MIM73 V4

ISSUE

73

ISSN 2515-3803

BARRIERS

BREAK

WON’T

HER

2025 Contributors

Media Partners

WELCOME

Hello readers,

As the insurance industry continues to evolve, so too must the

conversation around equity, inclusion, and representation. In this

issue, we turn the spotlight on Women in Insurance – celebrating

the trailblazers, innovators, and leaders who are shaping the sector

today. From personal stories of resilience to thought leadership on

the systemic changes still needed, our aim is to spark dialogue that

moves beyond words and into meaningful action.

We open Issue 73 on page 8 with Katherine Bryant, Founder of The Insurance Breakfast

Club, who calls for words to become action in creating an insurance industry where

women can truly thrive. On page 12, Dr Jo Salter MBE shares her inspiring journey

of leadership, while Lee Chambers, Founder of Male Allies UK (p. 19), explores what

authentic allyship really means in practice.

Hayley Dalton, Editor

Our Editorial Board returns on page 23 with a compelling set of perspectives from across

the industry – from mentorship and leadership to innovation, data, and the evolving

future of insurance. Then, from page 41, our resident associations assemble once more to

tackle the issues shaping the sector today, from road safety blind spots and court system

pressures to the role of women leading real change.

The features section (p. 47 onwards) brings together voices exploring balance, purpose,

climate challenges, and the future of personal injury law – alongside Eddie Longworth’s

thought-provoking commentary (p. 53). You’ll also find insights from I Love Claims (p.

65) and in-depth looks at managing complex losses and the evolution of major loss

adjusting.

On page 59, The Fraud Board reconvenes with another powerful discussion, examining

how diverse perspectives are reshaping the fight against fraud. And don’t miss our Insur.

Tech.Talk interviews, beginning on page 73, where Megan Kuczynski introduces a stellar

line-up of insurtech leaders and innovators – from Guidewire to True Flood Risk, Amwins,

Flora, Optimity and more – rounded off by our dedicated Insur.Tech.Talk Editorial Board

(p. 77).

Rachael Pearson, Events & Sales Manager

Racheal Pearson

Events & Sales Manager

Modern Insurance Magazine

rachael.pearson@charltongrant.co.uk

I hope the pages ahead leave you feeling inspired by the progress being made and

energised by the possibilities that lie ahead.

Hayley

Happy Reading!

Hayley Dalton

Editor,

Modern Insurance Magazine.

hayley@charltongrant.co.uk

Market-Leading Outsourced Claims Services

www.carpentersgroup.co.uk

ISSUE 73

ISSN 2515-3803

Editor

Hayley Dalton

Project Manager & Events Sales

Racheal Pearson

Modern Insurance Magazine

is published by Charlton Grant Ltd ©2025

All material is copyrighted both written and illustrated. Reproduction in part or whole is strictly

forbidden without the written permission of the publisher. All images and information is collated

from extensive research and along with advertisements is published in good faith. Although the

author and publisher have made every effort to ensure that the information in this publication

was correct at press time, the author and publisher do not assume and hereby disclaim any

liability to any party for any loss, damage, or disruption caused by errors or omissions, whether

such errors or omissions result from negligence, accident, or any other cause.

MODERN INSURANCE | 3

Contents

8 12

19

THE NEXT 73

GENERATION IS

59

WATCHING

4 | MODERN INSURANCE

8

12

19

23

41

47

49

51

53

55

56

65

69

71

Insight

Katherine Bryant, Consultant, speaker &

coach. Founder of The Insurance Breakfast

Club: From Words to Action: Creating an

Insurance Industry Where Women Can

Thrive

Interviews

Dr. Jo Salter MBE BEng (Hons), MBA,

DA (h.c.): Wings of Leadership Flying in

Formation

Lee Chambers, Founder and CEO of Male

Allies UK: True Allyship Isn’t About Heroics—

It’s About Humility, Listening, and Action

Editorial Board

Find out what our editorial board panel of

industry experts have to say in this edition

of Modern Insurance Magazine.

Associations

Assemble

Modern Insurance’s panel of resident

associations outline the burning issues from

their unique area of the industry.

Features

From Nativity Plays to Boardrooms:

Balancing Leadership, Family and Flexibility

Creating Space for Growth and Leading

with Purpose in Insurance

What 2026 Holds for Personal Injury Law:

Innovation Without Losing the Human

Touch

Just a Thought with Eddie Longworth:

When is a Discount not a Discount?

Supporting Women at Every Stage: Driving

Inclusion and Impact in Insurance

Navigating Climate Challenges

I Love Claims- Encouraging Evolution

Managing Large & Complex Losses in A

High-Risk World

Why expertise still matters – the evolution

of major loss adjusting in a changing climate

59

68

Fraud Board

Don’t miss our regular instalment of The Fraud

Board, where our collective of fraud experts

convene to discuss the key factors affecting

the fight against fraud in today’s modern

insurance landscape.

10 Minutes with...

10 Minutes with… Claudia Dent

Insur.Tech.Talk

Interviews

73 Welcome

Megan Kuczynski, Senior Strategic

Advisor, Insurtech Insights

Founder & CEO, ClimateTech Connect

74 Guidewire

Laura Drabik, Chief Evangelist, Guidewire

75

Holmes Murphy and BrokerTech

Ventures

Susan Hatten, Chief Marketing Officer

Holmes Murphy and Chief Operating Officer,

BrokerTech Ventures

76 USAA

Christy Kaufman, CPCU, VP, P&C Risk and

Compliance, Enterprise and Risk Compliance,

USAA

77

True Flood Risk

Shelly Klose, CEO and Founder, True Flood

Risk

79 Amwins

Dawnmarie Black, Client Relationship Manager,

Amwins

81

Flora

Dr Christy Lane, Co-Founder, Flora

83 Optimity

Jane J Wang, CEO, Optimity

85

77

RH Business Ventures

Rose Hall, Founder & CEO, RH Business

Ventures

Insur.Tech.Talk

Editorial Board

Experts from the insurtech sector join us once

more to share their unique insights!

INSUR.TECH.TALK BOARD

Disclaimer: Our publications contain advertising material submitted by third parties. Each individual advertiser is solely responsible for the content of its advertising material.

We accept no responsibility for the content of advertising material, including, without limitation, any error, omission or inaccuracy therein. We do not endorse, and are not

responsible or liable for, any advertising or products in such advertising, nor for any any damage, loss or offence caused or alleged to be caused by, or in connection with, the

use of or reliance on any such advertising or products in such advertising.

25

27

29

31

33

Editorial Board23

WOMEN, MENTORSHIP, AND

THE FUTURE OF INSURANCE

Donna Scully, Director/Joint Owner,

Carpenters Group

FROM AA GRADUATE TO

CEO: MY JOURNEY BUILDING

BUSINESSES, EMPOWERING

WOMEN, AND LEADING

WITH PURPOSE

Jane Pocock, CEO, Copart UK &

Ireland

DRIVING CHANGE AND

GROWTH IN THE MGA

MARKET

Jaime Swindle, CEO – UK

Commercial MGA, GEO

Underwriting Services

PROGRESS, PURPOSE AND

THE POWER OF SUPPORT

Nicola Sutton, Major Loss and

Private Clients Director, QuestGates

SHAPING THE FUTURE

TOGETHER: MY VISION FOR

WOMEN IN INSURANCE

Kayleigh Burrows, Product

Specialist, ParaCode

DRIVING INNOVATION IN

INSURANC

Tracey Sherrard, Business Change

Director, FMG

DRIVING INSIGHT INTO

DATA-DRIVEN AUTOMOTIVE

RISK

Kasia Witkowska, Head of Data

and Analytics, Thatcham Research

WHY I PURSUED A CAREER

IN THE INSURANCE SECTOR

Lizzie Parsons, Customer Service

Manager, Rapid Repair Network

35

37

39

INVISIBLE NO

MORE – THRIVING AS

A WOMAN IN A

MALE-DOMINATED

INDUSTRY

Mia Constable, Head of Business

Development Manager, e2e Total

Loss Claims Management

BUILDING A CAREER IN

INSURANCE ON MERIT, NOT

LABELS

Lucia Rudzinski, Group Operations

Manager, Laird

FROM STOPGAP TO

SUCCESS: HOW I FOUND

A LIFELONG CAREER,

AND PURPOSE, IN

INSURANCE

Mel Bebbington, Managing Director,

Auxillis

BREAKING BARRIERS

AND DRIVING CHANGE IN

VEHICLE REPAIR

Shannon Kuchnir, Director, Maldon

Accident Repair Centre

BUILDING TRUST, DRIVING

GROWTH

Clare Bestall, Head of Insurance

Sales, National Windscreens


The Fraud Board

60

CHARLES TAYLOR

Everyone Can Fit in

Anne Vigouroux, Global Head of

Marketing, Charles Taylor

61

WHITELK

Talking Rubbish?

Matt Gilham, Director, Whitelk

FRISS

Making It in Male-Dominated Industries

Without a Map

Mireille Dyrberg, CEO, FRISS

ALLIANZ

Redefining Success One Challenge

at a Time

Suzy Ridgway, Head of Crime Systems,

Allianz UK

63 RGI

Not Just a Seat at the Table — Creating

Space for Women to Lead

Emily Turner, Operations Manager, RGI

Solutions

GAIL MCPAKE CONSULTING

The Future Is Fair: How We Can Remove

Barriers for Women in Insurance

Gail McPake, Independent Adviser on

HR and Leadership

42 MASS

Blind Spots in Road Safety: The Risks

We Can’t Afford to Ignore

Sue Brown, Chair, Motor Accident

Solicitors Society (MASS)

MGAA

Stars in their AIs - Innovation and the

Future of the MGA Model

Mike Keating, CEO, Managing General

Agents’ Association (MGAA)

43 APIL

County Courts in Crisis: Victims Left

Waiting as Justice System Crumbles

Matthew Tuff, APIL president

CII

Supporting the Women Changing

Insurance for Good

Dr Matthew Connell, Director, Policy

and Public Affairs, Chartered Insurance

Institute (CII)

44 CHO

Navigating Career Progression and

Family Life: A Personal Perspective

Jodi Daubney, CEO, Magna Accident

Services Ltd and member of the CHO

Board

FOIL

Litigation Nation: The Insurance Fallout

of the UK’s Legal Boom

Laurence Besemer, CEO of the Forum

of Insurance Lawyers (FOIL)

45 BIBA

Too Experienced to Exit – Why

Insurance Needs Its Older Voices

Vannessa Young, Compliance,

Sustainability and Advisory Boards’

Manager, British Insurance Brokers’

Association (BIBA)

IAEA

A Personal Path to Motor Engineering in

a Changing Industry

Victoria Whittle, Senior Engineer

M.Inst.A.E.A, M.F.I.E.A, CAE,AMIMI, AQP

Accredited

Institute of Automotive Engineer

Assessors (IAEA)


INSIGHT

From Words to Action:

KATHERINE BRYANT,

Consultant, speaker & coach. Founder

of The Insurance Breakfast Club


INSIGHT

At 15, I told my father, an energy loss adjuster, that I wanted to

follow in his footsteps. His globe-trotting career seemed so exciting

to me. His response was blunt: “You can’t. No one will take you

seriously as a woman.” But I was stubborn. After work experience

as a broker, I skipped university and seized the opportunities this

sector offered, albeit with few female role models to look up to. I

built a career as a broker, underwriter and COO with experiences

I will always treasure. Yet looking back, I also see that many of

the challenges I accepted as “the norm” were in fact barriers that

should never have been there.

Now, after more than 30 years in the industry, I have

seen progress that deserves recognition. At entry

level today, women are almost at parity with men

across the UK, which was certainly not the case

when I started broking in the 1990s. Yet despite

this strong foundation, the higher you look up the

ladder, the fewer women you will find. Seniority

still acts as a filter, and the pipeline of female talent

leaks badly before it reaches executive positions.

The barriers may no longer be voiced as bluntly as

my father put it, but many remain. Women make

up nearly half of the entry-level workforce, yet their

numbers drop by more than 60% between entry

level and senior leadership roles.

This is not just a lost opportunity for individuals. It

is a loss of talent, innovation and perspective for

the entire market. This is a competitive weakness

for an industry that now more than ever depends

on foresight, creativity and adaptability.

There are bright spots. Lloyd’s set a market-wide

target of 35% women in leadership by the end

of 2023, and that target has been achieved at

aggregate level.

But look beneath the headline and you will see

that less than half of individual firms reached the

goal. Even at the Corporation of Lloyd’s, the 2024

gender pay gap data shows a mean pay gap of

19.5% and a median of 25%. These figures reflect

the disproportionate number of men in the highestpaying

roles and the bonus impact that follows.

The story is clear. Progress is real, but far from

complete. Representation without equity is not

enough.

SYSTEMIC BARRIERS

Why does the female talent pipeline leak so badly?

Research shows that the biggest overall barrier to

women progressing into senior roles is a career

break, particularly motherhood. This is a key “pinch

point” where progression slows sharply. Time out

of the workforce, typically six to twelve months,

creates a perceived gap in professional experience,

despite the life skills and problem-solving abilities

gained during this period.

The impact is then compounded by poor returnto-work

support, whether practical, professional

or emotional. Added to this are the limited options

for truly flexible roles or job shares and the

persistence of maternal bias, where assumptions

about priorities and availability disproportionately

disadvantage mothers.

But there are other barriers too. At the IBC finale

roundtable, where our members, their managers,

sponsors and mentors came together, several

themes emerged again and again:

Many still “fall into” the industry rather than actively

choosing it. This lack of visibility, and reliance on

personal connections, creates barriers not only

for women but also for those from less privileged

socio-economic backgrounds.

Societal stereotypes continue to steer women

toward roles perceived as “supportive” rather than

technical or leadership tracks. While these roles are

critical, they rarely serve as the pathway to CEO or

business-leading positions, which typically come

from revenue-generating functions.


INSIGHT

Transitions between roles are harder than they should

be. Too often transferable skills are overlooked, which

limits flexibility and slows career progression for

talented women.

