Growing Together
DUPI involves its own people in shaping new business plan for the coming years:
2024 was a dynamic year for DUPI. Under the leadership of its new CEO, Peter Kegel, and with an active, engaged group of employees, the company began setting an ambitious new course last October. A highly motivated group of around fifty colleagues drafted the new business plan, Growing Together. This plan defines DUPI’s ambitions for the next three years and marks an important step in the organisation’s continued development.
In the following interview, Peter reflects on his first year at the helm of the MGA, the arrival of the new business plan, and above all, the remarkable way in which it was created.
“At the start, I deliberately chose not to introduce a fixed plan straight away. I wanted to listen first — to the market, to brokers, and to our own people. That’s the only way to stay relevant for brokers and businesses, and attractive as an employer.”
Conversations with brokers
During his first ninety days, Peter met intensively with brokers who work with DUPI — not only to hear how they experience the collaboration, but also to better understand the challenges and themes that shape their daily business.
These conversations painted a clear picture: DUPI’s strength lies in its combination of distinct expertise, flexibility, and local focus.
“That confirmation was important,” Peter says. “It gave us a sharp view of where our strength lies and how we can build on it. We translated that into concrete choices in our business plan.”
Some improvements were implemented right away. “We’ve expanded our capacity in the property market and, among others in casualty, launched new initiatives. Always with the same principle in mind: not to push volume, but to work with our specialists to develop sustainable, sector-focused solutions.”
That approach revolves around collaboration and customisation. “Together with a broker, we look at a group of clients within a particular sector and develop solutions tailored specifically to that industry. It’s customised underwriting at sector level. This approach has already proven successful — for example in construction, installation technology and the hospitality sector.”
Listening to employees
Peter also made it a priority to listen to DUPI’s own people — affectionately known internally as Dupians. “I deliberately chose not to have our new business plan written by external consultants or solely by management. Our people are, as we say in Rotterdam, ‘with their boots in the mud’ and close to the client. They know better than anyone what’s happening in the market. That’s why the plan had to come from within.”
All employees were invited to contribute. Through workshops and so-called ‘challenge sessions’, the business plan Growing Together took shape — a three-year roadmap that gives direction to how DUPI collaborates with brokers and clients. The result is not only a strong, substantive plan, but also broad support and genuine ownership throughout the organisation.
A year at the helm
At the time of the interview, Peter has been with DUPI for almost a year. How does he look back?
“It’s been a turbulent and dynamic period with plenty of change — but also a valuable and rewarding one. The flexibility with which everyone has handled change has genuinely impressed me. Change comes with success; sometimes, like an aircraft, you must move to a higher layer of air to progress. That causes some turbulence, but it’s necessary to keep your direction and speed. What matters is how you steer through it: with focus, calm and confidence.
What I particularly value is the feedback we get from the market: that we are seen as professional and serious about our work, yet always recognisably DUPI — personal and approachable. That remains our calling card. I see every day that this is what truly sets us apart.”
The best of both worlds
When asked what defines DUPI’s specific strength, Peter calls it the best of both worlds.
“First of all, we benefit from the broad expertise and financial strength of SMABTP, our sole shareholder now, which operates in several European countries. This gives us access to an immense pool of knowledge, best practices and capacity that we can deploy locally — exactly where our strength lies. That local empowerment isn’t just important to us; it’s also a strategic pillar within SMABTP’s own multi-year plan. Local entrepreneurship is the foundation for further international growth, which fits seamlessly with how we work in the Netherlands.”
He continues: “The other side of that strength lies in DUPI’s agility and entrepreneurial mindset as an MGA. We’re flexible, entrepreneurial, and able to work with multiple risk carriers. That allows us to offer brokers and their clients true tailor-made solutions — fast, expert, and with short lines of communication. It’s precisely this combination of insurer and MGA that makes us unique in the Dutch market.”
In addition to its hybrid insurer–MGA model, DUPI is now investing strongly in the delegated authority market. “Delegated authority arrangements are becoming increasingly important for brokers. They are looking for professional, reliable partners who can respond quickly and think in solutions. That fits perfectly with our DNA. We see clear opportunities for growth here and are building on that momentum.”
