Everybody describes this as transferring a policy, and the description is what causes the trouble. A policy is a one-year contract and it is not portable — it simply ends. What travels is the credit for the years you have already run, and that credit is the entire reason this exercise exists. The asset is years, not paper. Which leads to the hardest fact here: no amount of money produces elapsed time. A premium buys a cover today; it cannot buy a position that exists only because somebody kept something running for a long while. So the thing worth protecting most carefully is the one that never had a price. Then the misunderstanding we see on almost every file. This is two questions, and people merge them into one. First, will the new company accept you. Second, if they do, will your years come with you. Those are separate decisions, made on separate grounds, and a yes to one is not a yes to the other. Next, the part that does actual damage. This is a sequence, not a transaction, and it cannot be run backwards. If the old cover ends before the new one is confirmed, there is a period with nothing in it — and what you were protecting was never the document, it was the unbroken run. One day of nothing can end what took years to build, and it does not come back. So: never close before you open. Then the document the whole position rests on: the first form you ever filled in, because continuity is measured against what was declared at the beginning — and it is, almost without exception, the one paper nobody kept. And the quiet one: most broken runs were nobody’s decision at all, but a premium debit that stopped working when a bank account changed. Our limits: we do not say whether to move, which company to choose, whether you will be accepted, or what will count as continuous — and we print no period, premium or product anywhere.
What this guide covers
Begin by correcting the description, because the standard way of describing this exercise is wrong in a way that changes how people behave.
It gets called transferring a policy, or moving a policy, as though there were an object that gets picked up from one place and set down in another.
Nothing you are holding goes anywhere.
Because a cover of this kind is a contract for one year, and a one-year contract does not travel. It reaches its date and it finishes.
So the document in your drawer is not the thing at stake. It describes this year, it will be replaced at the end of this year in any event, and anybody can obtain an equivalent one tomorrow.
What is at stake is something the document does not contain: the credit for the years that have already run.
And that credit is the only reason this exercise has a name at all, which is worth sitting with for a moment.
If elapsed years counted for nothing, nobody would speak of portability. You would stop paying one company and start paying another, and it would be as unremarkable as changing a mobile provider.
The whole apparatus exists because the years are worth something. Which means the years are the asset, and everything else in the file is administration.
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The word product is what does the damage, and it does it by importing a set of assumptions from ordinary shopping.
Products are compared, chosen, bought and swapped. They exist independently of who owns them. Hand one to somebody else and it is the same object.
None of that is true of a position built out of elapsed time. It is not transferable to another person, it is not purchasable, and it does not exist apart from the particular history that produced it. Calling it a product encourages people to handle it like one, and that is where this goes wrong.
So one question, put against every step in this exercise, keeps the priorities straight.
What is precious here — the paper, or the time behind it?
Almost always the answer is the time. Which immediately reorders what you protect, what you check twice, and what you are willing to risk for convenience.
Set the two beside each other, because people spend their attention on the wrong column.
| The paper | The elapsed years | |
|---|---|---|
| Replaceable | Yes, any day | Never |
| Purchasable | Yes | No, at any price |
| Took how long to make | An afternoon | As long as it has been |
| Lost how | Request a copy | One gap, permanently |
| Where people’s attention goes | Here | Not here |
If a document goes missing there is a straightforward way to get another. Nothing in the right-hand column has any such remedy, and that gap is why this guide exists.
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We should be careful here, and the care is deliberate rather than evasive.
Covers of this kind generally treat an unbroken run of years differently from a fresh start. How they treat it, over what periods, and in respect of what, we are not going to describe — it varies, it is revised, and it is not ours to state.
What is safe to say, and sufficient for everything practical on this page, is that the run has value, that the value grows with the run, and that nothing but continuing produces it. You do not need the mechanics to handle the asset correctly.
And the way it builds is unusual enough to be worth naming, because it explains why people are careless with it.
You did not do anything to earn it. There was no effort, no decision, no moment of achievement. It accumulated because you did not stop — year after year, invisibly, in the background, while you were thinking about other things.
Nothing ever arrived to tell you it had grown. No statement, no certificate, no annual letter saying your position is now better than it was. An asset with no statement attached is an asset nobody thinks about.