Male-dominated networks, especially at senior levels,

still hold sway. They often favour those who resemble

their own operating style or image of leadership,

reinforcing sameness at the top.

Sponsorship is lacking. Active advocacy, the

support that gets names onto succession plans, still

happens mainly in informal circles where women are

underrepresented.

Other “pinch points” such as menopause and elder

care are rarely proactively supported, yet they

have a significant impact on career continuity and

progression.

Intersectionality matters too. Women of colour,

women with disabilities, or those with significant

caregiving responsibilities face compounded

challenges. If we fail to recognise and address these

layers, the leakage in our pipeline will persist.

ACTION SPEAKS LOUDER THAN WORDS

Over the past decade, we have seen a surge in

diversity and inclusion statements across the sector.

Websites, annual reports and LinkedIn feeds have

been filled with pledges and commitments, as well as

the growing Dive In Festival which raises awareness

and promotes positive action for diversity and

inclusion. These signals of intent do matter.

Yet in today’s climate, with shifting priorities and

growing uncertainty, particularly with recent changes

in the US, the gap between words and action has

become even more stark. Too often, the reality behind

the statements is thinner than it should be.

The difference between performative activity and

genuine progress comes down to commitment and

consistency from leadership. When leaders take

personal accountability, when they ask for data, set

targets, and hold their teams responsible over time,

change happens. When inclusion is treated as a

communications or PR exercise, it does not.

Sadly, performative behaviour is everywhere, such as:

• Running one-off events without follow-up (how

many companies splurge on one Dive In Festival

sponsorship event, but give little or no ongoing

support to their in-house female talent?)

• Launching targets or making big but vague

declarations without linking them to accountability

• Highlighting role models once a year (for example,

on International Women’s Day) without doing

anything to address structural inequities

On the other hand, the firms making headway are

those who:

• Invest in data and publish it transparently, even when

uncomfortable

• Explore where bias is showing up in their recruitment

or promotion process and put practical steps in

place to combat it, such as gender balance shortlists

and realistic criteria

• Offer genuinely flexible roles or job shares at senior

levels with equal opportunity to progress

Example: Noted as the first of its type, Senior

Underwriters Emma Smith and Victoria Gobey have

a job share that has been successful for over five

years. They prove it can and does work, and in fact

gives their brokers six days of underwriting per week

compared with five.

Ref: LinkedIn article and interview

• Create sponsorship and mentorship opportunities

both within their organisation and market-wide with

real intent to open doors to senior roles

• Check in on individuals’ ambitions and goals

regularly – these often change during the seasons

of our lives, so a “no thank you” one year does not

mean it will be the same the next

• Offer training and development opportunities

(like the IBC) to those who have the ambition and

potential to progress, and support them beyond the

training to implement what they learn

• Recognise and embrace the fact that leadership

comes in a variety of styles

A real accelerator is to tie a portion of leadership

compensation to progress on representation and

inclusion. It is unclear how many organisations actually

do this.

These actions may not always be as loud as a banner

at Dive In (an initiative I wholeheartedly support, by

the way) but they are the ones that shift outcomes.

MOVING BEYOND SURFACE COMMITMENTS

If we are serious about building a future where

women can thrive at every level of insurance, we must

integrate inclusion into core business plans, not see it

as an “HR add-on”.

A great role model for this is Carpenters

Group, for whom “Gender diversity isn’t a tick

box, it’s part of who we are. We are 50/50 –

not by force but because we live and breathe

inclusion and the data supports this.”

Donna Scully, Owner and Director at

Carpenters Group, recently said:

“We champion social mobility, flexible

working, support career development through

mentoring and training, and foster a culture

where everyone’s voice is valued.”


INSIGHT

The barriers are not mysterious. We know what

they are, and we know how to address them. What

slows progress is often inertia, fear of disrupting

comfortable hierarchies, fear of causing discomfort,

or the temptation to point to one or two visible

successes as evidence of systemic change.

Structural change requires courage. It means

redesigning recruitment pipelines so that diverse

talent is identified, attracted and supported. It

means making promotion criteria transparent and

measurable. It means advertising senior roles with

flexible or job share options and proving that flexible

working does not mean diminished responsibility.

In fact, roundtable participants stressed the

importance of normalising flexibility as a leadership

strength. When senior leaders are open about leaving

for school pick-up, it signals to others that setting

boundaries is not a weakness but part of sustainable

leadership.

Managers at the IBC finale also noted that training

should be part of the working day, not a luxury

outside it. Otherwise, those with caregiving

responsibilities, flexible working arrangements

or other commitments are excluded from growth

opportunities.

Sponsorship must be embedded as well as

mentorship, so that talented women are actively

put forward for stretch roles. At the IBC roundtable

discussions, managers and mentors agreed

that mentorship is valuable, but sponsorship is

transformative. As one participant said, “Women are

regularly mentored, but not always sponsored. We

need to move from support to active advocacy.”

And change means tackling pay inequities head-on.

Pay-gap reporting is not enough without action plans.

Firms must make clear commitments: equalising

starting salaries (we all know the data on women

negotiating less often and therefore starting at a

disadvantage and remaining there), reviewing bonus

structures and scrutinising discretionary awards.

IMMEDIATE ACTIONS LEADERS CAN TAKE

While structural change takes time, there are

immediate steps every firm can take, and these were

heard loud and clear from the IBC roundtable:

• Publish clear promotion criteria and make them

accessible

• Pair women at mid-career with senior sponsors who

can advocate for them in talent discussions

• Open all senior roles to flexible working patterns by

default, not exception

Example: Zurich UK started advertising all

roles as “flexible, part-time or job share” in

2019. Since then, the number of female parttime

hires at the insurer has increased almost

four-fold, and part-time internal promotions

have increased by 167%.

• Provide structured support for maternity, paternity

and other parental or caring transitions, including

clear return-to-work pathways. Policies should give

men equal access to parental leave and actively

encourage uptake. Normalising shared caring

responsibilities makes the system fairer and gives

families real choice in how they balance careers and

care

• Offer structured training and development for

career-critical skills such as strategic thinking,

influencing, leadership and network building

• Audit the candidate lists for top roles to ensure

gender balance before interviews begin

These actions do not require years of planning. They

require intent and leadership follow-through. Each

step chips away at the structural barriers that have

slowed us for too long.

THE DUAL CALL TO ACTION

To leaders in our sector: the time for surface-level

commitments and one-off events has passed. The

business case for gender equity is clear and the moral

case is undeniable.

You have the authority to act, to dismantle systemic

barriers, and to create an industry where women are

represented and rewarded at every level, and your

organisation will benefit. Progress will not come from

words alone. It will come from your leadership and

accountability.

To women working in insurance today: your talent

and potential are not in doubt. Seek sponsors who

will actively advocate for you, as well as mentors who

offer advice. Do not focus only on the day job. Take

every opportunity to build senior career-critical skills

such as influencing, strategic thinking and leadership,

and make sure others know you want to progress.

Build and use your networks. Take opportunities to

be visible, to develop and to shape the culture around

you. Do not wait to be asked – step up and lift others

as you climb.

Our role as an industry is to manage risk. Today,

one of the greatest risks we face is losing half of

the talent available to us at a critical point in their

careers, precisely when the market needs all its

best people to address the challenges ahead. The

opportunity is clear: to build a sector with the

strongest mix of talent, one that reflects the diversity

of the world we serve and the clients we protect. The

prize is greater resilience, stronger innovation and

long-term success.

It is within our reach, but only if we move beyond

words, address the barriers head-on, and act with

urgency.

KATHERINE BRYANT,

Consultant, speaker & coach.

Founder of The Insurance Breakfast Club

Ref: Zurich press release


WINGS OF

LEADERSHIP FLYING

IN FORMATION

Dr. Jo Salter MBE BEng (Hons), MBA, DA (h.c.), Britain’s first female fast jet pilot, shares her

extraordinary journey from flying the Panavia Tornado to leading transformative change at PwC.

In this interview, she reflects on breaking new ground in male-dominated environments, building

resilience, and cultivating inclusive leadership. Drawing on lessons from high-pressure RAF missions

and complex organisational change, she offers practical insights on empowering teams, overcoming

fear, and creating cultures where diverse voices are genuinely heard. Jo also speaks directly to

women aspiring to leadership, sharing strategies for taking space, driving accountability, and

navigating structural and cultural obstacles to achieve meaningful impact across sectors.

Q. Becoming Britain's first female fast jet pilot was a

groundbreaking achievement that challenged both societal

norms and military traditions. Can you take us back to the

moment you first envisioned yourself in the cockpit of a fast

jet? What sparked that ambition, and how did you navigate

the cultural and institutional obstacles that came with

breaking such a significant barrier?

A. I never really envisaged it, because at the time it was illegal.

It simply wasn’t an opportunity for women. You didn’t see

female pilots when I was growing up, not even in the airlines. It

was considered a man’s job.

I grew up in South London and didn’t know much about the

Air Force. I’d only been to one air show, and I knew about the

Red Arrows, but that was the extent of it. I decided to study

engineering after The Wise Bus came to my school. It was part

of the Women in Science and Engineering (WISE) campaign,

which gave teenage girls a hands-on introduction to careers in

science and technology.

The woman on the bus asked me what I wanted to study. I said

I didn’t know, and she told me that if I studied engineering, I

could be whatever I wanted in the world. That really stuck with

me, because I wanted to be whatever I could in the world. It’s

incredible how one person can change the whole trajectory of

your life.

So, I applied for sponsorships to study engineering, and one

of them was with the Royal Air Force. It was the first year they

had ever offered degree sponsorships to women. Previously,

they had only been available to men, but that year they gave

10% to women, and I was awarded one.

In 1986, I joined the Air Force as an engineering officer and

studied for three years. In 1989, the year I graduated, they

announced that women could fly. During officer training, all the

women were called in and told that none of us had previously

had the chance to apply to become a pilot, but the rules had

now changed. They asked if anyone wanted to give it a go, and

I shot my hand up straight away.

The truth is, my immediate motivation was that the aptitude

tests were at Biggin Hill, very close to home. It meant I could

get two days fully paid off my tough training course and have

a cup of tea with my mum. There was no grand vision, because

how can you aspire to be something you’ve never seen? That’s

why having role models is so important.

Celebrating women in the insurance industry is vital for that

reason. If people see others achieving, it gives them a route

to believe they can too. We all know how difficult it can be to

overcome doubts, anxieties and self-belief issues. Role models

make such a difference.

As for me, I fell into it almost sideways. I went to the aptitude

tests and discovered I was actually quite good. I’d fenced for

seven years as a child, which had built strong neural pathways

and excellent reaction times. I passed both the aptitude test

and the medical, and instead of continuing with engineering

officer training, I went on to elementary flying training. From

my very first trip, I absolutely fell in love with it.

There’s something incredibly peaceful about being high above

the earth. It feels special, and I still carry that with me.

I often say to my daughters that sometimes in life you make a

decision and it takes you to a dead end. That’s fine, because

you know to turn back and try another path. That’s part of

learning. You hope to make the right choices, but when you

don’t, life has a way of putting up those dead ends to steer you

back towards where you’re meant to be.

Q. You broke extraordinary ground as Britain’s first female

fast jet pilot. What lessons from your RAF days continue to

shape how you lead in today’s corporate environment?

A. One of the most interesting lessons is around rank, grade

and hierarchy. In the Air Force you have a very clear rank

structure, and in the corporate world you have grades. You

might expect the military to be more hierarchical, but in my

experience the corporate world is actually more so, which was

a real surprise.

In the military, leadership is taken incredibly seriously. Around

10% of your time is spent learning to be a better leader,

understanding your leadership style, and also knowing when

to step back and be a follower. Sometimes, regardless of rank,

someone else has the right skill set for the situation and they

need to step up and lead. Over time you evolve into a very

flexible, adaptable leadership style, responding to whatever the

mission or purpose requires.


FEATURES

In the

corporate

world,

hierarchy and

grades can get in the

way. People are often

promoted for technical ability

rather than leadership skills, which

may not have been developed along

the way. As a result, some hold tightly to

their grade instead of stepping into leadership.

You hear people say, “That’s not my decision to

make, it’s above my grade,” and things stall.

Decision making is another lesson. In the RAF, after a long

day flying and making countless decisions at speed under

pressure, I would sometimes come home and find myself

staring at the fridge, unable to decide what to eat for dinner.

I’d used up all my decision-making capacity. Traders and

others in fast-paced roles often describe the same “decision

fatigue”.

In contrast, in the corporate world I’ve noticed decisions are

often delayed because of fear, fear of making the wrong call.

Instead of acting, people gather more and more input until too

many are involved, and no decision gets made. We talk a lot

about empowerment, but in reality, many organisations end up

disempowering people.

For me, leadership is about being the leader you needed when

you were younger, not just the leader you think you should

be now. That means observing, listening and meeting people

where they are, because everyone needs different things. If

you meet someone where they are, you can take them on the

journey. If you don’t, you risk sailing past them and leaving

them behind.

Another principle I carry with me is being “100% caring and

100% daring”. That means having the courage to step into the

unknown, plant the flag and say, “This is the way we’re going,”

while also having the humility to move it if it’s in the wrong

place, or to hand it over if someone else is better placed to

lead. And doing all of this with love, because at the end of the

day I’ve never met anyone who doesn’t want to be listened to,

seen and heard. Bringing empathy and love into the workplace

makes it a much better place to work, and the world a much

better place to live.

Q. Leading an all-male squadron in the RAF must have come

with unique challenges. How did you earn trust and drive

cohesion in that setting, and how do those skills translate to

building inclusive teams in business today?

A.That’s an interesting question. In RAF terminology,

leading an all-male squadron usually refers to being the

squadron boss, which I wasn’t. What I did do was lead allmale

formations in flying, and I certainly worked in all-male

environments. But I never led with my gender. I led by being

capable and competent at the job, and by bringing the

qualities we’ve already spoken about: empathy, resilience,

adaptability and understanding what was needed in the

moment. It was very different back in those pioneering days.

