Enquirer Consulting Group

Reachable Buyer Map

Prepared for Richard Freeman · Lalu · August 2026
What you sell has two sides that almost never talk to each other: the practices that hold the record, and the businesses that need it in a structured, usable form. This map covers both in the UK, who signs inside each segment, and roughly how many there are. It describes the market rather than your business, and there is nothing to buy at the end of it.
Life, health and protection insurers
The concentrated end of the demand side. Few enough to name individually, large enough that one win changes a year, and slow enough that the work is research and patience rather than volume. Underwriting turnaround is a board-level number here, which is what makes the conversation land.
Who signs: chief underwriting officer, head of underwriting, claims director, protection proposition lead, chief data officer.
60 to 80
UK writers of life and protection business, inside a wider population of roughly 300 to 350 authorized insurers
Intermediaries and managing general agents
The wide end of the same demand side, and the layer most likely to feel record turnaround as a customer complaint rather than as an operating metric. Numerous enough that it has to be reached mechanically rather than one relationship at a time.
Who signs: managing director, head of operations, proposition lead, compliance officer.
4,500 to 5,500
authorized UK insurance intermediaries; the managing general agent layer inside that is roughly 300 to 400
Personal injury and clinical negligence firms
Records are the raw material of the case, and delay is measured directly in unbilled time, so the value argument needs no translation. Highly fragmented, with a small number of very large volume users sitting above a long tail of small practices.
Who signs: managing partner, head of department, litigation partner, operations or IT director.
1,000 to 1,400
firms working personal injury and clinical negligence, inside roughly 9,000 to 10,000 regulated firms in England and Wales
GP practices and primary care networks
The supply side, and a completely separate build. This is where the record lives and where the administrative burden is felt, and the people who sign here have no contact with the people who buy on the demand side above.
Who signs: practice manager, GP partner, primary care network clinical director, digital lead at the commissioning body.
6,000 to 6,500
GP practices in England, grouped into roughly 1,200 to 1,300 primary care networks
Occupational health and group risk providers
A smaller segment that behaves like the insurers commercially and like the practices operationally, because it sits between an employer and a clinician. Consolidating steadily, which means the buying decisions are moving up into a shrinking number of groups.
Who signs: clinical director, operations director, commercial lead, head of digital.
250 to 400
accredited UK occupational health providers, alongside the group risk insurers that commission them
Medical reporting and medico-legal agencies
The layer that sits between the firms and the practices today, so it is both a route to market and a competitor depending on the conversation. Not separately enumerated in any public register, which is a reason it stays underworked rather than a reason to skip it.
Who signs: managing director, head of operations, panel manager, clinical governance lead.
A named list in the low hundreds
identified one at a time from panel memberships and public filings; no public register enumerates this group

Where the openings are

1
Two sides, and they need two channels. Practices hold the record. Insurers, firms and employers need it in a usable form. Growth on one side does nothing for the other, and a relationship-led channel almost always ends up serving whichever side answered first. Building both at once is a reach problem, not a product one.
2
The demand side is concentrated at the top and wide at the bottom. Sixty to eighty insurers is a named-account job that needs research and repeated contact. Several thousand firms and intermediaries is a volume job that needs machinery. Those are two different builds, and most companies of this size only ever run one of them.
3
The buying moment is a clock, not a mood. Contract renewals, service level reviews on turnaround times, reporting deadlines and regulatory reviews all land on known dates at named companies. Watching for them across the demand side is mechanical work, and it converts far better than arriving when it happens to suit us.
4
Roles turn over, and a new person reopens the panel. Head of underwriting, claims director, head of litigation, practice manager. Someone new in one of those seats reviews their suppliers within their first months. A channel built on named roles catches that week. A referral channel hears about it once the panel has been set.
Built from public market data, counts banded deliberately. Counts describe registered or authorized firms rather than buying units, and one group may buy centrally for many of them. Regulated-firm categories are as reported to the registers, so the edges between these segments overlap.
ENQUIRER CONSULTING GROUP
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