To reinforce this ambition, DUPI will welcome Vincent van Wing as Director Delegated Authorities on 1 December. With his broad experience and sharp insight into this market, he brings new energy to a fast-growing part of our business. “With Vincent on board, we take the next step in strengthening and expanding our delegated authority activities,” Peter says.
For SMABTP, DUPI also plays a leading role within Marine, a specialism the group aims to expand beyond the Netherlands. This allows DUPI to contribute to the group’s international ambitions while reinforcing its own position as an innovative player with local strength and European reach.
Local touch
There is much talk about the power of the DUPI–SMABTP combination, but what does that look like in practice in the Netherlands?
“Remaining true to our Dutch roots — with our familiar local touch, short communication lines and solution-oriented mindset — is what keeps us strong. We are entrepreneurial, authentic and pragmatic, with a sharp eye for what brokers and their clients need. Every business is different, so we don’t sell standard products. We always look for tailored insurance and risk management solutions.”
An important part of that local strength lies in the team itself. Not only in how policies are assessed or claims are settled, but also in the support provided for risk and prevention issues. DUPI helps organisations to limit risks, improve prevention and increase insurability by making expertise in risk management available. ‘In doing so, we add value that goes beyond the policy itself,’ says Peter.
The collaboration with SMABTP, which is a technical insurer dedicated to the construction sector (construction all risk, liability, inherent defect insurance) and accustomed to relying on its own risk assessment engineers, also strengthens this local character.
“Over the past year we’ve invested heavily in connecting our international network with the Dutch market,” Peter explains. “In the coming year we want to take that further — together with the brokers we work with. It’s important that they experience who our partner is and the ambitions we share. That’s why we’ll organise meet & connect sessions next year to make that collaboration tangible — and to show how it contributes to our shared growth ambition.”
And, in true DUPI style, that naturally comes with a touch of pleasure: “SMABTP owns a beautiful wine château in France, which gives us the perfect reason to combine meaningful sessions with an enjoyable and inspiring atmosphere — entirely in the spirit of our mixing business with pleasure culture.”
Young DUPI
Internally, the discussions that led to the new business plan also inspired new initiatives. One of them is Young DUPI. “With Young DUPI, we show that investing in young talent is just as important as market share or new products. Growth is about people, not just numbers.”
To further support young professionals and strengthen their connection with the sector, DUPI has also entered into a three-year partnership with Young Insurance, the national industry network for young professionals in insurance. This underlines that DUPI’s focus isn’t on short-term actions but on investing in the next generation — for sustainable success in the long run.
Reflecting on the process, Peter says with pride and satisfaction: “The enthusiasm was enormous. We ultimately shaped our course with a group of fifty colleagues from every level of the organisation — underwriting, claims, support and staff. Their involvement shows the passion and drive that define DUPI.”
Ambitious growth plans
In short, DUPI looks to the future with confidence and ambition. “The world we operate in is changing rapidly. We closely follow market developments and continuously adapt our products and services. We want to add value and remain relevant to brokers and clients — by thinking proactively about solutions and by continuing where others stop.”
Where does he expect DUPI to be in three years’ time? “First and foremost, firmly established in the Netherlands,” Peter answers, explaining that this aligns with the strategic decision by SMABTP to have strong local offices with a clear profile in every country where it operates.
In order to manage the expected growth, DUPI is strengthening its leadership. On 1 January 2026, Chris Honig will take up the position of new Director Underwriting & Distribution/Deputy Chief Executive Officer. His arrival is an important next step in the development of the organisation, which has experienced strong commercial growth in recent years. According to those involved, he brings the experience and strategic vision to take DUPI’s commercial strength to an even higher level.
“For DUPI, growth is not just about numbers, but about development and reinforcement. We have clear ambitions: to strengthen our leading role in the market, to take the lead more often in business lines where we haven’t yet, to expand all our existing lines, and to develop new products that the market demands. Step by step, we’re building a future-ready DUPI.”