When you’re the first, you can’t approach it the same way as

people might today. At that time, I had to give a little of myself

away in order to become what was needed to succeed in that

environment.

When I think back now, I realise that simply showing up as

myself had an impact. At a dinner just last week, I heard one of

my old navigators say that when he arrived at the squadron,

it felt different the atmosphere had shifted. That showed me

that when we are true to who we are, we can change the

environment around us. It takes courage and strength, and of

course we don’t always get it right, I certainly didn’t. But part

of leadership is accepting that and learning from it.

When we talk about building inclusive teams today, I think

much of it comes down to getting over ourselves. Often, we

are our own biggest barriers, holding on to anger, getting

caught up in frustration, insisting we’re right, or replaying

things in our heads. Letting go of that allows us to focus on

what really matters: the team and the purpose.

For me, service is deeply rooted. I genuinely love to serve, and

I believe it makes a real difference. Inclusivity is about allowing

people the space to be who they are. Quiet voices may hold

valuable insight, but they often don’t feel they have permission

to speak. As leaders, we need to create that permission

and nurture it, recognising the diversity of personalities and

tailoring our approach.

When we do that, we build trust. An inclusive team is like a

plant; it flourishes when you provide the right resources and

environment for growth.

Q. Transformation can feel daunting, even at a national level.

How did you approach leading UK and global transformation

at PwC, especially when many organisations struggle just to

navigate domestic change?

A. I think the first issue is that often we say we are going to

do a transformation. When a transformation is announced it

can feel like the job is done - a transformation office is set up,

a plan is written, communications go out. That’s the cognitive

side of change.


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But the truth is, real transformation doesn’t live in plans

or announcements. Success depends on what happens in

the heart - how people feel, connect, and commit. The real

question is: how do we embed transformation in the heart?

When I was leading PwC’s Global Centre for Transformative

Leadership, one of the biggest challenges our clients faced

was this: organisations were sending people on leadership

courses and running large-scale transformations - but they

weren’t actually building transformative leaders.

In my view, there are two key issues. Firstly, we are not

focusing on transformative leadership, developing courage,

clarity, empathy and boldness, with leaders who understand

the future while delivering in the here and now. Secondly,

we are not embedding the transformation at the core of the

business or creating the sense of belonging between people

that drives successful change.

For example, in a project called Digitising the Network at PwC,

we used the catchphrase, “Nobody will be left behind… unless

you choose to be.” This put responsibility for the movement

in the hands of people, because AI and technology are

significantly changing the way organisations operate. The skill

of evolving to what is needed allows people to flourish and

progress.

Fear is often a barrier. Overcoming it starts with awareness

and conversation: acknowledging that change can feel scary,

highlighting the rewards, and building excitement about where

we could go. You need people who can take the call to arms,

forging ahead with the flag in hand and encouraging others to

follow.

Transformation is ultimately about mindset, not structural

change. Processes and outcomes will follow if you win hearts

and minds. People will resist if they do not feel seen, heard,

and valued.

Q. Resilience is often seen as a personal trait, but it can also

be a cultural value within teams and organisations. How do

you cultivate resilience among leaders and teams facing

disruption and uncertainty?

A. The most important thing to recognise is that resilience

means different things to different people. My level of

resilience is very different from yours or from someone else’s,

shaped by our unique experiences.

The challenge comes when people assume their definition of

resilience should apply to everyone. Some may see resilience

as simply toughening up or “doing more.” That approach

can be damaging because resilience, like leadership, requires

meeting people where they are, understanding their starting

point, and nurturing growth.

Individual resilience is the foundation of organisational

resilience. I’m not talking about processes or risk mitigation,

but about how people operate at a human level. Trust,

openness, and care are essential because you cannot separate

them from resilience. Teams grow stronger when they face

challenges together and share experiences. Hardship allows

people to develop skills and learn from others, particularly

in diverse and inclusive teams where shared perspectives

broaden understanding.

Open communication and reflection are key. Life is not always

smooth, and younger generations, especially those who’ve

come through highly structured schooling or faced disruptions

like COVID, can find it harder when things don’t go to plan.

Building resilience means accepting that setbacks are part of

life, but also knowing how to draw on support from mentors,

teammates, and wider networks to move forward.

Resilient teams are those where people feel safe to speak up,

safe to fail, and supported in trying again. Culture matters, if

failure is punished or vilified, it stifles growth. True resilience

comes from creating a safe environment where people can

adapt, learn, and keep moving forward.

This is not a soft skill; it is critical for high performance,

particularly in uncertain and rapidly changing environments.

Resilience allows individuals and teams to thrive, even when

faced with complexity and disruption.

Q. You’ve spent your career breaking barriers in maledominated

spaces. What advice would you give to women in

the insurance sector who are striving for leadership roles but

encountering structural or cultural obstacles?

A. First, give yourself permission. Get over your fears and allow

yourself to just do it, even knowing it will feel a bit scary. That’s

how we learn and grow. Give yourself permission to make

mistakes, knowing you can pick yourself up and keep going.

Back yourself and find support from allies who will be part of

your support team.

For me, that support comes from a broad network. A few

years ago, I was struggling with something for a client and

called my best friend from university just to vent. After I

explained the situation, he paused and asked, “Are they still

paying you?” That simple question made me realise I needed

to get over myself. You need people who will both challenge

you and celebrate your wins.

Shape the team around you, your support network, both men

and women, who will help and champion you. Don’t wait for

the system to make space for you. Take the space, absorb

the space, or even sneak in if you need to. If a door is open

just a crack, put your foot through it. Think clearly about your

direction and keep moving forward.

When you get through that door, don’t close it behind you.

Open it up. As you climb, reach back and ask, “Who can I help?

How can I give back?” Take on roles that stretch you and push

you out of your comfort zone, because staying comfortable

only shrinks your potential.

I often ask people, “What are you doing that scares you a little

every day?” For me, today it’s this interview. I wonder what

people will think and what I will say, but that push is important.

Your perspective is your advantage and your opportunity, so

keep moving forward.

Q. Inclusive leadership is a recurring theme in your work.

What practical steps can senior leaders take to create

environments where diverse voices, not just women’s, are

genuinely heard and empowered?

A. I once heard a brilliant piece of advice. If you are an

extrovert, once you have spoken, make sure five other people

speak before you do again. If you are an introvert, make sure

you speak up after five people have spoken. It’s about selfawareness,

understanding who you are and how you interact.

Many of us spend most of our time either speaking or thinking

about what we are going to say, rather than truly listening.

Active listening is a wonderful skill, and it’s worth reading

up on. It’s about hearing what people are saying without

immediately planning your response. We’ve all interrupted or

jumped in, but the goal is to interrupt the normal patterns in

a team, who always talks, who never speaks, who never asks

questions, and create space for everyone to contribute.

In terms of diversity and inclusive leadership, posters and

communications help, but actions speak louder than words.

Make inclusion visible in decision-making and day-to-day


operations. It should become so embedded that it’s obvious

everyone is included without needing to be reminded.

I once met an amazing female CEO of an American technology

company. When she joined, only 12 to 15 percent of the

workforce were women. She set a clear expectation: inclusion is

performance-critical. It is non-negotiable. By making leadership

accountable, she increased the proportion of women to 38

percent. Leadership ownership is crucial. If someone is tasked

with inclusion but leaders do not support them, the change will

never happen.

Inclusivity is a skill and a muscle. It can be learned, but it

requires thought, practice, and deliberate effort to do it well.

Q. Insurance, like many sectors, is undergoing rapid

technological and societal change. What role does

empathetic leadership play in navigating transformation

without losing sight of people and purpose?

A. I’ve touched on this before, but it’s worth expanding.

Traditionally, leadership language was dominated by what felt

like very masculine traits, assertiveness, decisiveness, control.

Words like empathy, care, and well-being were often seen as

feminine and less valued. But of course, we all feel emotions,

regardless of gender, and these qualities are essential to

effective leadership.

Empathy is not about lowering standards or being less

effective. On the contrary, it makes you more effective. By

engaging with people on a human level, you enable them to

become the best version of themselves. When everyone in a

team operates at their best, it elevates the performance of the

entire organisation.

Empathetic leadership also builds resilience. High-performing

teams are emotionally engaged in what they do, not just

transactional. People need clarity, yes, but they also need

to feel understood and supported. Empathetic leaders keep

people at the centre, while processes and structures sit around

the periphery.

Purpose-driven transformation lasts because it touches

people’s hearts and minds. Change that is purely profit-driven

rarely sticks. Leaders who prioritise empathy ensure that

people and purpose remain at the core, creating stronger, more

resilient teams capable of navigating disruption.

Q. Looking ahead, what gives you hope for the future of

women in leadership, not just in insurance, but across sectors,

and what key changes still need to happen to accelerate

progress?

A. I feel so much hope when I think back to my early twenties,

when I could never have imagined a woman being a senior

leader in the Air Force. Now, there are women in senior

leadership roles, and that progress is inspiring.

When I meet young women today, they have a passion and

expectation that they can pursue their ambitions on an equal

footing. They aren’t asking if they can lead, they are asking,

“When can I? When can I move into this role?”

There is also a much greater awareness of structural barriers,

such as the lack of visibility of women in senior roles. In the

insurance industry, for example, there is a real appetite to

address these issues. We need to focus on sponsorship rather

than mentorship, because sponsorship is active and drives

opportunity. Equity is more important than equality, and

accountability matters more than intention. My mum always

said, “You won’t get in if you don’t apply.” Intentions alone

aren’t enough; action and accountability are what drive change.

I see this determination and focus in young women today,

and that gives me hope. Finally, hope grows when we can see

visible role models. Not only should we learn from them, but

we also have a responsibility to become role models for others.

Dr. Jo Salter MBE BEng (Hons), MBA, DA (h.c.)

@josaltermbe

Keep an eye on Jo’s socials, as a new book on

transformative leadership is currently in the

works!

Josalter.com


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WATCHING

Lee Chambers, Founder and CEO of Male Allies UK,

shares what genuine male allyship looks like in the

insurance industry and beyond. From challenging

everyday bias and advocating for women, to doing

the inner work needed to change workplace culture

for good. In this candid interview, he explains why

passive support isn’t enough, how allyship benefits

everyone, and the one question every organisation

must answer if they want to move from performative

gestures to lasting impact.

Q. As male allyship in the workplace is still

emerging rather than fully established, in your

view, what does genuine male allyship look like in

day-to-day workplace situations, especially in a

traditionally male-dominated field like insurance?

A. There’s a lot that goes into allyship, especially

when we’re talking about the kind that genuinely

transforms workplace culture, not the performative

kind. For me, genuine male allyship starts with

actively listening to women’s experiences.

That means not interrupting, not minimising

or invalidating their perspectives. People often

overlook listening because it doesn’t appear to be

an active behaviour, but it’s powerful. Women are

interrupted three times more often than men, not

just by men but by women too. So, taking the time

to really hear what they’re saying matters.

Another key element is calling out and calling

in sexist jokes, so-called ‘banter’ that isn’t really

banter, and microaggressions, whether intentional

or not. These behaviours can often go unchallenged,

especially in sectors like insurance where the culture

has long been shaped by the idea that “this is just

the way things are”. But these moments of exclusion,

even if subtle or unconscious, build up and have a

significant impact over time.

Male allies should also use their influence to

advocate for women in spaces where women have

historically been underrepresented – in meetings

where decisions are made, in shaping policy, or

in industry associations. It’s about ensuring that

women’s contributions are not only heard but also

credited. Too often, women’s ideas are overlooked or

claimed by others, and they’re less likely to receive

recognition even when they’ve played a key role.

Mentoring and sponsorship are also crucial. Because

of affinity bias, people tend to support those who

are like them – it’s easier to mentor someone

who feels like a younger version of yourself. But

male allies need to be intentional about who

they sponsor. Women are often over-mentored

but under-sponsored. Sponsorship involves real

advocacy, putting someone forward for high-profile

opportunities or promotions, not just offering advice

over coffee.

There’s also the need for self-awareness. Male allies

need to work on themselves – noticing their own

biases and the filters through which they see the

world. That involves ongoing education, because

algorithms tend to feed us more of what we already

consume. Most books, podcasts, and TED talks are

created by men, and men tend to consume maleled

content without realising the gap. Women

actively seek balance; men often don’t, because the

imbalance is normalised.

So, men need to choose to educate themselves on

gender equity, to attend training, join networks, and

upskill with the aim of becoming more inclusive.

Advocating for policies like flexible working, shared

parental leave, and fair promotion processes is

another aspect. There’s also the issue of benevolent

bias, assumptions like, “She’s got young children,

so we won’t put her on that challenging project” –

made without asking the woman what she wants.

True allies hold themselves and others accountable

for fairness and equity.

Q. Research shows that 91% of men don’t believe

they’re excluding women at work. Yet unconscious

bias and everyday behaviours can still limit

progress toward genuine gender equality. How

might these hidden dynamics be holding women

back, and what steps can men take to become

more aware of and actively challenge them?

A. When I started this work nine years ago, I came

across a statistic that’s stayed with me: 91% of men

don’t believe they’re excluding women, yet 82% of

women report feeling excluded at work. That gap in

perception is huge and it’s often due to the subtle,

everyday behaviours that men simply don’t notice.

We’ve created graphics to show just how many

small things compound to hold women back. For

example, women are less likely to be sponsored, to

receive clear and constructive feedback, or to be

given stretch projects and high-profile assignments.

They’re less likely to be seen as leadership material,

especially if they’re mothers, and less likely to be

given quality time with senior leaders. We identified

44 negative experiences that women are more likely

to face at work. For men, it’s just nine.

Q. How do you approach resistance or

defensiveness when working with men who may

not initially see gender equity as an issue they need

to engage with?