Which brings us to the hardest fact in the subject, and the one that should govern how carefully you proceed.
Walk into any company tomorrow with money and you can have a cover that begins tomorrow. There is nothing you can pay to be treated as somebody who has had one for a decade.
Only time makes time. That is why an asset which cost you nothing in particular is the one to be most careful with — and exactly why people are not.
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Now the misunderstanding that sits underneath most of the trouble we see, and it is a structural one rather than a mistake anybody could be blamed for.
People approach this with a single question in mind: can we move? There is no single question. There are two, and they are answered by different considerations.
The first is about acceptance, and it is entirely the receiving company’s own decision.
They apply their own criteria, on their own information, in their own way, and they are not obliged to explain the reasoning or to arrive at the same answer as anybody else would. Nobody outside that company can tell you the answer in advance, and anybody who offers to is selling comfort.
The second is about continuity, and it is a different enquiry altogether.
It asks what happens to your elapsed run in the move — whether, and to what extent, the new arrangement treats your history as though it had been with them.
It turns on your record and on the terms being offered, not on the same considerations as the first question at all.
And the two are settled independently, which is the fact worth carrying.
| Acceptance | Continuity | |
|---|---|---|
| Decided by | The new company | The terms and your record |
| Turns on | Their own criteria | Your documented history |
| Can be predicted | No | Only once the record is clear |
| Who can advise on it | A licensed adviser | A licensed adviser |
| What we contribute | Nothing | The record, in order |
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From which the operative rule follows, and we would have it written at the top of any file of this kind.
Neither answer implies the other. Get both, in writing, before anything is ended.
Not one and an assumption about the second. Not a conversation that covered both loosely. Two answers, stated, from the people entitled to give them.
And they get it wrong in both directions, which is worth knowing because the two errors have very different costs.
The first error: taking acceptance as confirmation of everything.
A new cover is issued. It arrives, it looks like a policy, it has the right names on it. The natural inference is that the move completed and the history came along. The document does not necessarily say so, and nobody reads it closely enough to notice that it does not.
This error is discovered late — typically at the moment somebody actually needs the position they believed they had. It is expensive, but at least nothing was destroyed in the meantime.
The second error is the opposite inference and it is the dangerous one.
Somebody is told, correctly, that continuity exists as a mechanism and that their run would be respected. They take this as meaning the move is essentially arranged, and they act — they stop the old one, or let it run out, because it felt settled.
Acceptance had never been confirmed. And unlike the first error, this one destroys something rather than merely disappointing somebody.
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Which is why we are pedantic about the phrasing of the question, and we would encourage you to be too.
Not “can we port to you?”, which invites an answer about the mechanism existing. Two questions, asked separately, with the answers wanted separately: will you accept this cover, and what is the position on the years already run?
The first is a decision about you. The second is a statement about terms. A single answer that appears to cover both has almost certainly answered only one, and in our experience it is usually the easier one.
Now the part of this subject that does real and permanent damage, and it is not about anybody’s decision. It is about order.
A transaction can be done in whatever order suits you and tidied up afterwards. A sequence has steps that depend on each other, and some sequences cannot be run backwards at all.
This is one of them.
And the dependency runs only one way, which is what makes the order a rule rather than a preference.
The new arrangement can be put in place while the old one is still running. The old one cannot be put back once it has ended. One of the two steps is reversible and the other is not, so the irreversible one goes last.
That is the whole of the logic, and it is the same logic by which you do not hand back your house keys before the next lease is signed.
We put this as a flat instruction, because it is the single line here we would defend against any objection at all.
We have seen a long run ended because a new cover was, in somebody’s entirely reasonable belief, arranged. The belief rested on a conversation. The conversation was not the arrangement.
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Because what the rule is protecting against is not a long lapse. It is something much smaller than people imagine.
One old cover ends on a date. One new cover begins on a later date. Between them sits a period with nothing in it — possibly a week, possibly a day, possibly created by nothing more than a weekend and a processing delay.
And the significant thing about that period is not what might happen during it, which is how people assess the risk.
