In 2025 Allianz's 156,000 employees produced a total business volume of 186.9 billion euros and an operating profit of 17.4 billion euros, serving around 97 million customers in almost 70 countries.
That is the number that gets a vendor interested. Here is the number that decides whether you have a business: Allianz runs its own technology company. Allianz Technology SE employs over 11,000 people as the group's global IT service provider, and describes its remit as one of the industry's largest infrastructure programmes across data centres, networks and security, plus the application platforms on top. Allianz also states that around 80 percent of the roles it advertises require some AI skill, and its Global AI Run programme has put more than 151,000 employees through AI training. Your competitor is frequently not another vendor. It is a shared-services organisation with a builder culture and a mandate to standardise.
How the buying process actually runs
There is no single Allianz supplier portal, and this is the most common mistake. The hub at procurement.allianz.com does not onboard you. It routes you to the portal of the specific Allianz company you are dealing with: Allianz Germany, Allianz UK, Allianz SE, Allianz Technology SE, Allianz Technology France, Allianz Global Corporate and Specialty, Allianz Global Investors, Allianz Real Estate, Allianz Spain and Allianz Suisse each run their own. Registering with one does not register you with the others.
Purchase orders and invoices run through SAP Ariba, on an instance Allianz calls OneSource internally. Suppliers hold either a free Standard Account or an Enterprise Account for high-volume integration. Orders arrive electronically and you confirm them rather than countersigning a contract. For services, an approved service entry sheet is what triggers payment. No service entry sheet, no money.
Tendering is a separate system again. Allianz runs a distinct Source to Contract e-tendering portal, and states plainly that suppliers working across multiple Allianz Organisational Entities need separate registrations in S2C or in Ariba. Treat the supplier estate as federated, because Allianz does.
European insurance regulation shapes the timeline. As an EU financial entity, Allianz falls under the Digital Operational Resilience Act, which has applied since 17 January 2025 and obliges financial entities to maintain a register of information on every ICT third-party contractual arrangement, with specific contractual content required for services supporting critical or important functions. If you sell software, hosting or anything touching claims, underwriting or policy data, you are entering that register. Budget for the resilience, exit-plan and subcontracting questions.
Who owns what, so you know where your deal belongs
You will not be selling to these people. Their remits tell you which part of the group your deal sits in, and whose priorities it has to align with several levels down.
| Name | Role on the Board of Management | What it means for a vendor |
|---|---|---|
| Oliver Bäte | Chairman of the Board of Management (CEO) | Sets group strategy; formerly led McKinsey's European insurance practice, so expect the business case to be read like a consultant reads it |
| Dr. Barbara Karuth-Zelle | Operations, IT and Organization (COO) | The remit for group-wide technology. She also chairs the Supervisory Board of Allianz Technology SE, and was its CEO from 2016 to 2020 |
| Claire-Marie Coste-Lepoutre | Finance, Risk, Actuarial, Legal, Compliance (CFO) | Where a large multi-year commitment ultimately has to make sense, and where risk and compliance sit in the same remit as finance |
| Dr. Klaus-Peter Röhler | Insurance German Speaking Countries, Central Europe, Global P and C | The home market plus the global property and casualty remit, a large pool of operational technology demand |
| Christopher Townsend | Global Insurance Lines, Reinsurance, Anglo Markets, Iberia, Latin America, Africa | Chairman of Allianz Global Corporate and Specialty SE and of Euler Hermes Group SAS, so commercial and trade credit deals route here |
The other board members are Sirma Boshnakova, Insurance Western and Southern Europe, Allianz Direct and Allianz Partners; Renate Wagner, Asia Pacific, Mergers and Acquisitions, People and Culture; Dr. Andreas Wimmer, Asset Management and US Life Insurance; and Dr. Günther Thallinger, Investment Management and Sustainability. Allianz announced on 24 July 2026 that Thallinger's term concludes on 31 December 2026, that Tomas Kunzmann joins on 1 January 2027, and that the Board of Management shrinks from nine members to eight. If your account plan names Thallinger as a sponsor in 2027, it is already wrong.
Names and remits taken from Allianz's own corporate management pages, verified 11 September 2026. Senior roles change. Verify at source before using any name.
The governance point most non-German sellers get wrong
Allianz SE is a European Company under German law and has two boards, not one. The Board of Management, the Vorstand, runs the business. The Supervisory Board, the Aufsichtsrat, appoints and monitors it. Nobody sits on both. A US-style pitch aimed at "the board" is aimed at nothing in particular here.
