Professional Services & Practices

Build the insurance program around the professional services being delivered.

Piedmont helps professional services companies and practices connect the services they deliver with profession-specific liability, people, locations, information, equipment, contracts, and continuity needs.

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Operating context

The service delivered should anchor the program review.

Attorneys and law firms, CPAs and accounting firms, consultants, professional advisory and technology service companies, architects and engineers where appropriate, medical and healthcare practices, optometrists, and other licensed professionals each have a different operating context. Business continuity depends on the people, systems, locations, and services that support it.

Professional services delivered

The advice, design, accounting, technology, care, or other professional service performed shapes the liability analysis and the relevant terms to review.

People and ownership

Professionals, employees, owners, partners, contractors, supervision, and succession or ownership roles can change the exposure as the practice grows.

Offices, locations, and information

Offices, client or patient information, systems, vendors, equipment, and privacy responsibilities influence both the operating and cyber picture.

Continuity and income

The people, locations, equipment, systems, and relationships that generate revenue should inform business-income and recovery assumptions.

Material exposures

Keep professional, operational, property, and people exposures in view together.

The right questions depend on the profession and the services delivered, but the review should connect professional responsibility with the assets, information, employees, and income that support the work.

Profession-specific liability

Professional liability, E&O, or malpractice considerations should reflect the services performed, professional responsibilities, scope of work, and relevant exclusions.

Property and equipment

Consider offices, tenant improvements, technology, medical or professional equipment, supplies, and other business personal property.

Cyber and privacy

Client or patient information, systems, vendors, privacy duties, and recovery needs can shape the cyber and privacy conversation.

Employment and workers

Employees, hiring, supervision, workplace practices, classifications, and workers’ compensation belong in the operating review.

Crime and social engineering

Payment instructions, funds, client information, vendor relationships, and internal controls may create crime or social-engineering considerations.

Coverage considerations

Compare coverage around how the practice or company delivers its work.

Profession-specific liability, E&O or malpractice, general liability, property, cyber/privacy, employment practices, workers’ compensation, business income, and management liability may interact as the operation changes.

Professional liability, E&O, and malpractice

Review the professional services definition, limits, exclusions, territory, and the work performed by the professionals and organization.

General liability

Consider premises, operations, visitors, clients or patients, vendors, and the physical locations where work is performed.

Property, equipment, and business income

Compare values, equipment, improvements, technology, supplies, locations, and the time and expense assumptions behind continuity.

Cyber, privacy, crime, and social engineering

Ask how privacy events, system interruption, funds transfer, vendors, notification, and recovery assumptions are treated.

Employment, workers’ compensation, and management liability

Review employment practices, workers’ compensation, ownership, governance, and management liability where applicable, along with umbrella/excess needs.

Relevant coverage categories

Compare the categories that reflect the operation.

Profession-specific liability, E&O, or malpractice

General liability and business personal property

Cyber and privacy

Employment practices and workers’ compensation

Business income and continuity

Crime, social engineering, and umbrella/excess where applicable

Contractual and customer requirements

Professional relationships may carry insurance and information requirements.

Clients, patients, landlords, vendors, lenders, referral partners, and other counterparties may create requirements for insurance, evidence, privacy, confidentiality, or responsibility. Review those requirements without assuming one set applies to every profession.

Service and client contracts

Compare scope of work, indemnity, insurance, professional services, privacy, confidentiality, and responsibility terms with the work delivered.

Vendor and premises requirements

Technology, equipment, office, landlord, and service relationships may require evidence, limits, additional insured treatment, or other terms.

Continuity and information responsibilities

Consider how records, systems, locations, contracts, privacy duties, and evidence requirements affect the ability to keep operating after disruption.

Business lifecycle

Changes in services, people, and ownership are useful review moments.

Ownership changes, new professionals, locations, client or patient services, technology, and growth can alter professional and operational risk before a standard renewal review.

Ownership or practice changes

A change in ownership or structure can affect contracts, professional responsibilities, income, governance, and program continuity.

New professionals or services

Adding professionals, employees, specialties, or services can introduce new services and change supervision, professional liability, payroll, and workplace exposures.

New locations or technology

Adding locations, systems, vendors, or equipment can change property, cyber, privacy, continuity, people, and client-facing assumptions.

Piedmont’s professional services and practices advisory approach

Understand the work and stay connected as the business changes.

We approach insurance in the context of the business itself—its priorities, exposures, changes, and the risks that deserve attention.

Understand the business

Identify meaningful risk

Structure the program

Evaluate the options

Stay engaged

Start with the professional work, people, property, information, contracts, and continuity needs that define the practice or service company.

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