They think: it is only a few days, nothing is likely to happen in a few days. Which is true, and beside the point. The damage is not an event occurring in the gap. The damage is the gap itself, because what you were protecting was the property of being unbroken.
A run is not a quantity that gets slightly shorter. It is a condition, and conditions do not survive being interrupted.
Which leads to the sentence we would put on the first page of every file of this kind.
The run does not resume. It restarts. And because the only thing that produces elapsed time is elapsed time, there is no step available afterwards — no payment, no explanation, no appeal, no goodwill — that puts back what the interruption removed.
Years of accumulation, ended by an administrative gap nobody intended. That asymmetry is the entire reason this exercise deserves care rather than efficiency.
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Which makes this subject unusual among everything else we handle, and the difference is worth drawing out.
Most of what we do involves judgement somewhere — what a document should say, which obligation applies, who is responsible for what. Here almost none of the difficulty is judgement.
When one of these files fails, the cause is almost always a day on a calendar.
And the dates are not of the familiar kind, which is part of why they catch people.
A deadline has one edge: before it you are fine, after it you are not. A window has two. You can be too late, and you can also be too early for the thing to be done properly.
We print no number of days anywhere on this page, because the period is not ours to state and because it is among the first things a licensed adviser or the company itself will tell you. What belongs here is the shape: two edges, not one, which means this has to be planned rather than reacted to.
So the practical output of this exercise is, more than anything else, a set of dated entries.
Five dates. Written down, with a named person against them. In a subject where the difficulty is almost entirely chronological, this is not administration around the edges of the work. It very nearly is the work.
With one entry on that list that deserves separate mention, because it is the one people omit.
The check date. Everything else on the list is an action; the check date exists to catch an absence — the case where nothing arrived, nobody said no, and the days simply passed.
In our files, the commonest cause of a gap is not a refusal. It is silence that nobody treated as information.
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Now to the documents, and to the one that matters more than every other paper in the file combined.
It is not the current year’s policy. It is the very first form you ever filled in, from the year the cover began.
Because continuity is measured against what was stated at the beginning, not against what is stated now.
The earliest declaration is the foundation the whole run sits on. Everything built afterwards — every renewal, every year added to the count — rests on that document being the thing it is.
Which is why a file with ten years of renewals and no first-year paper is a file with an excellent record and no foundation under it.
And the specific risk is a disagreement between two documents written by the same person years apart.
A new form asks its questions. Somebody answers them, carefully and honestly, today. The old form asked its questions and somebody answered them, carefully and honestly, a decade ago.
If the two accounts differ, that difference is where the years are lost — and nobody involved has done anything wrong. The same facts, described twice, a decade apart, by a person doing their best.
And now the entirely foreseeable moment in each of these files — flagged beforehand, so that when it arrives nobody treats it as something they got wrong.
You will not have it. Almost nobody does.
The current year is somewhere findable because it arrived recently. The first year was several house moves, two computers and a changed email address ago, and at the time it did not look like a document worth archiving. Nothing about it announced that it would matter most.
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It is also, in most cases, recoverable — which is the useful half of this and the first thing we do.
Looking in those five places is an afternoon. Looking for it after a new form has already been submitted is not a search; it is damage assessment.
And if it genuinely cannot be produced, that fact itself is something to carry into the conversation rather than past it.
Tell a licensed adviser that the earliest declaration is unavailable, and tell them before any new form is completed. It changes how the exercise should be approached, and it is not a question we are qualified to resolve.
Reconstructing what an old form most likely said is not something we will assist with. A plausible reconstruction of a document that cannot be produced is not a record. It is a guess wearing the clothes of one.
Which is the thing we would most like to talk people out of, and it is the most natural instinct in the world.
The instinct is: I know my own history, I will simply answer the new form properly. And the answers given will be honest. The risk was never dishonesty. It is drift — the same facts, in different words, with a different emphasis, a decade later.
So we lay the earlier answers beside what the new form asks, line by line. Not to coach anybody on what to write, which we will not do, but so that a difference in wording is noticed by you rather than by somebody else later.
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With one point for anybody whose cover includes more than one person, which is most households.
A family treats the cover as a single object with a single history, because that is how it is paid for and how it arrives. For this exercise it is not one history. Each person on it has their own record and their own set of earlier answers, and each has to be reconciled on its own.
