- Define coverage
- Set product rules
- Approve intent
murmurInsurance has systems for many parts of the product.
None connects the whole or closes the loop.
PRE-SEED · SEPTEMBER 2026
THE EXPERIENCE
We lived the cost of product change.
Every launch moved product intent through filings, rating, underwriting and operations.
Becoming a carrier expanded Go’s footprint and the teams, systems and product knowledge we had to connect.
We learned what it takes to keep the filed product, operating reality and live book aligned.
Murmur was born from operating experience.
THE PROBLEM
Changing the price of
an insurance product
takes 9 months.
ONE CHANGE · THE FULL PATH
- Collect data
- Model expected loss
- Set rate indication
- Draft actuarial support
- Decide what to insure
- Set who qualifies
- Flag cases for review
- Set who can approve
- Map state rules
- Assemble filing
- Answer objections
- Secure approval
8 teams · internal + external stakeholders · 40+ handoffs
Every team recreates its part of the product change from scratch.
THE CONSEQUENCE
Nothing brings themarket signals back.So the product drifts.
THE CONTROL PLANE
Murmur makes theproduct definitionexecutable.
Govern the change once.Carry it into every system.
THE CATEGORY PATTERN
The best softwarecompanies becamethe center of gravity.
GO TO MARKET


BUSINESS MODEL
EARLY MARKET VALIDATION
Early conversations.Concrete next steps.
MILLIMAN
SOW IN DEVELOPMENT- Two conversations completed
- Pilot scope aligned
- Statement of work expected for review next week
“You guys are going to put usout of business.”
TRAVELERS ECOSYSTEM
INTRODUCTIONS PENDING- InsuraMatch CEO conversation completed
- Travelers product-team introduction offered
- Northfield MGA introduction offered
Active discussions. Milliman statement of work in development; no signed pilots or contracts.
THE ROUND
Raising$5M
Open the seed process.
First carrier live around month 26.
The product finallyhas a system.
MurmurIQ.com© 2026 Murmur, Inc.