Simple - collaboration and overcommunication with your Insured.  Set expectations carefully, coach your Insured to meet those expectations, and establish trust through transparency.

Build a robust process, relying on sophisticated templates, clear instructions, and organization.  When the insured’s information is received according to the suggested organizational structure, the instructions are followed and the templates are used, no time is lost in “getting on the same page” during a submission.

Begin with clear communication as soon as possible, preferably before costs have been incurred by the Insured.  Set the framework for a successful claim by coaching your insured in the types of costs that are not covered by the policy.  This will allow for an upfront expectation and transparent discussion should costs need to be denied.

Clearly identify what types of costs are not reimbursable, communicate that up front (pre-submission) to the Insured, develop a process for screening out those costs as the submission review is conducted, and clearly communicate those segregated costs back to the insured.

Communicate as early as possible with your Insured in the rectification effort, asking lots of questions around what needs to be corrected, why, and who is required to complete those efforts. Require the Insured to develop and show a defined work plan or rectification/mitigation approach before work is commenced, as often as possible. This can be challenging for a contractor that is in a reactionary or recovery kind of mindset. But having a defined scope, even if it includes assumptions for unknowns, allows a finer point to be used in defining the costs for that scope.