The Supervisory Board has twelve members, six shareholder representatives and six employee representatives, a consequence of German co-determination. Under the SE rules the Chairman must be a shareholder representative, and that is Dr. Jörg Schneider, former Chief Financial Officer of Munich Re. The employee seats go four to Germany and one each to France and Italy.
Two consequences for a seller. First, works council structures are real gatekeepers for anything touching employee data, workplace tooling or headcount: Burkhardt-Berg chairs the Allianz SE Group Works Council and Jürgen Lawrenz chairs the SE Works Council. Second, the Supervisory Board runs a standing Technology Committee, whose published function is consultation on the Management Board's technology and innovation strategy and oversight of its execution. It is chaired by Rashmy Chatterjee, who spent more than twenty years at IBM and was Chief Executive Officer of ISTARI Global until 2025. Its other members are Burkhardt-Berg, Lawrenz, Schneider and Thomas. An insurer with a board-level technology committee that includes an Allianz Technology SE employee is telling you where technology strategy gets scrutinised.
Why you cannot sell into Allianz from the bottom
Budget does not sit in one place. It sits inside operating entities in almost 70 countries, inside Allianz Technology SE for shared infrastructure, and inside separate asset management businesses. A deal worth the cost of selling here has to clear an operating entity, then group standards under the COO remit, then third-party risk under DORA, then a federated procurement process. Nobody in the middle of that chain carries it alone.
This is where most outbound fails. It aims where replies are easiest, which is precisely where the authority to override a shared-services standard is not.
The layer that matters sits below the published names
The board members are public and easy to name. The people who sponsor purchases sit one to three levels below: operating entity CIOs and COOs, platform and domain owners inside Allianz Technology SE, data and AI leads. A few are published, for example Dr. Axel Schell, Allianz Technology's Chief Technology Officer and Head of Innovation, AI and Enterprise Architecture. Most of that layer is not.
It is also unusually deep here, because the group runs a federated operating entity structure and a centralised technology company across it. The same capability can have an owner in Munich and an owner in Milan, and the two may disagree. Cold outreach gives you no way to find out which one matters. Understanding the real buying committee here is the work, and it is the reason multithreading is not optional in this account.
The Supervisory Board is a published second-degree map
This is the most useful and least used asset on Allianz's own website.
- Dr. Jörg Schneider, Chairman. Former Chief Financial Officer of Munich Re, where he spent three decades.
- Prof. Dr. Ralf P. Thomas, Vice Chairman. Former Chief Financial Officer of Siemens AG, and currently Chairman of the supervisory board of Siemens Healthineers AG.
- Sophie Boissard. Currently Chairwoman of the Management Board of Clariane SE and a board member of Eiffage S.A. Previously on the management board of SNCF.
- Stephanie Bruce. Former Chief Financial Officer of abrdn plc and former interim Chief Financial Officer of Phoenix Group Holdings, after eighteen years at PricewaterhouseCoopers. Currently on the boards of True Potential Group and its parent Kane Topco.
- Rashmy Chatterjee. Long IBM career including Chief Marketing Officer for IBM North America. Currently a non-executive director of ISTARI Global and Chairwoman of Sygnia, Inc.
- Dr. Frank Ellenbürger, Chairman of the Audit Committee. Former KPMG partner who led its German, European and at one point global insurance practices. Currently on the board of MS Amlin AG.
- Prof. Dr. Nadine Brandl, employee representative. Head of the Law and Legal Policy Department at the trade union ver.di, and also a supervisory board member of Deutsche Börse AG.
Read that as a seller. If anyone in your network is senior at Munich Re, Siemens, Siemens Healthineers, Clariane, Eiffage, abrdn, Phoenix, PwC, IBM, ISTARI, KPMG, MS Amlin or Deutsche Börse, there is a checkable two-hop path to an Allianz supervisory board member. Note also how many of the shareholder representatives come from finance or audit backgrounds. That tells you what kind of business case travels.
Other routes in
Affiliated and acquired entities. Allianz does not publish a formal alumni programme, so do not plan around one. The equivalent pool is people who joined through Euler Hermes, now Allianz Trade, through Allianz Global Corporate and Specialty, or through PIMCO and Allianz Global Investors. Those relationships predate and often outlast integration.