That is more work rather than harder work. But it is work that cannot be done collectively, and the failure it prevents is one person’s position being handled as though it were somebody else’s.
And here is the right place for our own boundary on the paperwork, stated before the second half of this page rather than at the bottom of it.
We do not complete forms about people. We do not advise on what to write in them, suggest a phrasing, or offer a view on how something should be described. We assemble what the earlier record says and we put it beside the question being asked.
The answers are yours and nobody else’s, and on a form of this kind that is not a small point of procedure; it is the one condition that gives the paper any force.
Four things this exercise gets confused with, and each confusion sends somebody down a route that does not lead anywhere useful.
Worth going through them, because people arrive at this page wanting one of the four and calling it portability.
The first confusion. Somebody wants to pay less, or get more, and has heard that portability is how you do that.
It is not a shopping mechanism. It is the thing that stops the years being lost when a move happens for some other reason. Whether a move is worth making at all is an advisory question, it needs somebody licensed to answer it, and it is not what this exercise is for.
Which also means a move should be decided first and documented second. Deciding to move because a mechanism exists is the tail wagging the dog, and we have watched it produce moves nobody actually wanted.
The second, and the one that most often arrives mislabelled.
Something has already gone wrong — a claim refused, an amount cut, a year of poor handling — and the instinct is to leave. That instinct is understandable and the two things still have to be kept apart.
This exercise assumes everything is currently working. If something has been refused or is contested, that is a dispute and possibly an ombudsman matter, with its own route and its own timing. Running a grievance and a move at the same moment tends to damage the move.
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The third, and the one that causes the most dangerous casualness, because the two happen at the same point in the calendar.
A renewal continues an arrangement with the same company. It takes ten minutes, it rarely goes wrong, and most people have done it so many times that it has stopped being an event.
This ends one arrangement and begins another while asking that a decade be respected. It arrives in the diary wearing a renewal’s clothes and it is a far more consequential act, which is why it gets ten minutes of attention and needs considerably more.
The fourth, and the most consequential of the four.
The company you are approaching is a party to the arrangement, not a neutral guide to it. Their staff may be helpful, well informed and entirely honest, and they are still answering from inside one of the two sides.
Ask them what they will do. Do not ask them whether you should.
Which sets out who the three parties actually are, because conflating them is how people end up with no independent view at all.
| Question | Whose |
|---|---|
| Should you move at all? | A licensed adviser or broker |
| Which company, and on what terms? | The same |
| Will you be accepted? | The company itself, and nobody else |
| What is the position on the years? | The company, in writing |
| Is the record complete and unbroken? | Ours |
| What are the dates, and in what order? | Ours |
| Something has already been refused | An advocate, or the ombudsman route |
Court work is for your advocate, whose fee is engaged and paid by you directly; we do not quote, collect or share it.
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And our own limits on this subject are tighter than on anything else in this series, which is intentional.
We will not say whether to move, which company to approach, whether you will be accepted, what will be treated as continuous, how long any period runs, or what any of it costs. We publish no comparison, no company name, no premium and no period.
We also do not ask about, record or discuss anybody’s circumstances or history beyond the dates on the documents. That is not a limitation we are apologising for. It is the correct shape for a service that handles the file and not the person.
So on this subject, unusually for us, the handing-over happens up front instead of once we have finished.
On most files we assemble first and hand over at the point a judgement is needed. Here the advisory question — should this happen, and with whom — comes before the documentation is worth doing at all.
So the sensible order is: a licensed adviser decides whether and where, the company answers acceptance and continuity, and we make the record able to support whatever they decide. Three parties, in that order, and we are the third.
The working half, in the order that keeps the asset safe.
One through four belong to us and consume most of the hours. Steps five and six are not ours at all. Step seven is one line and it is the one that protects everything above it.
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And there is real value in doing the first four steps before approaching anybody, which is not the order most people use.
People approach a company first and go looking for documents afterwards, when something is asked for. The trouble is that you then discover the break in your own run at the moment it is least convenient to discover it.
Find out what your record actually says while nothing is pending. If there is a gap in it, you want to know that privately, with time, and before anybody has been told anything.