A. We always position allyship as a skill set, not an

ideology. It’s something to learn and develop – not

just something to believe in. Most men recognise

that the world isn’t equal, but very few take action to

change that. Our approach is to speak to the ‘curious

men in the middle’ – the ones who aren’t sure what

to do. We talk about the benefits of developing this

skill, challenge myths and misconceptions, and we’re

honest about the barriers men face when stepping

into allyship.

Fear is the biggest barrier. Men fear getting it wrong,

being judged, upsetting others, or being seen as

performative. They also worry about being criticised

by other men for speaking up, or for being seen as

‘politically correct’. But the biggest fear we found

was simply not knowing what to do, and the fear of

appearing incompetent.

For men who are more resistant, we create safe

spaces where they can share their views without

judgement, but with respectful boundaries. Often,

they just want to be heard. Their resistance usually

comes from feeling marginalised themselves –

maybe they’re going through a personal challenge,

feel an injustice at work, or are struggling with their

own mental health. When you listen without judging,

you can open the door to meaningful conversation

and sometimes shift perspectives.

Q. Men are often perceived as more effective

advocates for gender equality because their actions

are seen as altruistic rather than self-serving. How

does this perception impact engagement, and

could reframing allyship as mutually beneficial help

accelerate progress?

A. Very few men speak openly about gender equity,

so when they do, it’s seen as rare and admirable.

Because we still operate in patriarchal systems,

men are more likely to be listened to and quickly

platformed, but that leads to what we call the

‘pedestal effect’. Men can find themselves quickly

elevated as heroes for speaking up. But if they

haven’t done the inner work, unpacking their own

biases and increasing their self-awareness, they can

end up replicating the same patriarchal dynamics

they’re trying to challenge. That ‘white knight’

syndrome – “Don’t worry ladies, I’ll fix this” – can

actually do more harm than good.

True allyship starts with men doing the inner work:

listening, diversifying their networks, seeking

feedback, and being open to what they don’t yet

know. If you do that, you’ll become far more effective

as an ally. Yes, men will likely be listened to more in

current systems, but the point of allyship is to use

that influence to help change the system, not to

dominate the conversation. Sometimes it’s about

stepping forward to challenge, sometimes stepping

to the side to partner with women, and sometimes

stepping back to make space for women’s voices. It’s

about learning when to do each of those things.

Q. Can you share an example where allyship

training led to a measurable impact, such as

cultural change, retention, or equity outcomes?

A. Absolutely. In today’s climate, we have to show

evidence that allyship training leads to real change

– that’s what separates meaningful interventions

from just ticking boxes. A lot of EDI work struggles

because while there are plenty of events, awards,

and initiatives, they don’t always lead to tangible

outcomes for marginalised groups.

In organisations that have invested in our leadership

training, we’ve seen real progress. For example,

men became more aware and better equipped to

challenge microaggressions. As the organisation

matured, women reported that the culture felt

safer and fairer, and that some of the barriers they

previously faced were starting to shift. One company

went from having just one man in their gender

network to 12 – that’s visible cultural change.

Another organisation was struggling to retain

women in middle management. After a year of

allyship training, their retention rate improved by

77%. Not only did more women stay, but more

were attracted to join, improving their leadership

pipeline. They’d pinpointed that women were leaving

at middle management because they weren’t

supported to progress. By changing the culture

and behaviours of male leaders, they changed the

outcomes.

Q. Can genuine equality be achieved if male

allyship remains absent or passive?

A. Quite simply, no. Male allyship isn’t just about men

supporting women, it’s also about men supporting

themselves and each other. Allyship helps men

move beyond restrictive gender stereotypes, the

very ones that hold them back, from forming deeper

connections, from being active caregivers, and from

embracing emotional vulnerability.

Male allyship is essential not only for achieving

gender equality but also for creating healthier, more

connected workplaces and communities. It should

never fall solely to women to dismantle systemic

barriers, especially when those barriers were created

by systems that didn’t include them.

Ultimately, it’s not men versus women. It’s all of us

versus a system that isn’t serving any of us well. Real

progress comes when we work together to challenge

and change that system, for everyone’s benefit.

Q. If you could challenge an organisation with

one question about their efforts toward gender

equality, what would you ask?

A. My tough question would be this:

Beyond networks, International Women’s Day

celebrations, and well-meaning statements—what

tangible actions have you taken in the last six

months to improve the workplace experience for

women in your organisation?

It’s easy to host events and share stories, but real

progress demands action. What changes have you

made? Are you engaging men in the conversation?

Are you addressing the barriers women face? When

organisations dig beneath the surface, that’s where

meaningful, lasting change begins.

And when you create a workplace where everyone

thrives, you don’t just improve lives, you also gain a

competitive edge. The next generation is watching.

They care about culture, inclusion, and values.

Organisations that take this seriously will attract top

talent and lead the way as our industries evolve.

So, are you building that culture now, or will you be

playing catch-up to stay relevant in the future?

We also hear from men who say, “This has changed

how I lead. I’m a better leader now.” That kind of

qualitative feedback, alongside the measurable

results, shows that allyship isn’t just good for equity,

it improves the whole workplace culture.

Q. What are one or two practical steps men in

the insurance sector can take today to become

stronger allies for gender equity?

A. One simple but powerful step is to go and listen

to women in the industry. Ask them what their

experience is like. I’m close to Sam White, who runs

Stella Insurance – she’s been blazing a trail for 20

years. She often talks about the boulder she carries

on her shoulders in such a traditional industry. Just

hearing from women like her can open your eyes.

Lee Chambers,

Founder and CEO of Male Allies UK

Start by listening, educating yourself, and being

curious. You don’t need to fix everything – just be

willing to learn, to challenge when it’s needed, and

to use your influence to create a more equitable

environment. That alone can make a real difference.

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EDITORIAL BOARD

Women, Mentorship,

and the Future of Insurance

If you’ve ever had the joy of hearing Donna Scully

speak, whether on a podcast, a panel, or over a

cold glass of white wine, you’ll know she brings

a rare mix of straight-talking honesty, fierce

compassion, and that unmistakable Irish warmth.

As Joint Owner and Director of Carpenters Group,

Donna’s journey into the insurance and legal world

is as inspiring as it is impactful.

“I didn’t set out to be a trailblazer or an influencer,” Donna says with a

smile. “But I’ve always believed in doing the right thing, speaking up,

and making space for others to thrive.”

And thrive they have. Under Donna and her team’s leadership,

Carpenters Group has become a beacon for inclusion, social justice,

and female empowerment in a sector that hasn’t always been known

for it. They’ve also become the business that handle more OIC claims

than their next three competitors combined.

From Liverpool to Leadership

With over 25 years in Liverpool and a proud Irish heritage, this

‘adopted scouser’ has built a reputation as a leader in insurance, a

respected lawyer, and a passionate advocate for reform. She’s worked

closely with the Ministry of Justice on civil justice reform, tackled

insurance fraud head-on, and helped shape the future of motor

claims. But ask her what she’s proudest of, and she won’t list awards

(though there are many, including Merseyside Woman of the Year),

she’ll talk about people.

“Our people are everything,” she says. “And when we support women

to lead, to speak up, to be seen, we all benefit.”

Championing Women, Loud and Clear

Donna’s mission to champion women isn’t a side project, it’s central

to who she is. It all forms part of her ‘inbuilt need’ to champion those

who need it most. She’s a mentor with The Girls’ Network and the

Insurance Breakfast Club, and she’s a firm believer in the power of

visibility.

“You can’t be what you can’t see,” she says. “That’s why I show up.

That’s why I speak out. Because if one young woman sees me and

thinks, ‘Maybe I can do that too,’ then it’s 100% worth it.”

She’s not alone in this mission. Across Carpenters Group, women

are leading with strength and empathy. Carpenters CEO is Donna

Richards, Carol Hopwood heads up the Serious and Catastrophic

Injury team with unwavering dedication. Joanne Haslam brings

innovation and care to fast-track claims. Sam Nicholson sets the

gold standard in Insurance Services. There are also female leaders

in the form of a CIO, Head of People and Head of Brand and

Communications. These women, and many more, are shaping the

future of our industry every day.

“We don’t just talk about inclusion, we live it,” Donna says. “But we

can’t be complacent. The industry is getting better, yes, but as I said

at BIBA 2025 - now is the time to double down. The world feels

turbulent. That is a feeling I’m used to. My own childhood wasn’t an

easy one, and my path to where I am today had more opportunities

to fail than succeed - but here I am. Just because things feel

challenging does not mean they are impossible.’’

A Culture of Care

Donna’s commitment to people doesn’t stop at the office door. She

runs a homeless breakfast club every Sunday, personally attending

and providing food. She’s an ambassador for Fans Supporting

Foodbanks and a sponsor of multiple grassroots organisations

tackling social mobility, homelessness, and mental health.

This isn’t charity for show, it’s care in action.

“We’re a business, yes,” Donna says. “But we’re also a community.

And we have a responsibility to lift as we climb.’’

Looking Ahead

Donna’s vision is clear, a sector that reflects the world it serves. A

workplace where women lead without compromise. And a culture

where everyone, regardless of background, feels they belong.

“We’ve come a long way,” she says. “But we’re not done. Not by a

long shot. We need to keep pushing, keep mentoring, keep showing

up. Because when women rise, we all rise. To help women we

need to continue to champion flexibility. My own twins are grown

men now and there was a time when the work/life juggle seemed

insurmountable. Having a flexible and supportive employer can be

the making or breaking of working parents regardless of gender.”

Donna is quick to mention men and their role as allies whilst women

continue to succeed in the industry. ‘’This simply does not work

without men. There are enough seats at the table. And, as women

learn to unpick behaviours that don’t serve them and use their voice

fully, we must support men to adapt to a more diverse workplace too.

This isn’t a gender war - it’s a new chapter and one we must write

together.

“We’ve a bit of a way to go yet but we are heading in the right

direction, and the ultimate winner will be the industry itself?”

Donna Scully,

Director/Joint Owner,

Carpenters Group

Mentorship is a Lifeline, not a Luxury

For Donna, mentorship matters. “Mentoring from John Carpenter

changed my life,” she says. “It gave me confidence, perspective, and

a sense of belonging. I didn’t know it was ‘mentoring’ then, but I do

now so I try to do the same for others.”

That ethos runs deep at Carpenters. From apprenticeships to

leadership coaching, from lunch-and-learns, an in house legal

academy, DEI initiatives, the culture is one of growth, support, and

shared success.


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All rights reserved by Rapid Repair Network. Company No 10749977.

EDITORIAL BOARD

From AA Graduate to CEO: My Journey

Building Businesses, Empowering Women,

and Leading with Purpose

When I joined the AA at 18, I had no idea that

one day I’d be leading the UK and Ireland

operations of a huge global business like Copart.

What I did know was that I was driven, eager

to learn, and determined to build something

impactful and customer centric.

Over the past three decades, I’ve worked across a variety of

sectors, but the common thread throughout my journey has been

building high performing teams, transforming businesses, and

creating environments where others can thrive, especially women

in traditionally male-dominated industries.

My professional career began when I joined the AA as part of a

management graduate development scheme. Over the next 17

years, I held various leadership positions across their insurance,

membership and roadside assistance businesses both in the UK

and overseas, whilst undertaking further professional studies.

These years taught me invaluable lessons about operational

excellence, customer service, and how to lead large, diverse teams.

I then spent ten years in commercial vehicle retail, another maleorientated

environment, as CEO of Vans Direct. During this time, I

successfully grew and sold a purely online business at a time when

the absence of physical showrooms was unheard of. Those who

know me, know that I always enjoy a challenge!

Fast-forward to today and as CEO of Copart UK & Ireland, I can

honestly say that leading this business has been one of the most

rewarding and exciting roles of my career.

When I joined Copart UK, my forward-thinking mindset came

into play and I saw many opportunities to promote, scale up,

and future-proof the business. Since then, we’ve expanded our

operational footprint significantly.

We now operate from 33 locations across the UK and Ireland,

spanning over 1,000 acres. I’m especially proud of how we

navigated a lengthy approval process with the CMA to acquire and

add The Green Parts Specialists to our growing family of brands.

We’ve implemented cutting-edge technology, improved customer

experiences, become a Platinum accredited Carbon Literate

Organisation, and secured six ISO accreditations, achievements

that reflect our high standards and commitment to operational

excellence.

wisdom and unwavering support. Women often experience lower

levels of confidence, and having mentors can serve as a powerful

source of encouragement behind the scenes.

I believe that businesses benefit hugely from the unique

experiences and perspectives of a diverse workforce. As our

range of integrated services and technologies continues to grow,

alongside exciting opportunities for AI integration, we’ll need

unique skillsets more than ever.

That’s why I’m so pleased to be part of a global, multi-cultural

business that actively champions and celebrates equality, diversity,

and inclusion.

And here in the UK, we’re especially proud to maintain gender

balance in all areas of our UK business, including 50% female

representation across our senior leadership team.

I am passionate about maintaining an open, collaborative, and

communicative culture at Copart and I believe that this has helped

us continue to attract a diverse workforce.

We actively encourage women within our company to pursue a

broader range of career paths than they might have previously

considered, and we’re proud to have female engineers, drivers,

and yard operatives. There’s no role at Copart that cannot be done

equally well by anyone, regardless of their gender.

It’s been a privilege to be recognised for my advocacy of gender

balance, through my association with the Automotive 30% Club

and awards including ABP Club’s 40 Women of Influence and the

Autocar’s Great Women Top 100.

But what matters most to me is using my position in the industry as

a platform to encourage more women to step into leadership roles.

I hope that seeing how my career has progressed will inspire

more women to pursue opportunities which they may not have

previously considered.

As I look to the future, I remain committed to driving innovation,

enhancing culture, building sustainable operations, and creating

opportunities for the next generation of strong female leaders.

Jane Pocock,

CEO, Copart UK & Ireland

As a female leader who has always worked in an industry which

is typically perceived as being male dominated, I’m pleased to

say that my experiences throughout my career have always been

positive.

Having said that, I’ve also been acutely aware of how few women

I’ve encountered in senior roles, especially in automotive and

insurance-related sectors. That’s why I’ve made it a personal

mission to mentor, support, and empower women at every level of

the businesses I lead.