Your insurance customers. European insurance is small at senior level, and people move between Allianz, AXA, Zurich, Generali and Munich Re. A champion who has watched your product survive a claims or actuarial environment is a more credible referrer than anyone on your payroll.
Systems integrators already inside. Allianz Technology buys IT and non-IT professional services through the same Ariba process. Partners delivering there can route you to the team with the problem.
Your own investors and board. At this deal size the useful introduction often comes from a director who sits on another board with someone relevant. Finding which path exists is what relationship intelligence is for. The larger the target, the better the odds that a path exists and nobody has looked.
And then you have to get to your own connector
The step that kills more introductions than the external ask does. Suppose the best path runs through one of your own directors who knows someone on that Siemens or Munich Re list. That is close to unrepeatable. You have to get that person to prioritise it, write something credible, and spend a piece of a relationship built over years. Ask twice in a quarter and you will not be asked again. Most companies have no idea which of their own people are already asking that connector about this account.
Three rules for the introduction itself
Ask for the entity, not the group. "An introduction to whoever owns claims platforms at Allianz Technology SE" is actionable. "An introduction to Allianz" is not.
Write the blurb your connector will forward. They will not write your pitch. Give them a paragraph they can send without editing. The forwardable blurb is the whole craft.
A warm path starts the clock, it does not skip it. You still go through third-party risk, the DORA register, security review and Ariba onboarding in whichever entity is buying. What you get is a real conversation with someone who has a problem and a budget, months earlier.
See the warm paths into Allianz
Everything above describes the problem: ten separate entity procurement portals and a two-tier board. What it does not tell you is which of your own relationships already reaches inside. That is a question about your network, not theirs, and it is the one most teams answer from memory.
Boomerang maps the warm paths your company already has into accounts like Allianz, across your team, your customers, your board and investors, and your partners. It then drafts the ask, routes it through the right connector and tracks it to a booked meeting. Book a 15-minute walkthrough and see it run against your own target accounts.
Frequently asked questions
How do you become a supplier to Allianz?
Start at procurement.allianz.com, which routes you to the portal of the specific Allianz company you will be dealing with. Allianz Germany, Allianz UK, Allianz SE, Allianz Technology SE, Allianz Technology France, Allianz Global Corporate and Specialty, Allianz Global Investors, Allianz Real Estate, Allianz Spain and Allianz Suisse each run their own. Purchase orders and invoices then flow through SAP Ariba, on the instance Allianz calls OneSource. Allianz states that suppliers working across multiple Allianz Organisational Entities need separate registrations in Ariba or in its Source to Contract e-tendering portal. Registration makes you payable. It does not generate demand.
Who makes technology buying decisions at Allianz?
Purchases originate inside an operating entity or inside Allianz Technology SE, not centrally. Group-wide technology sits with Dr. Barbara Karuth-Zelle, the Allianz SE board member for Operations, IT and Organization, who also chairs the Supervisory Board of Allianz Technology SE. Allianz Technology SE has its own Board of Management, chaired by Agostino Ferrara, and its own Chief Technology Officer, Dr. Axel Schell. The budget and the problem usually live several levels below all of them.
What is the difference between Allianz's Supervisory Board and its Board of Management?
Allianz SE is a German-law European Company with a two-tier structure. The Board of Management, the Vorstand, runs the business and is chaired by Oliver Bäte. The Supervisory Board, the Aufsichtsrat, appoints and monitors it and is chaired by Dr. Jörg Schneider, former Chief Financial Officer of Munich Re. Nobody sits on both. The Supervisory Board has twelve members split evenly between shareholder and employee representatives under German co-determination, and it runs a standing Technology Committee chaired by Rashmy Chatterjee.
Does Allianz build or buy technology?
Both, but there is a strong internal option. Allianz Technology SE employs over 11,000 people as the group's global IT service provider, covering data centres, networks, security and application platforms, and Allianz has put more than 151,000 employees through its Global AI Run training programme. For most vendors the real competitor is a shared-services organisation with a standardisation mandate, and that objection is usually raised in a room you are not in.
How long does an enterprise sale to Allianz take?
Assume multiple quarters. As an EU financial entity Allianz is subject to the Digital Operational Resilience Act, which has applied since 17 January 2025 and requires a register of information covering every ICT third-party contractual arrangement plus specific contractual terms for services supporting critical or important functions. Add entity-level procurement, Ariba onboarding and a service entry sheet process for services, and the runway is long regardless of how warm the introduction was.