And if you are reading this too late in the cycle, the honest advice is short.
Do not force it. Let the current cover renew as it is, and plan the move for the next cycle properly. A rushed move at the edge of a window is how gaps get created, and a year of staying put costs you nothing except a year of a company you have decided to leave.
Waiting one cycle is an inconvenience. A gap is not an inconvenience, and it is not reversible.
Four things to avoid once the move has happened, each of which we have seen cause trouble later.
And keep the whole set somewhere retrievable, because next time — and there is usually a next time — the first-year problem will repeat with a different first year.
Seeing how a thing is built leaves you no closer to a decision about it. Nothing below has been settled here.
Everything we do sits before and beside that list, and stays narrow on purpose.
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Six shapes, taken from the files we have handled. Five of them involved no decision by anybody.
| The pattern | How it happened |
|---|---|
| A long run ended by a four-day gap | New cover started late; dates were never aligned |
| Years lost on a wording difference | New form completed from memory, old form never found |
| Run broken years earlier, discovered now | Automatic debit failed when a bank account closed |
| Old cover ended on a phone call | Encouraging conversation taken as confirmation |
| One person’s position handled as the family’s | Cover treated as one history instead of several |
| Nothing arrived and nobody chased it | Silence was waited through rather than noticed |
Run your eye down the second column. Only the fourth was a choice, and even that one was made in good faith on information that sounded firm. The rest are administration, and administration is exactly what this exercise is.
Which is this whole page reduced to the smallest thing that would have prevented most of it.
A dated line, with a name against it, saying: the old one does not end until the new one is confirmed in writing. Plus one check date, so that silence gets noticed.
Two entries in a diary, protecting something that cannot be rebuilt at any price. That is the entire ratio of effort to value in this subject.
The requests that reach us fall into a handful of shapes, and the shape is usually a good indicator of how much can still be saved.
The first two are the files where everything is still intact. The fourth is the one where we can establish what happened and very little else.
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Our own part is tracing, listing and dating, and it stops before anybody’s judgement is required.
Not one step in that list is a judgement, an opinion or a recommendation. All of it is why the people who do decide can decide on a complete record.
One thing we decline, and on this subject the request is made gently and often.
We will not phrase, suggest, improve or complete an answer about a person, and we will not help anybody reconstruct what an old form probably said. Nor will any paper we prepare carry a date other than the day it was made.
Nobody who asks this means any harm — the wish is simply for the two papers to sound like each other. But a form about a person, drafted by somebody other than that person, is a document whose value depends entirely on who stands behind it — and the whole point of the exercise is that the person does.
Which is worth stating positively rather than only as a refusal, because it is the heart of how this works.
Everything that eventually protects your run is something you said, in your own words, at a time when nobody was coaching you — and something you say now, in your own words, matching it.
Our contribution is to make sure you can see what you said the first time. That is a surprisingly large contribution and it is not an advisory one.
Said once more at the point people most often try again, and the answer is the same as it was higher up.
Not suitability, not choice of company, not acceptance, not continuity terms, not periods, not cost, not anything about anybody. Those sit with a licensed adviser and with the company, and the licence is not a formality — it is what makes the advice worth acting on.
What we will tell you is whether your record holds together, and exactly where it does not.
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For getting the record and the calendar into a state that protects the run — tracing the original form and the first-year pack through the company, the agent who sold it, the old welcome email and the first-year envelope, and putting copies in your hands; building the year-by-year history with dates and the company name against every year, because a merger or a rename makes one unbroken run look like two separate ones; reconciling every premium against the account it actually left from and flagging each account change as a point that has to be verified; telling you plainly whether the run is unbroken, including anything in it you did not know was there; listing every person on the cover separately with their own earlier answers attached, because a cover is one object and several histories; laying those earlier answers beside the questions a new form asks so that any drift in wording is yours to catch rather than somebody else’s to find later; and writing the five dates into a diary with a named owner and a one-page note of the sequence — the fee is ₹1,499. Of the 7 – 20 days quoted, our reading and tracing is days; the rest is waiting on a company and on a document somebody has to dig out.