I’ve had the privilege of being mentored myself by very successful

people throughout my career and I’m eternally grateful for this


EDITORIAL BOARD

Driving Change and Growth

in the MGA Market

Jaime Swindle, CEO of Geo Underwriting, shares

insights into leading one of the UK’s most dynamic

MGAs, shaping strategy, uniting teams, and driving

digital transformation, while championing diversity

and inclusion at the heart of the industry’s future.

Q. Tell us about your role at your firm. What do you

do, and what do you find most interesting about it?

As CEO of Geo Underwriting, I shape the strategic direction,

lead our day-to-day operations, and focus on sustainable

growth for our vibrant MGA. I work alongside over 350

colleagues and 1,000+ broking partners. I also serve on

the Everywhen (formerly Ardonagh Advisory) Executive

Committee, one of the largest intermediaries in the UK. This

role enables me to help shape our broader organisational

strategy, and allows me to proudly to sponsor our Women

in Technology and Gender communities. What excites me

most is the chance to drive real change—whether it’s through

innovation, digital transformation, or empowering people to

achieve their best.

Q. What are the challenges facing your business right

now, and how are you working to overcome them?

A key challenge has been bringing together acquired

businesses, each with their own identity and ways of working.

I’ve learned how vital it is to listen with empathy, communicate

openly, and unite people behind a shared vision. By respecting

each team’s history and building trust, we’ve not only

integrated successfully but strengthened our business. We

see the benefits in our growth, colleague engagement, and

external recognition.

Q. What would be your key prediction/s for the

industry in 2025 and beyond?

I see insurance embracing even more digital transformation,

with specialist products and expertise in high demand.

Diversity and inclusion will be at the heart of progress, driving

innovation and bringing in new voices. The most successful

firms will be those that blend technology with genuine human

insight, ensuring products and services remain relevant and

accessible in an ever-changing world.

Q. What made you want to work in this sector?

I’ll be honest—my journey into insurance started out of

practicality. An apprenticeship close to home fitted my

needs at the time. But I quickly found myself drawn to the

complexity, variety, and impact of the industry. There’s real

purpose here, and the ongoing challenge to innovate and

make a difference has kept me inspired.

Q. What has been your most significant or proudest

achievement in your current role (or previous roles)

so far?

Leading the turnaround of underperforming businesses into

a multi award-winning MGA is something I’m truly proud of.

Through strategic acquisitions and a focus on culture, we’ve

achieved 22% annual income growth, greater colleague

engagement, and accolades like MGA of the Year and the

Gold Award for Excellence in Underwriting. These successes

reflect the collective dedication of our team.

Jaime Swindle,

CEO – UK Commercial MGA, GEO Underwriting Services

Q. If you could go back to the start of your

professional career, knowing what you know now,

what piece of advice would you give to yourself?

I’d tell myself: your beginning doesn’t determine your future.

The challenges you face will make you more empathetic

and resilient. Be curious, take risks, and don’t let self-doubt

hold you back—there’s more possibility ahead than you can

imagine.


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EDITORIAL BOARD

Progress, purpose and

the power of support

Insurance has always fascinated me for its roots

in protecting what people value most - their lives,

livelihoods and communities – and my journey into

insurance was inspired by an unexpected passion of

mine, history.

Over time, my role has evolved from technical and client facing

positions to leadership, where I now have the chance to shape both

cultural and structural change within the industry. It’s been incredibly

rewarding to be part of something that blends analytical thinking with

real world impact.

Over the years I’ve seen real progress in gender equity across the

insurance sector. More women are stepping into leadership positions

supported by formal mentorship programmes however, as we

know, challenges remain throughout the industry and I’ve definitely

encountered scepticism about my expertise in technical roles over

the years. Being a woman, I recall a particular contractor convinced

I couldn’t read or understand a drainage plan. I overcame this by

making sure I learnt as much as I could, ensuring I had the technical

knowledge and experience as quickly as I could to let my work do the

talking.

My own career at QuestGates has been supported by flexible working

arrangements and most importantly by mentors and senior leaders

who actively championed my development. Having advocates who

believed in my potential made a huge difference and without them my

career path would have looked very different.

with personal responsibilities is never easy and I’ve learnt that it’s

rarely about perfect balance. Instead, it’s about being clear on your

priorities at any given time. My advice to anyone starting out would

be to build a strong support network and never be afraid to ask for

what you need.

Modern workplace models with hybrid working has broken down

logistical barriers for women, particularly for those with caring or

parental responsibilities. Personally, it’s allowed me to take on a

carer role whilst remaining fully engaged in my job. Flatter structures

have also empowered more voices in decision making and those on

the front line are more included in larger operational decisions and

strategies, whether you are a man or a woman. With increased levels

of women in Senior positions the gender pay gap closes rapidly and

the focus should remain firmly on ensuring women receiving the

same opportunities to develop careers in Senior leadership roles.

I hope the next generation sees the insurance industry not only as

an exciting career opportunity for women but as a place where they

can lead authentically and thrive. As leaders today it’s our role to

invest in the future, be transparent about challenges and help other

to development pathways that start early and remain accessible

throughout a career.

Nicola Sutton,

Major Loss and Private Clients Director, QuestGates

As an industry, in my opinion we need to continue normalising career

breaks, embracing diverse leadership styles and extending structured

support to individuals just starting out. Balancing career progression

Shaping the Future

Together: My Vision for

Women in Insurance

The insurance industry has come a long way in

embracing diversity, and it’s inspiring to see more

women stepping into leadership and shaping its future.

For the next generation of women in insurance, my hope

is that talent, hard work and ambition will be the defining

factors in every opportunity, and that progression is a

natural next step in their career, not an exception.

During my career I’ve been fortunate to work alongside many women

in this industry. Watching them thrive has been both motivating

and inspiring. Their hard work and determination have contributed

immensely to paving the way for women in this industry. It’s incredibly

rewarding to be part of a community that continues to break barriers,

and I hope all women in this sector get to experience this.

The next generation should feel the confidence and sense of

empowerment to explore new paths, embrace challenges, and shape

the industry in their own way. Today’s leaders play a key role in driving

this change. Talking about diversity is a step in the right direction, but

real progress comes through action. Advocating for women in rooms

where they aren’t present and making sure their contributions are

acknowledged. These behind-the-scenes moments can impact the

next chapter of someone’s career, and leaders have a responsibility to

ensure talent isn’t overlooked simply because it’s quiet or absent.

An inclusive workplace culture is just as important and isn’t just good

for women, it will benefit everyone. Flexible work arrangements and

clear opportunity pathways are essential for attracting and retaining

the next generation of women in insurance. Equally, recognising and

celebrating women’s success helps to inspire everyone around them

and drive meaningful change across the industry.

Leadership is about creating environments where people can

thrive. This means creating space for different perspectives, and

listening with intent. Mentorship should be a priority at every stage

of a woman’s career. Checking in, offering feedback and general

encouragement can make women feel seen, valued, and supported.

Kayleigh Burrows,

Product Specialist, ParaCode


Driving towards

safe, secure,

and sustainable

motoring

thatcham.org

EDITORIAL BOARD

Driving Innovation in Insurance

I was late teens, fresh out of education, full of energy and

enthusiasm and keen to make the most of opportunities that

came my way. Working in various roles at a Building Society,

I hit age 22 and used the knowledge and experience I’d gained

to join a law firm. Before I knew it, I was leading a 50-strong

litigation team and quickly realising that our typical 1990’s

office was ripe with opportunity for change.

We were surrounded by filing cabinets and treasury tags, with a

few IBM PCs for manual data entry and client record management.

My team were making repetitive, logic-based decisions and I was

determined to find a more efficient and consistent way of working.

Surely those PCs, with their black screens and green data fields, could

be programmed to do more?

They could, and that created time and space to develop my team and

grow our function, and so my first steps into strategic change and

process improvement began. When I left that law firm 23 years later,

the entire company was paperless, and I had found my calling.

By the time I arrived at FMG (January 2024) I was a fully qualified

Change Management Practitioner, with certifications in Prince2 and

Prosci and 30 years of hands-on experience in delivering impactful

change and process improvement within the legal and insurance

sectors.

Today I lead FMG’s complex business improvement projects, guiding

our Business Transformation and Robotic Process Automation Teams

to drive change, streamline processes and bring innovation to life.

We focus on the ongoing needs and expectations of customers to

enhance their journey whilst supporting FMG’s strategic, long-term

growth plans.

Technology is always evolving, and my career has been built upon

using the technology available to make business functions scalable,

smarter and efficient. Yet the success of a change management

project often lies in the aspects which can’t be automated.

Time spent creating a realistic business case will pay dividends

later in the project. Interrogate the real need for the project and

thoroughly think it through in terms of scope, expectations, risks and

impacts.

Be passionate about stakeholder engagement. Build good

relationships with colleagues, clients and suppliers alike, and be

prepared to work through conflict, address complex needs and tackle

unexpected and challenging business issues. They will happen, and

they can produce unexpected benefits.

AI is the latest tool in the technological toolbox, it’s not coming, it’s

here. From my own experience, embrace responsibly, with your eyes

wide open! Understand what it can do, explore its potential and

capabilities, but ensure you retain customer value, control of business

destiny and the experience that only people can bring.

Business change and process improvement must be a constant in

any business and I’ve realised over the years there are other benefits

to having a process improvement mindset. Travel is my passion and

whether I’m planning to hike mountains or a cultural visit to far away

cities, I enjoy using my skillset – planning, time management and

budgetary control to delight my main stakeholders – my husband

and kids!

Tracey Sherrard,

Business Change Director, FMG

Specialist

Investigation

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EDITORIAL BOARD

Driving Insight into Data-Driven

Automotive Risk

My career journey into data analytics began with a

simple belief: that intelligent use of information will

profoundly accelerate innovation and accuracy in the

modern world.

I’ve spent my working life in data in one form or another. Coming

from a large insurance organisation into Thatcham Research, I quickly

recognised the transformative potential of data-enabled decisionmaking.

This approach reduces inefficiencies, enhances accuracy,

supports automation, and ultimately creates a more sustainable

automotive ecosystem.

When I joined Thatcham Research three years ago, we already had

a strong data team focused on safety. As our mission expanded

to automotive risk intelligence, I rebuilt our data function to drive

progress with the right culture, tools, and mindset.

Walking through our research labs, I’m reminded how much vehicles

have changed. They’re now complex, software-driven systems,

sending out constant streams of data. Not long ago, electric vehicles

were rare in our datasets; now, they’re everywhere. Many new models

arrive with over-the-air update capabilities, so software changes no

longer require a trip to the service centre.

A New Era in Vehicle Risk Assessment

Most cars now come with Advanced Driver Assistance Systems

as standard, making roads safer for people I know. But this

progress brings challenges. Understanding telematics can feel like

deciphering many languages at once, with each car telling its own

story. While vehicles are safer, they are often not easier to repair

and understanding the risks is more complex than ever for everyone

involved.

Assessing automotive risk with data means considering vehicles

in context: location, weather, driving habits, even how often a car

is parked in the same spot or if it’s a theft target. Realistic, fair

assessments need both advanced data and analytics as well as deep

industry contextual knowledge.

My intelligence delivering ethos prioritises trust, robust governance,

and clear data sources. We treat insurer data as a valuable asset,

implementing secure cloud platforms for real-time analysis.

Since working on our Vehicle Risk Rating product, our analysis has

evolved. Thatcham Research’s previous product, Group Rating, once

gave sufficient risk assessment based on 125 attributes. Now, VRR

scores performance, damageability, repairability, safety, and security

individually, creating over 9.5 billion possible combinations. Data is

making risk assessment far more detailed.

These details matter at the quote stage and in claims and helps

insurers make better decisions. My job also enables turning complex

data into practical insights presented on AiQ, guiding everything

from portfolio analysis to operations.

Being able to help car manufacturers is also a fascinating part of

my work, taking the data and turning it into intelligence. Supporting

them on repairability considerations means manufacturers design

cars for sustainability and lower costs. Early trend detection data, like

tracking theft, also helps predict new risks before they escalate.

As automotive technology evolves, combining data, analytics and

industry knowledge is essential for accurate risk assessment. I am

finding this journey at Thatcham Research fascinating and see how

our insights support the insurance industry in such a profound way.

Kasia Witkowska,

Head of Data and Analytics, Thatcham Research

Why I Pursued a Career in

the Insurance Sector

Throughout my life, I have always been a people person,

someone who thrives on connection, empathy, and

helping others achieve the best possible outcomes. This

natural inclination has shaped not only my personality

but also the direction of my professional journey. From a

young age, it was clear to me that whatever path I chose

needed to centre around people, problem-solving, and

creating positive experiences.

In the final years of school, I began to consider the kind of career that

would align with these values. I knew I wanted to work in a fast-paced,

people-focused environment, one where no two days would be the

same and where I could make a real difference. This led me into the

retail customer service sector, where I gained my first insight into

what it means to truly support customers and provide solutions in real

time.

Retail laid the foundation, helping me to hone key skills such as

communication, patience, and adaptability. From there, I transitioned

into the telecoms industry, further broadening my customer service

experience. It was here that I developed a deeper understanding of

service delivery and how vital it is to manage expectations clearly and

effectively, particularly in high-pressure situations.

My move into the insurance industry came when I joined Ageas

Insurance as a Motor Claims Handler. It was a new challenge, but

one that immediately resonated with me. I found myself particularly

passionate about FNOL (First Notification of Loss) and the impact

it has on setting the tone for the entire customer journey. Managing

claims from the outset and guiding customers through what is often

a stressful and confusing process gave me a deep sense of purpose

and fulfilment.

As I progressed through various roles at Ageas, I was continually

inspired by the opportunities for personal and professional growth.

I realised that the insurance sector offered the perfect blend of

customer interaction, process management, and strategic thinking.

Driven by a desire to advance my career, I later joined Rapid Repair

Network, where I currently serve as Customer Service Manager. In this

role, I oversee a department of claims handlers and triage specialists,

ensuring that our service remains empathetic, efficient, and solution

focused.

