AIG Programs

AIG Programs combines a long-standing delegated business with the infrastructure of a global carrier. The company says it has operated in U.S. programs for more than 50 years, can issue admitted and non-admitted solutions in all 50 states and supports administrators with underwriting, actuarial, operations, claims and loss-control specialists. It targets programs with approximately $10 million of managed premium and the potential to scale, while allowing administrators to use their own rating and issuance platforms or AIG’s. That operating flexibility is valuable, but it also means the control design cannot be generic. The binder must state who rates, quotes, issues, collects premium, handles claims and owns every data handoff. AIG also permits different alignments of risk. A program administrator can share underwriting risk, claims may be handled by AIG or a third-party administrator, and global fronting or captive structures can shift much of the economics to reinsurers or the insured. The AIG name on the policy therefore does not by itself explain the program’s risk-bearing chain. MGAs should map the issuing company, retained share, reinsurance counterparties, collateral, claims authority and termination provisions before treating capacity as secure. AIG’s broader financial results provide a strong counterparty backdrop. General Insurance reported $23.7 billion of 2025 net premium written, $2.3 billion of underwriting income and a 90.1% combined ratio. The group’s non-life operating companies carry ratings of AA- from S&P and Fitch, A1 from Moody’s and A from AM Best. Financial scale supports product breadth and service investment; it does not ensure that a specific program retains internal sponsorship. AIG’s 2025 and 2026 portfolio transactions—including renewal rights from Everest and an investment in Convex—show active capital allocation across direct, delegated and partnership channels. A program must remain attractive compared with other uses of the same capital. The strongest administrator will make that choice easier by showing economics after commission, claims, reinsurance and service costs; delivering decision-ready data; documenting referrals and exceptions; and using loss-control and claims evidence to improve the portfolio before annual renewal. Longevity becomes meaningful when both parties can see why the program deserves to continue.