Through this article, Eric Sigg shares how claims leadership extends far beyond paperwork and compliance. He discusses building a claims function from the ground up, reshaping OCIP expectations through education and collaboration, strengthening early incident response systems, and leading with urgency, integrity, and empathy to create safer, more resilient workplaces.
Building a Claims Function from the Ground Up
Because our organization is still in the start-up phase, my role as Claim Manager extends beyond a traditional scope. I oversee both our OCIP program for construction operations and our manufacturing claims, which are currently in the ramp-up stage.
On the construction side, I manage the enrollment of trade partners into our OCIP program and guide them through our case management philosophy and procedures. I also support our on-site medical clinic, which serves all functions on-site, and work closely with injured workers and our insurer, Zurich, who also serves as our third-party administrator for all claims related to operations and construction.
It’s a hands-on role that combines process-building, collaboration, and direct engagement—laying the foundation for a claims function that emphasizes safety, care, and efficiency from day one.
Setting the Record Straight on OCIP Expectations
With more than a thousand contract partners enrolled in our OCIP program, we see a wide range of prior experiences. Many contractors arrive with assumptions formed by other OCIP or CCIP projects, and those expectations don’t always align with how our program operates. That’s where the biggest misconceptions tend to arise—when people assume all OCIP programs function the same way.
Doing the right thing to protect and support workers and companies on your site will never lead to a negative outcome.
To prevent that, we’ve built a robust orientation and induction process that ensures every contractor understands our approach, philosophy, and expectations from the start. Leaving this to chance invites confusion that can undermine case management, adherence to safety protocols, and overall performance. In contrast, when we take the time to educate, communicate, and reinforce support throughout the project, the results are consistently strong—greater alignment, safer operations, and better outcomes for everyone involved.
Catching Incidents Early Through Proactive, Onsite Response
We maintain an aggressive incident reporting policy, supported by a comprehensive medical and safety infrastructure that operates around the clock. Our on-site medical clinic, staffed by a Nurse Practitioner, medics, and an Athletic Trainer, is available 24/7 whenever work is taking place. This immediate access to care allows us to assess and manage incidents before they escalate.
In tandem, our On-Site safety professionals maintain a strong field presence, reinforcing safe practices and responding quickly to potential issues. We also collaborate closely with our broker and insurer, who conduct regular onsite visits to help identify, observe, and mitigate risks before they turn into incidents.
Together, these systems create a coordinated safety ecosystem—one that detects, reports, and resolves issues swiftly while fostering a culture of accountability, prevention, and continuous improvement.
Aligning Stakeholders Around Doing What’s Right
In complex, high-value construction projects, the right balance begins with a simple principle—doing what’s right for the people and companies on your site will never lead to a negative outcome. As a claim leader, my role is to align all stakeholders—insurers, contractors, and project teams—around that shared standard of integrity and care.
A significant part of my work involves education: helping teams understand the broader risks, the implications of decisions, and the consequences of delay or inaction. When everyone recognizes that proactive, ethical claim management protects both workers and the business, alignment follows naturally. We’ve seen exceptional results by keeping that principle at the center of our strategy—strong collaboration, timely resolutions, and safer, more resilient operations overall.
Lead with Urgency, Knowledge and Heart
We live in an age where information is everywhere, but not all of it is accurate or actionable. In claims management, that can create confusion for those still gaining experience—mainly when they rely too heavily on AI tools, social media content, or secondhand advice.
What truly drives success in this field is urgency and engagement. Claims can evolve rapidly, and early intervention is crucial to maintaining control and achieving the desired outcomes. I encourage every professional I mentor to approach their work with enthusiasm, decisiveness, and a strong sense of responsibility. Bringing your knowledge and expertise to the table early not only strengthens the process but also earns the trust and appreciation of those affected by an incident.
