Moshe Tamir
Role
Runs his own consultancy working across insurance carriers, investment houses and technology companies, after nearly 20 years as a senior executive in the Israeli insurance industry — including Deputy CEO at Migdal covering digital transformation and innovation — followed by a six-year relocation to Italy with Generali, leading global innovation and digital transformation for a 200-year-old carrier. Today he advises mature technology companies on go-to-market and product for insurance and investment, including raising strategic investors. Most of his clients are non-Israeli insurers, mainly in Europe, Asia and South Africa, plus some US carriers.
Contact: moshe@axell-hub.com. The consultancy’s name is inferred from that domain, not stated in the session — confirm before citing it.
Affiliations
- Own consultancy (name unconfirmed) — insurers, investment houses, insurtech vendors.
- Previously Migdal (Deputy CEO, digital transformation and innovation) and Generali Italy (global innovation / digital transformation).
- Offered to connect the team to Danny Tsiddon at viola-fintech — see danny-tsiddon.
Notes
- His core thesis for this direction: CAC is the problem. Not the technology, not the insurance. Every recommendation he gave is a way to avoid paying retail acquisition cost.
- Recommends not launching direct-to-consumer. Start by selling the technology to existing brokers on revenue share to learn the workflows at lower risk — the path AX-INS-4 and AX-INS-8 currently reject.
- Strongest positive suggestion: white-label to large distribution owners (credit-card issuers, El Al, frequent-flyer clubs) with the platform as an AI-native super-broker layer. See white-label-distribution-gtm.
- Suggests starting in Israel or another small market — commission and distribution unit economics resemble the US and the tech build barely changes, so customer-experience learning is cheaper. Challenges AX-INS-9.
- His most substantive objection: a generalist broker with no underwriting specialization or data enrichment cannot hold competitive prices, because the book’s risk profile must match carriers’ risk appetite or rates rise and carriers disengage. Filed as underwriting-specialisation-required-for-durable-price-advantage.
- Draws a clean line between an aggregator (point-in-time, product-triggered, pull-vs-push) and a digital insurance wallet (holistic, knows the customer, re-quotes over life). Uses insurify as the aggregator example.
- Confirms the US lacks the clearing-house infrastructure that Israel, Australia and the UK have — expect to spend heavily on both data access and acquisition.
- On fundraising: cautioned against an investor taking a very large Day-One stake (used 35% as the example) and against mismatching the funding path to stage, given no prior exits.
- Holds a discount code for ITC Vegas (2026-09-29) and offered it; describes ITC as the largest insurance-technology conference in the world (~10,000 attendees) with a full broker track — while warning the team will see dozens of companies attacking the same “one man MGA” problem.
- Willing to meet again for feedback on the business case and deck before the investor round.
Mentioned in
- 2026-08-18-directions-moshe-tamir-gtm-and-underwriting-advisory — primary advisory session.