He has a Ph.D. in Demography and Sociology from Pennsylvania State University and an MSc in Data Analytics from the University of Glasgow. Prior to Levvel, Daniel was a UX and Market Researcher for Snap Inc. specializing in international growth throughout Southern-European markets.

Anna Barnett | Research Senior Manager

Anna Barnett is a Research Senior Manager for Levvel Research. She manages Levvel’s team of analysts and all research content delivery, and helps lead research development strategy for the firm’s many technology focus areas. Anna has extensive experience conducting and writing market research on a variety of business and technology areas.

About Levvel

Levvel is a business and technology consulting firm. We help companies create great technology through human-centered problem-solving that is rooted in deep industry expertise. Whether you are reinventing your company, creating an industry-changing product, or making existing products even better with new technologies—we exist to make your endeavor a success story.

Levvel sits at the crossroads of strategic insight and the ability to design, build, and implement research-driven solutions. Our teams bring the gamut of business domain knowledge, design prowess, and technical expertise to create success for your business across the entire project lifecycle.

Learn more at https://www.levvel.io/services/insurance-transformation

About Endava

Endava is a leading next-generation technology services provider, delivering across the software development lifecycle, helping organisations improve efficiency, responsiveness, and customer engagement. By enabling clients to leverage next-generation technologies, Endava accelerates their ability to deliver Digital and Agile transformation and also to take advantage of new business models and market opportunities. Endava’s multi-disciplinary teams deliver Product & Technology Strategies and Intelligent Experiences underpinned by World Class Engineering.

Endava’s insurance footprint covers the UK, Europe and the U.S., focusing on general insurance and the London market. Alongside insurance, Endava also work with clients across a number of different industries including Payments, Mobility and Retail, which helps bring the learnings and innovation from those industries into the Insurance space.

For more information visit our website: www.endava.com/insurance

Authored By

Daniel Ramirez, Senior Research Consultant

Daniel Ramirez

Senior Research Consultant

Anna Barnett, Research Senior Manager

Anna Barnett

Research Senior Manager, Levvel

Meet our Experts

Daniel Ramirez, Senior Research Consultant

Daniel Ramirez

Senior Research Consultant

Daniel Ramirez is a Senior Research Consultant for Levvel Research based in State College, PA. Daniel plays an important role in Levvel’s research products by providing expertise in data collection, analysis, and visualization. His research focuses on analyzing legacy modernization strategies for businesses, with a particular emphasis on cloud migration. He has a Ph.D. in Demography and Sociology from Pennsylvania State University and an MSc in Data Analytics from the University of Glasgow. Prior to Levvel, Daniel was a UX and Market Researcher for Snap Inc. specializing in international growth throughout Southern-European markets.

Anna Barnett, Research Senior Manager

Anna Barnett

Research Senior Manager, Levvel

Anna Barnett is a Research Senior Manager for Levvel Research. She manages Levvel's team of analysts and all research content delivery, and helps lead research development strategy for the firm's many technology focus areas. Anna joined Levvel through the acquisition of PayStream Advisors, and for the past several years has served as an expert in several facets of business process automation software. She also covers digital transformation trends and technology, including around DevOps strategy, design systems, application development, and cloud migration. Anna has extensive experience in research-based analytical writing and editing, as well as sales and marketing content creation.

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