Insurance may not have been the obvious first choice when I started

my working life, but it has become a true calling. It allows me to

do what I love most: support others, lead with purpose, and drive

excellent outcomes every day.

Lizzie Parsons,

Customer Service Manager, Rapid Repair Network


DIFFERENT

EDITORIAL BOARD

Invisible No More –

Thriving as a Woman

in a Male-Dominated Industry

I fell into Insurance following the mortgage crash in 2008

where I was Regional Sales Manager for an Investment

bank and I was 6 months pregnant with my second child

and just been made redundant!

At least 49% of the UK population will never understand the unique

emotional consequences of being pregnant and it was a pretty

terrifying time for me. The good news is that fairly soon afterwards my

career started to blossom again and 10 years later I joined e2e.

Perhaps the fact that I was head-hunted for the new role is evidence

that gender was not a factor at that stage and today it is the same

in my company, but the unfortunate fact is that I operate in a male

dominated industry - which can have its challenges. Specifically, I look

around me at the Boards of key insurers and suppliers only to find a

distinct under-representation of women.

However, I believe ‘knowledge is power’ and I’m happy to enter

debates with any gender as long as I have the knowledge, I need to be

making an intelligent contribution.

I have been lucky to have very supportive Management teams around

me who have pushed me to do more with my career, but I think that

companies do need to recognise and encourage staff to step outside

their comfort zone and invite them to join Management/Board

meetings. Whilst that should apply to all genders there is a particular

issue with women who, research has proven, are less likely to push

themselves into the spotlight.

Nowadays the move to hybrid working with less need to spend time

in the office creates a more flexible working environment and is

especially helpful if you are female and have family responsibilities.

However, working from home does not mean working less!

It is easy to become invisible to the executive management team

within a business and, once again, I feel that women have to work just

a little bit harder than their male counterparts to be seen and noticed.

I may be lucky in that I certainly don’t feel that artificial barriers have

been erected to prevent me from progressing my career but that

may be as much to do with my own capabilities and attitudes as it

is with any gender bias of the places where I have worked. In other

words, male candidates for higher positions would never dream of

considering the fact that they are ‘male’ as being relevant. The same

rules must apply to women.

Being part of the majority of the population is an interesting fact but

I certainly don’t let it affect who I am, the work I do, and my ambition

to succeed.

Mia Constable,

Head of Business Development Manager,

e2e Total Loss Claims Management

My advice is to know what you are entering into and what goal you

want to achieve in dedicating your time and energy into your work

and growing your career.

Building a Career in Insurance

on Merit, Not Labels

I originally studied Law but soon found myself seeking

a new direction, something that would challenge me

in different ways. Six years ago, I joined Laird, and

quickly realised that the company’s culture made all

the difference. It wasn’t just about the work itself, it

was about being part of a team where skills, drive &

contribution mattered more than labels.

In what has historically been a male-dominated industry, I’ve been

fortunate to work in a company where hiring and promotion are

based on merit. At Laird, we do things differently. We’ve intentionally

adopted a flatter hierarchy than most in the industry, which has

allowed me to explore a variety of roles, take on responsibilities

outside my original remit, and progress in ways that truly suit my

ambitions. Opportunities to side-step into new areas have been

instrumental in broadening my knowledge and shaping my career

path.

I’ve also seen the industry itself evolve during my time here. The

industry is becoming more open to different approaches, with a

stronger focus on the results people deliver. It’s encouraging to see

more women present in leadership roles and central discussions, and

I’m optimistic about what the future holds in our industry.

Looking ahead, I’m excited about the possibilities this industry offers.

My journey so far has shown me that with the right environment,

support, and willingness to step into new challenges, it’s possible to

build a rewarding and varied career, one that keeps evolving along

with the industry itself.

Lucia Rudzinski,

Group Operations Manager, Laird Assessors

From the outset, I was encouraged to embrace challenges that

stretched my capabilities. I’ve been able to lead projects, collaborate

across departments, and gain experience that I might not have had in

a more rigid corporate structure. Each of these steps has helped me

build confidence, expand my skill set, and develop a clearer vision of

where I want my career to go.


Scan to chat

with Jamie,

our Technical

Services Director

EDITORIAL BOARD

From Stopgap to Success:

How I Found a Lifelong Career,

and Purpose, in Insurance

Like many women in the industry, I never intended

to work in insurance. It wasn’t a childhood dream

or a carefully planned career path. I fell into it – and

what started as a stopgap turned into a fulfilling,

lifelong career.

Over the past two decades, I’ve seen the UK insurance sector evolve

significantly. When I began, it was a space largely dominated by men,

particularly in senior positions. Women were certainly present, but

not often in the rooms where key decisions were made. Today, that’s

changing. Women now hold roles across every level from claims and

underwriting to broking and the boardroom. Diversity is no longer just

talked about; it’s visible, measurable, and beginning to reshape the

industry for the better.

But that progress didn’t come without challenges. Balancing a

demanding career while raising two boys on my own required

resilience and support, both at home and in the workplace. I’ve been

lucky to work with people who recognised potential over position, and

who gave me the space to grow and lead.

Now, with my sons starting their own careers, I speak to them often

about equality. I encourage them to be active allies – to speak up for

women, challenge outdated norms, and support their colleagues in

meaningful ways. I also try to foster a culture at work where everyone

can thrive, not just professionally but personally too.

Of course, there’s still work to do. Women, particularly those with

caring responsibilities, continue to face barriers that their peers

may not. Whether it’s flexible working, mentorship opportunities,

or increasing female representation in leadership, progress must

be ongoing. And this responsibility doesn’t fall solely to HR or

leadership; it’s something we all share.

Supporting women in business isn’t just the right thing to do - it’s

smart business. Diverse teams perform better. They bring fresh

perspectives, challenge groupthink, and reflect the diverse customers

we serve. We must keep creating spaces where all voices are heard,

and where women (regardless of their background or circumstances)

can truly succeed.

Looking back, I’m proud of the path I’ve taken, the obstacles I’ve

overcome, and the small role I’ve played in building a more inclusive

industry. I love seeing former colleagues rise, pave the way for others,

and form a network of support where we champion one another. To

any women considering joining the insurance industry: do it! There’s

space for you – and we need your voice.

Mel Bebbington,

Managing Director, Auxillis

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THE FLEXIBILITY OF

OUTSOURCING

EDITORIAL BOARD

Breaking Barriers and

Driving Change in Vehicle Repair

As a Director of Maldon Accident Repair, I am not

directly involved in insurance, but by being part of the

insurers’ supply chain, I have been inspired to be part

of something that solves real problems and delivers

tangible results for our mutual customers.

Clear communication with vehicle owners, explaining in detail the

full end-to-end process of repairing their car and then delivering a

fast, high-quality service, drives great customer outcomes. I have

had to battle to be accepted in a largely male-dominated body shop

environment. It was not always easy navigating a space where women,

especially in operational or technical leadership, were in the minority.

In the early days, there was a sense of needing to prove myself twice

as much to customers, contractors, and even to peers.

I faced the usual assumptions: being mistaken for admin staff or

not taken seriously in negotiations. However, I used those moments

as motivation. With time, persistence, and the support of forwardthinking

leaders, I rose through the ranks to become a director.

I have seen real progress in gender equity over the last decade,

especially in terms of visibility and advocacy. Women are no longer

just part of the conversation; we are helping to lead it. But there is still

a way to go.

Hybrid working has also played a vital role in levelling the playing

field. It is not just about flexibility for working mothers; it is about

allowing all professionals to work in ways that support their

performance and wellbeing. Personally, this shift has helped me

balance leadership with parenting, and it is something I actively

promote within our business.

I have benefited most from a culture that values output over optics

and encourages growth at every level. We have implemented

inclusive hiring practices and are building clearer development plans

to attract and retain diverse talent. These are not just HR buzzwords;

they are business imperatives in a market where skills are scarce and

customer expectations are evolving fast.

To the next generation of women entering insurance and repair: do

not wait for permission to lead. Your voice, your perspective, and your

experience are needed now more than ever. And to today’s leaders:

let us champion those who challenge the norm and make space at

every table, not just the top one.

Shannon Kuchnir,

Director, Maldon Accident Repair Centre

We need to look beyond token representation and focus on systemic

change: better mentoring, flexible pathways into leadership, and

recognition of non-traditional career routes.

Building Trust,

Driving Growth

I joined National Windscreens in 2021, and from the

outset, my focus has been on building long-term,

trusted relationships with our insurance partners. Rather

than taking a transactional approach, I have aimed to

become an extension of their teams, understanding their

objectives, aligning with their values, and supporting the

needs of their supply chains. Over time, this trust has

helped grow key accounts, maintain consistent service

standards, and reinforce confidence in the National

Windscreens proposition. Recently, I was promoted to

Head of Insurance Sales, and I am proud to continue

leading our national strategy with the same r

elationship-first mindset that has defined our success

to date.

The key to that success lies in our approach. At National Windscreens,

we see ourselves as more than just a supplier; we are a true partner

to insurers, prioritising their most important requirements. Whether

it is customer satisfaction, guided by NPS ratings, or adapting to

evolving needs, we focus on responsiveness and insight. Through

structured SLAs, regular feedback sessions, and a strong focus on

insurer priorities, we embed ourselves in our partners’ operations,

developing shared strategies and delivering consistently at a national

level. Real-time performance tracking, proactive communication, and

a nationwide team ready to scale support all help minimise disruption

and downtime for policyholders. Ultimately, our goal is to provide a

smooth booking process, clear communication, and a service model

that insurers can trust.

The values of National Windscreens have been central to this journey.

As a people-first business, even as part of the wider Cary Group, our

commitment to care, trust, and teamwork remains at the heart of

everything we do. Our values, Empower, Smarter, Caring, Together,

are not just words; they guide how we support our teams, collaborate

with insurance partners, and continuously improve our services.

Joining Cary Group has brought opportunities to share knowledge

across markets, but we maintain a strong local perspective,

combining national scale with deep local understanding and enduring

relationships. That culture of support, listening, and trust has been

key to my journey and the wider success of our team.

For insurers, National Windscreens offers a unique combination of

local service and national reach, providing confidence in consistent,

high-quality delivery across the UK. Our technicians are at the heart

of everything we do. They are the face of the business, and we

equip them with the tools, training, and support needed to deliver

outstanding experiences to policyholders. Backed by our sister

company, Charles Pugh Glass, we operate with agility, reducing

vehicle downtime and delivering seamless repair and replacement

services from start to finish. Supported by a leadership team focused

on simplicity, speed, and customer satisfaction, National Windscreens

is in an exciting phase of cultural transformation and growth, and I am

proud to contribute to its continued success.

Clare Bestall,

Head of Insurance Sales, National Windscreens


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ASSOCIATIONS ASSEMBLE

ASSOCIATIONS

ASSEMBLE

Welcome to Associations Assemble!

Modern Insurance Magazine is delighted to be joined by some of the leading

names from our industry associations, organisations and institutes!

This issue voices the thoughts of:

Sue Brown,

Chair, Motor Accident

Solicitors Society (MASS)

Mike Keating,

CEO, Managing General Agents’

Association (MGAA)

Matthew Tuff,

APIL president

Dr Matthew Connell,

Director, Policy and Public Affairs,

Chartered Insurance Institute

(CII)

Jodi Daubney,

CEO, Magna Accident Services

Ltd and member of the CHO

Board

Laurence Besemer,

CEO of the Forum of Insurance

Lawyers (FOIL)

Vannessa Young,

Compliance, Sustainability and

Advisory Boards’ Manager, British

Insurance Brokers’ Association

(BIBA)

Victoria Whittle,

Senior Engineer M.Inst.A.E.A,

M.F.I.E.A, CAE,AMIMI, AQP

Accredited, Institute of

Automotive Engineer Assessors

(IAEA)



Sue Brown

Title: Chair

Association: Motor Accident Solicitors Society

(MASS)

Blind Spots in Road

Safety: The Risks We

Can’t Afford to Ignore

Ahead of the government’s new road safety strategy

this autumn, the headlines have focused on compulsory

eye tests for motorists over 70, medical tests for

conditions like dementia, and stricter rules for drinkdriving.

Depending on the evidence, these may all be

valid policy proposals.

We should not, however, overlook the hard truth that young

drivers are involved in more catastrophic and fatal motor

accidents than any other category of road user. Frighteningly,

the risk of death is doubled for 15–19-year-old teenagers, and

for males in this group the risk is trebled from the general

population. Road safety charities such as Brake have long

campaigned for the introduction of graduated driving licensing,

proposing a 12-month learner period before sitting an initial

test and a further test after a two-year novice period when

restrictions apply such as a late-night driving curfew and

restrictions on the size of engine they can drive. There are

potential risks of course. If you make fully qualified driving more

difficult and expensive, there may be an uptick in the number of

unlicensed and uninsured young drivers. But the evidence from

New Zealand, Australia and parts of the US suggests that such

approach can reduce life-changing young driver injuries.

Then there is the vexed question of e-scooters and e-bikes. The

long promised new regulatory regime on so-called Low-Speed

Zero Emission Vehicles has yet to materialise after years of

promises. Most of the issues around technical specifications,

safety equipment and usage can be hammered out relatively

quickly after years of debate. This would leave some of the

thornier issues to work through around road tax, registration

plates, mandatory insurance, mandatory helmet wearing and

retrofitting of currently owned vehicles. With thousands of

injuries and some deaths, there is an urgent need to get on with

this. After all, the UK is the last major country in Europe to bring

forward a regulatory framework for e-scooters and e-bikes. And

if a financial incentive is needed to make some progress, the

Motor Insurers Bureau argued to the Transport Committee that

e-scooters add 3% or 4% to motor insurance premiums.

The early headlines attributed to the road safety strategy may be

proven worthy policies to pursue, but we must hope that issues

such as reducing young drivers’ motor accidents and regulation

of e-scooters/e-bikes are not overlooked, even if they present a

more difficult challenge to address.

