Business

How Galen M. Hair and Insurance Claim HQ Use AI to Fight Insurance Companies and Win for Policyholders

Published

3 months ago

April 14, 2026

Matthew Wiles

Key Takeaways:

Galen M. Hair founded Insurance Claim HQ in 2020 with a single commitment to represent policyholders, never insurers. The firm has since recovered over hundreds of millions for more than thousands of clients across nine states and Washington, D.C.
Insurance Claim HQ pairs aggressive courtroom advocacy with a client success team, free educational resources, and community disaster relief efforts that reflect Galen M. Hair’s belief that legal work should serve people beyond the case file.
Insurance Claim HQ is now integrating AI into claims evaluation and operations, using the same tools insurers rely on to minimize payouts.

The path to founding one of the country’s most recognized property insurance law firms started with a pair of work gloves and a truck full of supplies. In the aftermath of Hurricane Katrina, Galen M. Hair was among the volunteers who showed up in New Orleans to help gut flooded homes and distribute essentials to displaced families. The experience reshaped how he understood loss, recovery, and the gap between what insurers promise and what they deliver. That gap would become the foundation of his career.

In 2020, Galen launched Insurance Claim HQ in Metairie, Louisiana. Weeks later, Hurricane Laura made landfall. While most new firms would have been overwhelmed, Galen and his team spent their days running inspections for clients and their nights feeding hundreds of displaced residents in the hardest-hit areas. That combination of legal expertise and grassroots care became the firm’s identity. Today, powered by Hair Shunnarah Trial Attorneys, Insurance Claim HQ has recovered over hundreds of millions for more than thousands of clients nationwide.

A Firm Built Around One Principle

Galen did not set out to build a general practice. He built a firm that would stand exclusively with policyholders against the companies that insure them. Insurance Claim HQ has never represented an insurance carrier, and that single-sided commitment runs through every decision, from legal strategy to hiring to how the front desk answers the phone.

That focus has also shaped the firm’s internal culture. Galen consolidated his team into a single building to strengthen collaboration and alignment. “We evaluate our company culture weekly, not quarterly,” he says. “Success is ultimately measured by happy clients.” The firm employs a dedicated client success professional whose only role is to listen to clients and make sure they feel heard, an uncommon structure in an industry where communication is one of the most frequent complaints.

Galen’s leadership through adversity reinforced this approach. During the COVID-19 pandemic, when hiring across the legal industry stalled, and uncertainty defined every decision, he kept the firm steady by focusing on what he calls the “true value proposition” of the work. “The challenge is separating yourself while the entire world enters into financial, political, and public health turmoil,” Galen explains. “You have to draw in the right members, showing a unique value proposition that is more than just a paycheck and specializing.”

The results speak to the model. The firm recently secured an $11 million hurricane verdict. Clients regularly refer friends and family after experiencing the combination of aggressive litigation and personal attention. Galen holds licenses to practice in Louisiana, Florida, Massachusetts, and New York, and the firm now represents policyholders in nine states and Washington, D.C.

Turning AI Against the Insurers Who Use It

Galen’s latest focus is on artificial intelligence, and his reasoning is straightforward. Insurance carriers have spent years using automated systems to evaluate claims, flag inconsistencies, and reduce payouts. Galen decided that if technology was going to be used against policyholders, his firm would use the same tools to fight back.

At Insurance Claim HQ, AI now supports early claim analysis and documentation review. The firm cross-references historical imagery, inspection records, and environmental data to identify which claims will withstand scrutiny and which will not. That discipline saves clients time and frees attorneys from hundreds of hours of manual file review. AI-driven legal tools also help the team synthesize policy language and prior court decisions across jurisdictions, allowing attorneys to build arguments faster and with greater precision.

The technology extends into operations as well. Automated intake systems route inquiries, schedule consultations, and collect preliminary information without adding friction for people already dealing with loss. Marketing systems deliver personalized educational content to homeowners before they make costly claims mistakes. According to industry research, the global AI in insurance market was valued at $4.59 billion in 2022 and is projected to approach $80 billion by 2032. Insurance Claim HQ’s difference lies in deploying these tools selectively, always in service of the client.

Galen is clear about the limits. “People are worried AI is going to replace everyone, but that’s not exactly what’s happening,” he says. “It’s augmenting and supplementing you.”

Beyond the Courtroom

Galen’s impact extends beyond case outcomes. After Hurricanes Laura and Ida, his team delivered supplies and hot meals to affected communities. He hosts the Level Up Claims podcast and an annual summit aimed at bringing transparency to property insurance law, giving attorneys, adjusters, and policyholders tools they can use long before they ever need a lawyer. The firm publishes free claim guides and disaster preparedness checklists through its website.

“Navigating the complexities of insurance can be overwhelming, but with the right guidance, claimants can level the playing field,” Galen says. That statement captures a firm that measures success not by growth, but by how many people it helps rebuild.