Each of these is charged apart, for the reason given:
Said without decoration: the fee buys a record you can rely on and a calendar that cannot be forgotten. Nobody needs help filling in a form. What breaks these files is a first-year document that cannot be found and a date that nobody wrote down — and both of those are solved before anybody is approached.
A last word, because the move is not the end of this and the asset does not become safe once it has been carried.
From the day the new arrangement begins, the run starts accumulating again, in the same silent way, with the same absence of any statement telling you it is growing. The same risks apply: a renewal date, a bank account that changes, a first-year document that is being created right now and will be impossible to find in a decade.
You did not finish protecting the asset. You moved it, and started building the next one — so the paper you file today is the paper somebody will be hunting for next time.
We trace the original form and the first-year pack, build the year-by-year history with dates and company names, reconcile every premium against the account it left from, tell you plainly whether the run is unbroken, list each person on the cover with their own earlier answers, lay those answers beside what a new form asks, and write the five dates into a diary with a named owner. We do not advise whether or where to move, predict acceptance, state any period or premium, or assess anything about anybody.
How this page was built, and the things it deliberately leaves out
Nowhere on this page: any period or waiting time, any premium or cost figure, any company or product name, any comparison, any statement about who is likely to be accepted, any regulation or provision, any portal or form step, and anything at all about any person’s circumstances or history. On a page about moving a cover between companies, that is very nearly everything a reader arrives expecting to find, and the omissions are not all of the same kind.
Three reasons, and they get progressively more important. The periods, figures and mechanics are absent for the ordinary reason: they get amended, they differ from one place to the next, and a confident statement of them outlives its own accuracy by years. Suitability and company choice are absent for a regulatory reason that we think is a good one rather than an inconvenience — comparing covers and recommending one is advisory work that requires a licence, we do not hold one, and a page that drifted into looking like advice would be doing something it is not answerable for. The third reason is the one that shaped the page most. This subject sits next to information about people that is nobody’s business but theirs. So we built the entire guide out of documents, dates and sequence, and left every question about any person’s circumstances entirely alone — not hedged, not generalised, not touched. That is why there is no section here on who gets accepted and no description of what is treated how. It is a deliberate shape, not a gap.
Strip every one of those away and the skeleton remains, untouched by any revision. That the policy is a one-year contract and is not what moves — the credit for elapsed years is, and the years are the asset while the paper is administration. That no amount of money produces elapsed time, which makes the thing that cost you nothing in particular the thing to guard most carefully. That this is two questions people merge into one, decided independently, so that a yes to acceptance is not a yes to continuity and the reverse error is worse. That it is a sequence rather than a transaction, with one reversible step and one irreversible one, which is why the irreversible one goes last and the old cover never ends before the new one is confirmed in writing. That the harm in a gap is not an event occurring during it but the interruption itself, because a run is a condition and not a quantity. That the whole difficulty is chronological — a window with two edges rather than a deadline with one. That continuity is measured against the earliest declaration, which makes the first form you ever filled in the most valuable paper in the file and also the one nobody kept. And that most broken runs were nobody’s decision, but a premium debit that stopped working when a bank account changed. Change every figure in the industry tomorrow and all of that still holds.
Why the sequence rule is the line we would keep. Never close before you open. Of everything here, it is the sentence that has prevented the most damage, and it costs nothing to follow — a short overlap is cheap, and a gap is not priced at all because it cannot be bought back. It is also the only part of this exercise entirely within your control: you cannot decide whether a company accepts you, what the terms say or how long anything takes, but you can decide not to let go of the old thing until the new thing is in your hand. On a subject where almost everything is somebody else’s decision, that is worth knowing.
Where to go rather than here. A licensed insurance adviser or broker, first and not last, for whether this move is sensible and with whom — that conversation belongs before the documentation, which is unusual for us and correct here. The receiving company itself, in writing, for acceptance and for the position on the years; ask the two as separate questions and keep both answers. Your own first-year envelope, which is the one source that settles what was declared at the beginning and which somebody should be looking for today. Your bank statements, which are the only honest record of whether the premium actually went out every year it was supposed to. And whoever in the household handled this when it began, who may not be the person handling it now and who may remember where the first pack went.
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