Diversification is key to Trawick International’s strategy of global expansion in the international private medical insurance (IPMI) and travel insurance market, according to Daryl Trawick, CEO and founder of the US-based provider.
Trawick said: “There’s always turbulence in this business. That’s why being diversified matters—it gives you options, stability, and room to pivot.”
In an interview with Health & Protection, Trawick (pictured) detailed a comprehensive three-pronged strategy: extending product lines, broadening distribution channels, and deepening geographic reach.
Founded in 1998, Trawick International began with a focused niche: international student insurance for foreign nationals studying in the US. That was the starting point for the Alabama-based insurer to evolve its portfolio into a multifaceted operation.
Trawick said: “Diversification has been critical.
“It’s not just about spreading risk—it’s about building resilience into the business.
“We’ve grown from a single-market player to a truly global company, with a wide array of products that meet the needs of different populations.”
New markets
Geographic expansion has seen the company move beyond the US market to penetrate markets in Latin America, Europe, and the Caribbean, underpinned by a new global headquarters in Miami.
Asia, particularly south east Asia with a recently launched office in Kuala Lumpur, Malaysia is another key growth region.
More recently, Trawick has targeted emerging markets in sub-Saharan Africa, including Mozambique, Zambia, and Nigeria, alongside further ventures into North Africa via Egypt.
Trawick said: “These are dynamic regions with fast-growing populations and rising demand for quality private health coverage.
“Expanding into new geographies isn’t just a business decision—it’s about meeting people where they are, with coverage that supports them wherever life takes them.”
Distribution models
Trawick International is also investing in diverse distribution models, so that it can reach clients through multiple channels—direct, broker, institutional, and digital.
Trawick said: “The way people shop for and interact with insurance is changing.
“They want convenience, clarity, and above all, speed. So we’re investing heavily in digital capabilities, automation, and service infrastructure.
“Managing the full insurance lifecycle effectively is where the real test lies—accurate benefits, timely claims, and strong support, all while remaining sustainable,” he asserts.
Post-Covid growth
A lot of Trawicks growth came about via its strategy during Covid.
Trawick said: “We experienced our highest-ever percentage increase after the pandemic, not just in numbers, but in capability.
“We had to evolve fast, and we did.
“The systems, teams, and partnerships we built during that time put us in a much stronger position today.”
Three priorities
Looking ahead, Trawick says there are three key priorities for the coming year: executing on the global growth strategy, enhancing underwriting performance in the travel portfolio, and continuing regional expansion.
He said: “Our goal is to move forward regardless of the external climate.
Unexpected opportunities
With a career spanning over three decades, Trawick entered the international health insurance space in 1993, driven by a fascination with global cultures.
Like many people in the industry – “Insurance wasn’t the plan,” Trawick said.
“But this field has allowed me to stay close to that passion while building something meaningful.”
For those considering a career in international health and benefits, Trawick advises openness to unexpected opportunities.
He said: “Most people don’t grow up thinking, ‘I want to work in insurance.’ But once they get in, they realise how diverse the roles can be—from analytics to operations to global logistics.”
And resilience, he said, is an underrated yet essential trait.
“This is an industry that thrives on change. If you can’t deal with uncertainty, you won’t last. You need to be comfortable being uncomfortable.”
Meanwhile, his personal mantra, “If you can’t think it, you can’t do it,” clearly underpins the global trajectory of the company he built.
And his theme song, A Million Dreams from The Greatest Showman, reflects a CEO still driven by the possibilities of whatever comes next, with the chorus saying: “A million dreams is all it’s gonna take – Oh, a million dreams for the world we’re gonna make,” he concluded.