About Galen M. Hair
Galen M. Hair, Managing Partner at Insurance Claim HQ, is a nationally recognized property insurance attorney known for aggressively representing policyholders across the U.S. With thousands of families helped and a reputation for high-stakes litigation wins, he has been named a Super Lawyers Rising Star and one of the National Trial Lawyers Top 100. Learn how to protect your property from disaster at www.insuranceclaimhq.com.

Business

Ipsos Helps Brands Understand How They Get Customer Experience Wrong & Why It’s Costing Them Millions

Published

3 weeks ago

June 26, 2026

Matthew Wiles

For brands looking to succeed in the modern business ecosystem, the customer experience (CX) is not something companies can afford to ignore. CX is a direct driver of revenue, loyalty, and growth for organizations.

Ipsos, one of the world’s leading market research firms, helps brands understand that failing to focus on the customer experience can lead to lost sales, which in turn can translate to not only millions in lost revenue but also lost trust and credibility in the market.

How brands still get CX wrong

“The customer decision and desire to do business with brands directly affect the bottom line,” says Brad Christian, Chief Commercial Officer at Ipsos – Experience Practice.

Customer experience may sound like a simple concept, but many brands still get it wrong. CX goes beyond surveys and feedback. Leaders who fail to connect feedback in a meaningful way to goals such as retention, repeat visits or purchases, advocacy, and operational performance fail to deliver on their service promises. The emotional and functional disconnect can spell trouble for brands. The most polished advertising campaigns cannot make up for a frustrating customer interaction or a promise that a business cannot fulfill.

According to Ipsos’s internal research, many customers today see service as too automated and impersonal. More than half report that their experience is worse than promised.

These findings don’t just result in disappointed buyers. They result in lost customers, negative feedback, and a long-term impact on the business as a whole.

“Brands have to manage the entire customer experience across each and every touchpoint,” explains Christian.

Poor CX can be expensive

Executives can often underestimate how expensive a history of poor CX can be. Global losses can reach into the billions while leaders wonder what went wrong. In an age of rapid social media communication, a single negative interaction can spell disaster for a company, leading to reduced customer spending or the entire loss of its most loyal customers.

Those losses are not just reflected in lost revenue, however. Customer acquisition and marketing dollars can also be lost as companies continue to spend money trying to retain their customer base, often skipping right over the experience part of retention.

Poor customer experience can be a deep operating problem that creates a domino effect, decimating businesses from the inside out. These poor experiences can impact not only present and future customer acquisition but also business leaders and employees.

CX matters more in today’s business landscape

The customer experience has always mattered, but it may matter more to brands trying to make it in a modern, ultra-competitive, digitally-driven business landscape. Good experiences encourage repeat purchases, boost loyalty, and increase the likelihood that customers will go online and recommend a brand to others.

“Customer experience isn’t an isolated function,” says Christian. “It’s ‌part of a larger system that ensures that brands measure and manage customer experience data and then act on that data to drive action where customer experience gaps exist.”

Brands also have to seek to understand today’s customers, who expect experiences that are seamless, authentic, and relevant. As more and more companies hop on the automation train, they will want to reassure their customers that the human element that many people consider important still exists.

At Ipsos, six drivers of strong customer relationships form the bedrock of the company’s CX platform, something that they refer to as the “Forces of CX”: certainty, fair treatment, control, status, belonging, and enjoyment.

Customers want to feel that if they have an issue with a brand, it will be handled and that their concerns will be understood. They don’t want the customer experience to feel like a battleground; they want it to feel fair and human.

“Customer experience isn’t just a nicer experience,” says Christian. “It ties directly to specific financial outcomes, whether that be increased sales, greater market share, or stronger brand loyalty.”

How Ipsos helps businesses deliver customer experiences that matter

Ipsos turns customer feedback into reliable, actionable, decision-ready information. The company goes beyond simple satisfaction metrics and implements voice-of-the-customer programs, journey analytics, relationship feedback, and quality research.

“Brands don’t just need data,” Christian says. “They need measurements as to how they are delivering on their brand promise and predictive modeling to tie financial performance measures to those measures to help them determine where to invest to maximize the customer experience and understand what financial impact those investments might deliver for the business.”

Ipsos measures the interactions that matter ‌most and shows brands how each interaction can affect retention, share of spend, and efficiency. For brands that are trying to reduce the guesswork behind CX, Ipsos helps them move beyond cosmetic fixes to achieve real, meaningful change.

Customer expectations can shift on a dime, influenced by society, social media, and even changing trends. Ipsos helps brands meet those rapidly changing customer expectations with hard evidence and comprehensive metrics.

Today’s brands need to understand how to get the customer experience right. Ipsos has the insights needed to drive home the deep importance of CX in today’s marketplace.