Staffing up the 20-person office--a prototype for four other regional offices to be set up around the country in 2009--will be a handful of associates (employees) from each of five Markel units, along with two executives, who will service all Texas wholesalers from that single location.

Further explaining the need to transfer and cross-train underwriters from Markel Shand, Essex, Markel Southwest, Markel Underwriting Managers and Markel Insurance Company, Mr. Springman said that over several decades, Markel has "knowingly or unknowingly" built eight independent silos, making it difficult for customers to "buy and shop products in the Markel portfolio."

He gave the example of a broker obtaining a product liability quote from a $1 million limit policy from the Markel Shand unit in Deerfield, Ill., who might also be seeking umbrella coverage on top of that.

"Unfortunately, our underwriter here in Deerfield, Ill., now says, 'I'm sorry, I can't help you. I can't even direct you to anybody in my building. You have to call our office in Redbank, N.J. Good luck,'" he reported.

By converting to a "Nordstrom-type" approach, Markel will be able to "sell customers that come into our [insurance] store every possible product we have," he said. "We think this is an ideal time to do this," he added, referring to the fact that top-line growth is currently difficult.

"It's a good time to reenergize our staff to think in terms of the client, to focus on the future, and to give our associates training opportunities and career paths they wouldn't have in other organizations at this particular point in the cycle," he said.

Mr. Springman said a second goal of the Atlas strategy is to streamline internal processes--to make doing business with Markel easier for brokers, while at the same time realizing cost savings for the insurer.

Not long ago, he said, he visited a broker client who complained he was wasting money paying a person to spend time figuring out how to pay four different Markel companies. "One had him on invoice in 20 days, another on a 30-day account current, another on 60 days, and another, 90 days," Mr. Springman said.

"If a business can only do one thing well, it needs to learn how to take money from the customer," he said, noting that making it easier for people to pay bills is one part of the streamlining effort.

"Right now, there are eight different Markel operating units and 48 different live operating systems that they access every day, supporting more than 200 different applications," he said, noting that the complexity is a remnant of a strategy of allowing systems to remain in place with each successive acquisition.

Noting that the business units now operate from 27 different locations and do business in 65 countries worldwide, he said moving to one system will allow for more effective communication and information-sharing that will ultimately lead to more consistent underwriting practices.

Providing an example of current inconsistencies, he said Markel writes bars and restaurants in five different units today, but only two were making money. "It all really came down to the definition of 'bar,' 'restaurant,' 'tavern' or 'nightclub,'" he said, explaining why three units lost money.

Going forward there will be one strategy, he said, noting that product line experts will be sent out to regional offices to define risk appetite and pricing parameters.

"If we're writing a bar in Chicago that's open until 4 a.m. on Friday and Saturday with live music, that charges a cover, has a bouncer and 80 percent sales in liquor revenues, then all Markel underwriters will start at the same spot"--with the same form [and] understanding of the risk and how to price it, he explained.

"Theoretically, right now you could get five different proposals from different Markel business units," he noted.

With one strategy, "we stop competing against ourselves and start competing with the rest of the world," he said.

Summarizing the Atlas strategy--named to describe "a global strategy that will be strong and enduring against the test of time," Mr. Springman said, "we really think that it focuses on the clients. It's an outward-looking focus."

Internally, while Mr. Springman conceded that some employees are apprehensive about the changes, he believes most are enthusiastic, reporting that many volunteered to relocate to regional offices.

"Our goal is not to eliminate people. Our goal is to write significantly more business with the same number of people," he said.

In advance of implementing the new strategy, Mr. Springman said Markel has been dealing with soft market challenges by stepping up outside broker contacts and using new technology.

"We are really trying to get in front of our producers as best we can," he said, noting that the Atlas strategy was developed based on broker feedback.

Giving an example of how Markel is using technology, he said, the Shand unit has moved to automatic renewals for all loss-free accounts under $10,000. "We send a renewal certificate and the invoice out to the broker," allowing the broker to concentrate on larger, more difficult accounts, while at the same time increasing the insurer's renewal retention ratio.

Efforts also continued to be focused on international expansion and acquisition opportunities, he said, noting that new offices were opened in Stockholm and Singapore in fourth-quarter 2007.