Michael Keating

Title: CEO

Association: Managing General Agents’

Association (MGAA)

Stars in their AIs - Innovation and

the Future of the MGA Model

Artificial Intelligence (AI) is no longer a future prospect

for our sector; it is already reshaping how MGAs,

brokers, carriers, and suppliers operate. According

to the MGA Opinion Report 2025 by Clyde & Co and

the MGAA, 65% of MGAs and 66% of carriers agree AI

will play a supportive role by improving operations,

enhancing decision-making, and unlocking new

insights.

We are in the early stages of a digital transformation reshaping

the MGA landscape. AI is improving efficiency in pricing, risk

selection, underwriting and claims. It boosts speed, accuracy and

transparency while keeping human oversight central. Rather than

launching standalone “AI products,” MGAs are embedding AI into

tasks such as extracting data from FNOL forms, summarising

calls and generating pricing recommendations. These practical

gains are essential in a competitive, margin-sensitive market.

AI and Regulation: Moving Responsibly

With innovation comes responsibility. AI is advancing faster

than regulation, so firms must lead in how it is governed. The

MGAA is calling for proportionate, practical rules to keep

innovation ethical and sustainable. Robust governance helps

manage regulatory, privacy and reputational risks. As Clyde

& Co’s Isabel Simpson put it, “AI is like a car; without brakes,

you cannot go fast.” Governance does not block innovation, it

enables safe, scalable growth. Education is also vital. Many MGAs

risk exposure by using tools such as ChatGPT without fully

understanding data protection, intellectual property or fairness

requirements. The MGAA supports members with training,

guidance and access to expert Supplier members who advise on

responsible AI use.

Investment and Ecosystem Growth

AI investment is accelerating. Nearly half of MGAs (49%) have

invested in AI or machine learning, and 40% in predictive

modelling. In addition, 28% see parametric insurance, where

claims are triggered by data, as a growth area. These trends

show how agile the MGA model can be when paired with

advanced technology and lean infrastructure. Innovation

does not happen in isolation. MGAs rely on partners such

as InsurTechs, data providers, legal experts and compliance

consultants to adopt AI effectively. Many InsurTechs come

from outside insurance and may find regulation challenging.

Collaboration combines fresh ideas with sector knowledge.

Compliance risks must be managed carefully. Parametric

insurance, for example, depends on the secure use of external

data. If mismanaged, MGAs could breach data laws or FCA

standards. The opportunity is significant, but so are the risks.

Strengthening the MGA Model

Technology is not replacing the MGA model. It is strengthening

it. MGAs without legacy systems are more agile and increasingly

attractive to carriers and investors due to sharper underwriting

and risk insights. AI is not just about speed. It frees people to

focus on broker relationships, strategic growth and tailored

solutions for complex risks. The goal is to elevate the MGA’s

role, not reduce it. As 2026 approaches, the MGAA

remains committed to supporting ethical,

compliant and value-driven AI adoption, while

helping build a sustainable,

high-performing MGA market.



Matthew Tuff

Title: President

Association: Association of Personal Injury

Lawyers (APIL)

(APIL)

County Courts in Crisis:

Victims Left Waiting as

Justice System Crumbles

Once a model for the world, the justice system in England

and Wales is now plagued by delays, staff shortages, and a

deteriorating court estate, leaving victims waiting months, even

years, for their day in court. The growing strain on the courts

risks undermining public confidence in the legal system and the

fundamental principle that justice delayed is justice denied.

The recent outcome of the House of Commons Justice Select

Committee inquiry into the work of the county court was a

depressing read, but not an altogether surprising one. The

committee shone a spotlight on the shortfalls of the system,

which are all too familiar to county court users.

In its written evidence to the committee, APIL highlighted

significant delays and their impact on injured victims of

negligence, who must wait far too long for justice. Latest

statistics (Q1 2025) show it took just under a year for small

claims to reach trial, and closer to a year and a half for fast,

intermediate, and multi-track claims. Delays were already

increasing before the Covid-19 pandemic, so that is not the sole

cause. Prolonged waits create unnecessary stress for claimants,

exacerbate financial difficulties, and can have a long-lasting

emotional impact on those seeking redress.

A lack of judges is a key contributing factor. APIL members

reported hearings being cancelled just days before they were

due to be held, sometimes even on the day, because no judges

were available. This unpredictability undermines the ability

of legal professionals to manage cases efficiently and further

frustrates victims, many of whom have already endured lengthy

investigations and medical assessments before even reaching

court.

Failures in communication were also highlighted. In one case,

a hearing was listed for a full day but then removed from the

schedule because no judge was available for that length of

time. This was despite repeated letters from the lawyer, to

which no response was received, explaining that the hearing

would likely take only one or two hours of judicial time. Such

breakdowns in administration only add to delays and leave

parties feeling ignored and powerless.

APIL welcomed the committee’s recommendation for a “root

and branch review of the county courts”. The administration

of civil justice must not be left to fester. Victims need a fully

funded and supported system which provides access to justice

for all who need it. Reform is essential to restore public trust,

improve efficiency, and ensure that the courts can serve their

intended purpose: delivering timely, fair, and effective justice.

Dr Matthew Connell

Title: Director, Policy and Public Affairs

Association: Chartered Insurance Institute (CII)

Supporting the Women

Changing Insurance for

Good

Every year, the CII runs a ‘New Generation Programme’

for 40 professionals, who have typically worked for

five to ten years in the profession, working their way

to technical or managerial roles that carry significant

responsibility.

The programme has a training component, including days

with regulators and parliamentarians, media training and a

session on strategic planning. It also consists of a project

that is designed to improve the sector. The outputs of these

projects – videos, reports, guides, business plans and events –

have been impressive, inspired, provocative, constructive and

compassionate.

This year’s cohort, which is nearing completion, is the first to

have more women participating than men. This is not the result

of quotas or targets – all the applications are anonymised, and

are judged by pre-determined criteria.

I say they are anonymised, but there is only so far you can go by

replacing names with numbers. Many of the women who apply

for the programme talk in their applications about how they

have learned to build their confidence and demand to be taken

seriously. They are conscious that they are developing their

career at a time of huge social change, and that by reshaping

the culture of their profession they are part of something bigger

than themselves or the company they work for.

They are determined and tenacious. One applicant talked about

how she had applied multiple times and been rejected, but

‘like the spider in the story about Robert the Bruce’ she was

not going to give up. Of course, she got a place on that year’s

programme, and thrived. Some of the graduating New Gens

mentored participants in later programmes, helping them to

deliver brilliant projects.

The next generation of women in insurance has already lived up

to expectations. Brokers and insurers have recruited a generation

of determined, talented and diverse people that thinks and acts

differently from any generation before it.

But a lot of the participants on the programme face challenges,

like being made redundant, dealing with disability and prejudice

and learning to be competitive in a world that doesn’t always

welcome competition.

Today’s leaders can make this generation the one that changed

insurance for good. Recruiting brilliant people is a start, but

retaining them through difficult times, having the courage to

back them when they are telling uncomfortable truths and

believing that leaders can work in a non-traditional way, such as

holding part-time roles and job shares, are all challenges that the

profession still needs to master

But, ultimately, like the spider in the

story of Robert the Bruce, this

generation of women will succeed.



Jodi Daubney

Title: CEO

Association: Magna Accident Services Ltd

and member of the CHO Board

Navigating Career

Progression and

Family Life: A Personal

Perspective

Balancing career progression with other responsibilities

or ambitions remains a significant challenge,

particularly for women, due in large part to the

traditional expectations still placed upon them. There

is an uncomfortable truth that raising children and

‘running a family’ does often place additional pressure

on women and can influence the pace and ease with

which they progress in their careers. While this may be

a contentious point, it is difficult to deny the reality of

the situation.

I have been extremely fortunate to have the support of my family

when it comes to childcare, as well as a husband who shares the

load. I am very aware, however, that not all women have access

to this kind of support, and I recognise the real difficulties that

can arise in trying to juggle personal responsibilities with career

ambition.

My own journey has been different from many women in

employment. I was lucky to have the opportunity to establish

a business with my father when I was 25, and he has offered

constant, unconditional support and encouragement throughout

my career. That said, I feel my biggest growth as a leader has

taken place in the past five years. I am proud that the business

I helped build enjoys a strong reputation within the industry. I

now have a voice at a higher level, sitting on The CHO board and

the Strategic Board of the GTA, and was the first woman to join

industry committees of this kind.

In addition to my work in the business, I have found time to focus

on personal development through my role as Chair of Governors

at my local Grammar School. This role has been incredibly

rewarding and allows me to contribute to my community in a

meaningful way.

For women who are struggling to manage competing demands

and grappling with the guilt of where their priorities should

lie, my advice is to compartmentalise. Give quality time to

your family in the evening, and be organised and prepared

in the morning so that when you are at work, your focus can

be entirely on your professional responsibilities. If you have

drive, determination, resilience, initiative and a little bit of

stubbornness, you will find success, whatever that may look like

for you, regardless of your gender.

Laurence Besemer

Title: CEO

Association: The Forum of Insurance Lawyers

(FOIL)

Litigation Nation: The

Insurance Fallout of the

UK’s Legal Boom

The UK has become the most active market for

collective legal actions in Europe. While this is seen

as a win for consumers, the economic and insurance

fallout could be significant.

This is outlined in a recent report from the European Centre for

International Political Economy (ECIPE), which suggests the UK’s

litigation surge could cost the economy £18 billion. For insurers,

the Report indicates a changing risk landscape that impacts

liability, D&O and PI cover.

Collective claims in the UK have surged, with the Competition

Appeal Tribunal driving growth. Litigation funding, ESG activism,

and specialist firms have turned mass litigation into a business

model, driving more frequent, larger and longer-running claims

for businesses and their insurers – particularly in high-growth

sectors essential to UK economic strategy, like tech and life

sciences.

So, who really benefits? Despite large settlements, consumers

often receive modest compensation after costs are deducted.

Cases like Post Office Horizon and Merricks v Mastercard

highlight this issue. For insurers, these dynamics poses a

reputational challenge: policies could be called upon to fund

costly defence and settlements, but the perception of low

claimant payouts can drive political pressure and public criticism

toward businesses and insurers alike.

Meanwhile, the ECIPE’s report warns of an effect on investment,

which has clear insurance implications: clients in targeted sectors

face rising compliance, reputational and legal costs, all of which

have a knock-on effect on insurance premiums. In particular,

D&O and liability insurers must adapt to complex, growing

exposures from novel, lengthy, and heavily funded collective

claims.

The Civil Justice Council is reviewing how litigation funding

operates in the UK. The reforms being explored are crucial:

if effective, they could preserve the advantages of collective

actions while protecting UK competitiveness. Without reform,

mass litigation may impose widespread costs beyond the courts,

ultimately burdening businesses, investors, and insurers.



Vannessa Young

Title: Compliance, Sustainability & Advisory Boards’ Manager

Association: British Insurance Brokers’ Association (BIBA)

Too Experienced to

Exit – Why Insurance

Needs Its Older Voices

As a woman with more years behind her in insurance than

ahead, I sometimes hear The Clash’s lyrics - ‘Should I stay,

or should I go now?’ reverberate in my head. Do I press the

nuclear retirement button, wind-down gradually like the

FCA suggests, or work until I drop?

I’m not ready for any of those options yet. Helping people

progress personally and professionally through my work at

BIBA continues to be deeply rewarding.

Much has shifted culturally in insurance since I fell into it as

a junior reporter decades ago. Enormous energy has been

expended on bringing young and diverse talent into insurance

- quite rightly - but there’s further to go to reach people in

under-represented groups. As an industry we need to better

understand the cultural barriers and challenges to recruiting in

these groups, as well as ensuring their equal access to financial

products and services. BIBA supports this through our talent in

schools initiative and financial inclusion committee.

Regulatory and legislative changes are also shaping a more

equitable workplace. The FCA’s proposals on non-financial

misconduct and the Employment Rights Bill will offer greater

protection for all workers. HM Treasury’s Women in Finance

Charter warns that progress toward gender parity is fragile.

As a signatory, BIBA is committed to encouraging broader

member participation. Chairing BIBA’s inaugural Women in

Insurance Breakfast was a career highlight. Connecting women

from all stages of their careers, sharing insights, supporting

and inspiring one another was powerful. BIBA will harness that

energy in its future member representation.

We’ve seen the rise of ESG and sustainability within firms,

which is being buffeted by political, social and economic

headwinds across the world. As an industry, we must double

down on our efforts if the progress made is to be maintained.

Resilience, courage, and knowing one’s worth and abilities are

all qualities I would wish for future generations of women in

insurance. It’s about developing the skills necessary to be the

proposition that employers want. Employers willing to listen

and support employees by establishing flexible work structures

will help everyone thrive.

Attracting young, diverse talent is crucial, but let’s not forget

older, skilled workers. How do we encourage that experienced

talent not to leave the industry at the first opportunity? If they

want to return, perhaps because of the dullness of retirement

or economic straightening, how do we support them back into

the workplace? Let’s boost our efforts as an industry to make

those returns easier because if we don’t, in the wise words of

the Clash ‘… there will be trouble.’

Victoria Whittle

Title: Senior Engineer M.Inst.A.E.A, M.F.I.E.A, CAE,AMIMI

AQP Accredited

Association: Institute of Automotive Engineer Assessors (IAEA)

A Personal Path to

Motor Engineering in a

Changing Industry

Inspiration came when my employment changed from

a Book Maker Manageress to a Motor claims handler

back in ’97. The leap came as the work life balance was

non-existent.

I was fortunate to secure a claims handler role and promptly

studied and absorbed as much information as I possibly could,

not only from a company stance but also on a personal level, I

wanted to know all I could, my desire, need, passion to do so was

the driving force. I had to be excellent.

During the initial years in the Insurance sector – I changed

departments, not only for experience and exposure but

obviously for the financial benefit that accompanied the

progression. My field is the Motor Insurance sector.

