How One Canadian Insurer Stabilized a Critical SAP Program and What Others Can Learn From it

When TTC Global was asked to support a large Canadian insurance organization with an SAP upgrade, the context was one many insurers will recognize. The program was taking place against a backdrop of increasing regulatory scrutiny, cost discipline and the need to modernize core systems without disrupting day-to-day operations. The way this organization and TTC Global approached quality and risk during the project offers practical lessons for other Canadian insurers facing similar pressures.

Like many insurance organizations, this company relies on SAP as an underlying layer for critical business processes. Even where policy administration or claims platforms sit elsewhere, SAP plays a central role in financial processing, procurement, integrations and reporting. Ensuring stability during change was therefore a priority from the outset.

What followed was not a story about testing harder or adding more controls. It was a story about restoring stability, rebuilding trust and reducing risk in a way that respected both the organization’s regulatory context and the realities of its people.

The program has since been successfully delivered, and TTC Global continues to support the organization’s SAP landscape. 

Lesson 1: Start early, especially when the program is already under pressure

One of the defining characteristics of this engagement was timing. By the time TTC Global became involved, the SAP upgrade was already around two months behind. That delay had a compounding effect on confidence, governance and decision-making.

For insurers, late engagement in quality engineering is particularly risky. Regulatory obligations, financial reporting requirements and downstream integrations leave little room for error. Starting early allows quality to shape the project, rather than simply reacting to it.

Whether through an S/4HANA readiness assessment, a quality maturity assessment or a discovery-led proof of concept, early insight creates options. It helps organizations understand where risk truly sits and where effort will have the greatest impact.

Lesson 2: Do not test everything, test what matters most to the business

A common instinct in regulated industries is to test as much as possible. While understandable, this approach often leads to higher cost, slower delivery and frustrated business users, without necessarily reducing risk.

In this engagement, TTC Global worked with the client to move towards a risk-based quality engineering approach. The focus shifted from volume to relevance. High-impact SAP processes and critical integration points received priority, while lower-risk areas were treated proportionately.

For insurance organizations under cost pressure, this discipline is essential. It allows quality teams to demonstrate value in business terms, not just in execution metrics.

Lesson 3: Respect business users by designing quality around their reality

In insurance programs, business subject matter experts play a vital role in validation and acceptance. At the same time, testing is rarely their primary responsibility. Asking them to absorb excessive testing effort often creates resistance and delays.

This project placed strong emphasis on respecting business users’ time. Automation using Tricentis Tosca reduced manual effort where possible, while governance structures ensured that engagement with the business was focused and purposeful.

The result was not only smoother delivery, but stronger relationships. When people feel their time is valued, they are more willing to engage constructively, even under pressure.

Lesson 4: Independent quality engineering strengthens confidence, not complexity

Canadian insurers are accustomed to working with large global system integrators. Introducing an independent quality engineering partner can initially feel like added complexity.

In practice, the opposite proved true. TTC Global’s independence allowed it to focus solely on quality outcomes, without competing priorities. Issues were surfaced early, conversations were honest and decisions were grounded in evidence rather than optimism.

For organizations managing significant operational and regulatory risk, this independence becomes a stabilizing force. It helps leaders see clearly, especially when programs are already under strain.

Lesson 5: Trust is built through delivery, not promises

At the outset, the relationship was cautious. The engagement was governed by a rigid milestone structure, shaped by earlier disappointment and heightened financial scrutiny. Trust was not assumed.

It was earned through consistent delivery, transparent communication and a willingness to address challenges openly. Over time, scepticism gave way to confidence. During a routine update, the client sponsor reflected that the engagement was going better than they could have imagined.

An important part of that delivery was the introduction of test automation with a view beyond the immediate project. Automation was not treated as a one-off accelerant, but as a foundation for future SAP change. By reducing manual effort and creating reusable automated assets, the organization was better prepared for subsequent initiatives in its SAP landscape. For insurers facing ongoing regulatory change and continuous optimization, this shift towards sustainable test automation helps turn quality into a long-term capability rather than a recurring project cost.

In insurance, where trust underpins both customer relationships and internal decision-making, this shift matters. It is often the clearest indicator that risk is being managed effectively.

What this means for Canadian insurers

This case reinforces a broader truth facing the insurance sector. Modernization is no longer optional, but it must be delivered with care. Regulatory pressure, customer expectations, operational risk and cost containment all converge in large transformation programs.

Quality engineering, when approached as a discipline of risk reduction rather than volume testing, helps insurers navigate that convergence. It protects customers, supports compliance and creates stability when it is needed most.

There was no shortcut in this engagement. Just experience, focus and a commitment to doing the right thing for the organization and the people who depend on its systems.