My move into the Motor Engineers department as an engineer’s

liaison (booking physical inspections) gave me the “in” I needed/

wanted. This was when estimates were faxed to the engineer for

the following days work. I was able to review them – understand

them and dissect them – not in a formal capacity as this wasn’t

my role, I also had no qualifications and therefore no authority.

This was now my challenge – I wanted to be an Insurance

Engineer. So, that is what I did.

I enrolled in evening classes – NVQ Levels 1,2,3 – in Vehicle Paint

and Body refinishing, 2 years course 1 evening a week. On top

of this I asked a local repairer if I could spend time at their body

shop to actually inspect damaged vehicles, input the estimate

I had compiled into their estimating system, to gain experience

and have the opportunity to learn, in return I would help them

with Insurance queries, thus no monies were required or offered.

With this knowledge and now qualification I was able to use this

in my place of work, able to enrol with the Institute of Motor

Engineer Assessors – I was away.

From here I studied a further 5 years – with the assistance of

my Mentor at the time Mr Philip Archer – he was invaluable in

my learning and support being offered. The result was I am a

Qualified Motor Engineer, I believe I am the first female engineer

to have passed all the examinations at the time. Putting this skill

to into action came when I changed Insurers and was employed

as an Engineer, the challenges I faced were around the stigma

of the role being male dominated, and yes then it was, but when

you learn, train and gain experience through determination and

money of course – the courses, exams, don’t come on a sliver

plate, you can achieve anything. Repairers soon came to realise

I wasn’t a wall flower; I did / do know what I am doing and am

aware of my limitations

Now the Insurance industry has

many women in leadership and in

the technical sectors, which is

testament to each and every

one of them, as it is for the

gentlemen in the same areas,

If you can do the role and

show your experienced,

qualified then gender

should not matter.


PASSIONATE ABOUT HELPING PEOPLE

For a successful career in insurance claims, one essential

characteristic stands out – a passion for helping customers

rebuild their lives after a loss. Throughout my career, this

has been my main driver, and it is why I love my job.

I joined Sedgwick 26 years ago. My commitment to

continuous improvement quickly propelled me into

management. At 24, I became Sedgwick’s youngest

operations manager, and over the years, I have continued

to progress. I am now Managing Director of Home Claims

Services, responsible for approximately 800 colleagues

across home adjusting, including major loss, private clients,

subsidence, repair solutions and building consultancy.

Women in insurance

Transitioning into senior management presents challenges

regardless of gender. It is often assumed that women feel

they must have all the requisite skills before applying for

senior roles and must prove their worth more than their

male counterparts. I do not believe this is entirely true. In my

experience, if you focus on delivering your objectives, you can

develop within the role and contribute equally, if not more,

than your colleagues.

I have, however, benefited from the support of a strong

business network. I was part of the first cohort of Insurance

Breakfast Club members to complete the 12-month

development programme. Through remote learning, a

mentoring schedule and accountability sessions, I built a solid

network of like-minded colleagues who share the ambition of

supporting and inspiring women to grow into leadership roles

across the insurance industry.

Influencing and collaborating

Mentoring has been crucial throughout my career. It has

given me confidence in the technical and financial aspects of

my role while helping me develop new techniques, business

acumen and the ability to manage imposter syndrome.

In any business environment, it is also essential to influence

and collaborate with others. Identifying decision-makers

and understanding their strategic objectives enables you to

structure your plans to drive improved business results. It also

demonstrates your ability to take strong ideas and develop

them with colleagues to achieve excellent outcomes.

Flexibility and support

Success in any management role requires hard work and

determination. Everyone has to earn their place at the table,

and women bring a valuable perspective to the business.

However, the focus should always be on performance and

results rather than differences.

First’. This successful hybrid working programme empowers

colleagues to choose where, when and how they work while

ensuring their approach aligns with the needs of the business,

our clients, and their customers.

Future generation

Younger generations seek more than a job – they look

for impact, purpose and alignment with values. Business

integrity is key to attracting top-tier talent, supported by a

collaborative, inclusive and caring culture that promotes a

healthy work-life balance and clear career progression.

At Sedgwick, I was motivated to help launch the Women’s

Colleague Resource Group after noticing that many talented

women lacked access to visible role models and structured

support. Leading this initiative has shown me that while

mentorship is vital, women also need flexibility, sponsorship

and a culture that actively challenges bias.

As a member of Sedgwick’s talent and engagement board, I

helped drive our ‘Talent First’ programme. Designed to attract

new talent into loss adjusting, this initiative ensures we have a

diverse pipeline of adjusters to fill the future talent gap. I was

the first to encourage graduates without insurance experience

to join the business, many of whom have successfully

progressed into our major loss team.

Attracting school leavers

The industry has evolved significantly over the past 30 years,

and women now have access to the tools and support they

need to progress into senior roles. However, further effort is

required to attract young people into the industry, particularly

school leavers. Young professionals want to feel part of

something bigger, and our aim is to make that visible from

day one.

My personal goal is to promote insurance as a viable

option for those who want to start work while

learning and developing new skills. The sector

offers a wide range of opportunities, whether

in claims, underwriting or leadership – it

is a fantastic career path.

Angela Kelly,

Managing Director,

Home Claims Services,

Sedgwick

I have two daughters, and not so long ago, one of their

school nativity plays clashed with a business meeting.

My line manager told me my first priority was

being a mum and that I could deputise for

the meeting. It is this kind of support and

flexibility that women need to advance

their careers.

I was part of Sedgwick’s

original working group

that developed

and introduced

‘Flexible

Creating space for growth.

Leading with purpose.

At S&G Response, we believe that true progress is built on equality,

diversity, and inclusion. By creating an environment where every

voice is valued, we empower our people to lead with purpose

and grow with confidence.

Inclusive

Workforce

With a near 50/50 split

of female and male

employees, our teams

represent the diverse

communities we serve.

Balanced

Leadership

Women make up 54% of

our Leadership Team,

reflecting our commitment

to fostering gender

equality at every level.

Future

Development

In the last 12 months,

over 50% of promotions

from our Future Pathway

programme have been

achieved by women.

At S&G Response, we

know that when our people

– regardless of gender

identity, race, or sexual

orientation – are supported,

encouraged, and represented,

they thrive. And when our

people thrive – our clients

and communities thrive too.

www.sandgresponse.co.uk

FEATURES

Creating Space for

Growth and Leading

with Purpose in Insurance.

Danielle Williamson, Service Delivery Manager at S&G Response Ltd, shares her journey

from self-doubt to leadership in the automotive and insurance sectors. In a conversation

about resilience, representation and the power of mentorship, she reflects on the

importance of creating inclusive environments where all voices are heard and where the

next generation of women can thrive.

Q Danielle, you’ve carved out a successful and

inspiring career in what has traditionally been a

male-dominated industry. What has your experience

been like as a woman rising through the ranks in the

automotive and insurance sector?

A It has been a journey of resilience, learning, and

finding my voice. Early on, seeing few women in

leadership made it harder to picture myself there. I

have had to challenge assumptions and prove I belong,

but brilliant mentors and colleagues have supported

me. I focus on integrity, asking tough questions, and

challenging the status quo when needed. At S&G, I am

trusted to lead, encouraged to speak up, and supported

to be myself, which has shaped my professional and

personal growth.

Q What do you think businesses in our sector,

including S&G Response, are getting right when it

comes to supporting women’s careers, and where do

you think there’s still work to be done?

A Progress is being made, and S&G Response

shows the impact of intentional change. Shifting our

management team to a more balanced mix of men and

women came from rethinking recruitment, promotion,

and backing talent wherever it appears. Support and

trust have been invaluable, especially as a young

woman in senior roles. The sector still needs to push

for representation at the top and ensure flexibility

and inclusion are part of everyday practice, not just

buzzwords. Momentum exists, but it must be backed by

action, consistency, and evolution.

Q You’ve spoken passionately about coaching and

development, both as someone who’s benefited

from it and as someone now passing it on. Why do

you think mentorship is so critical for women in this

industry?

Q What barriers have you personally faced on your

journey to leadership, and how have you navigated or

overcome them?

A Self-doubt has been a major barrier. As a young

woman in senior roles, I often felt I had to prove

myself twice over. Imposter syndrome followed me,

even in success. Overcoming it has meant showing up

consistently, trusting my voice, and reminding myself I

earned my place. Surrounding myself with people who

challenge me, give honest feedback, and reinforce my

strengths has been crucial. Leadership is not about

having all the answers. It is about learning, listening,

and continuing to show up even when it feels hard.

Q What advice would you give to young women

entering the insurance or motor industry who aspire

to take on leadership roles?

A Back yourself. You do not need to have all the

answers or tick every box before going for an

opportunity. If you wait until you feel completely

ready, you might miss the moment. Say yes to things

that stretch you, even if they feel uncomfortable,

because that is where growth happens. Be curious, ask

questions, and do not be afraid to challenge the way

things have always been done. Surround yourself with

people who support you and give honest feedback.

Lead in a way that feels true to you. You do not have to

fit a mould to be effective.

Danielle Williamson,

Service Delivery Manager,

S&G Response Ltd

A Mentorship creates space for growth, confidence,

and clarity. It is about having someone who sees your

potential, even before you do. Mentors challenge you,

help navigate unspoken expectations, and remind

you that you belong. At S&G, development is part of

the culture, making it easier to pass on knowledge.

Intentional time, feedback, and support are among the

most powerful ways to lift others while continuing to

grow yourself.


• Ranked at number 70 in

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Delivering the

best in

client care

Express Solicitors is an award-winning no win no fee law

firm specialising in personal injury claims. Built on the

foundations of education, dedication and unwavering

customer service, our team of over 800 professionals is

committed to achieving the best possible outcomes.

We support clients through every stage with clear advice

and a caring approach to help rebuild lives after injury.

• A leading firm within Chambers

UK and the Legal 500

• Rated Excellent on Trustpilot

with a score of 4.8 and over

7,500 reviews

• Previous recipient of the Law

Firm of the Year award at

the Modern Claims Awards

and Highly Commended for

Outstanding Commitment to

Training and Apprenticeships

• Recognised as an ‘Outstanding’

company to work for by

Best Companies

• Highly Commended at the

Modern Law Awards for

Diversity and Inclusion

expresssolicitors.co.uk

call 0161 904 4660

2025

FEATURES

WHAT 2026 HOLDS

FOR PERSONAL INJURY LAW:

Innovation Without

Losing the Human Touch

As 2026 approaches, personal injury law finds

itself at a pivotal moment. Years of civil justice

reform, economic uncertainty, and pressure

on insurers and the courts have created both

challenges and opportunities. At the same time,

advances in technology are reshaping every

corner of professional services.

For our sector, the task is clear: harness innovation to

improve efficiency, while never losing sight of the personal

care that defines our role as trusted advisers. Yet alongside

these challenges within the personal injury sector, there

also lies the opportunity to reimagine how we deliver justice

with technology and client care sitting at the heart of the

conversation.

The digitisation of civil justice is set to accelerate in the year

ahead, along with further civil justice reform in future. For

claimants, this promises faster outcomes and relief from

chronic court backlogs. Yet there are risks. If systems become

too rigid, clients may feel sidelined by processes that prioritise

speed over empathy.

Artificial intelligence, once a distant prospect, is now capable

of entering daily practice. Tools capable of triaging cases,

reviewing documents, and even predicting settlement

outcomes are moving from the experimental to the possible.

The benefits are undeniable: greater consistency, reduced

costs, and the ability to direct human effort where it matters

most.

The court system has moved to a digitised platform for

issuing cases and it is possible to begin a claim via an online

portal directly, without the need for legal guidance, but this

also means the lack of access to advice as to the evidence,

quantum and offers made which could lead to under

settlements or even manipulation of vulnerable clients.

Personal injury law must position AI as an aid, never a

substitute, for professional expertise.

Competent legal representation is, of course, a basic

requirement of client care. Solicitors handling personal injury

claims must have the necessary expertise and experience to

manage the case effectively. This includes staying up to date

with changes in the law and best practices in personal injury

litigation.

The profession must also adapt from within. Tomorrow’s

personal injury lawyers will need fluency in digital systems and

data analysis as well as courtroom advocacy.

Law must ensure that technological progress strengthens,

rather than fragments, the mentoring and collaboration that

sustain excellent practice and that have always underpinned

strong advocacy.

So, what will define success in 2026? In my view, it will be the

ability to balance. If we use innovation to free time for what

matters most; listening, advising, advocating then technology

will enhance, not diminish, our service.

The personal injury sector has an opportunity to reaffirm its

identity: a profession that is modern, efficient, and data-aware,

yet one that never forgets the human being at the centre of

every case.

Efficiency and innovation will matter, but never more than the

trust, empathy, and advocacy that have always defined excellent

client care. Clients come to us at some of the most difficult

moments of their lives.

They deserve both the efficiency of modern systems and the

reassurance of human connection. If we get this balance right,

2026 could be the year the personal injury sector reaffirms its

role as a profession that is both forward-looking and deeply

personal.

Adele Greenough,

Client Care and Road

Traffic Accidents Partner,

Express Solicitors

At the same time, clients are becoming more demanding. They

increasingly expect the same convenience from their solicitors

as they do from their banks or retailers: user-friendly apps,

transparent portals, and immediate updates.

In 2026, this expectation will only intensify. Firms that succeed

will be those that blend digital convenience with personal care.

Technology can track a case’s progress, but only a lawyer can

provide the reassurance that a claimant’s story has been truly

heard and protection for vulnerable clients.

From the outset, it is essential to listen carefully to the

client’s account, understand the full impact of the injury on

their life, and appreciate their expectations regarding the

claim. Digitisation and AI simply cannot hope to emulate the

humanity needed to do the job.


Legal Service

delivered the

way you want.

We believe in providing a service

that is accessible and approachable,

we do this by following our core

values at Lyons Davidson.

We are proud of who

we are and what we do.

We focus on solutions

and think creatively.

We care about our

people, community

and environment.

Contact us: 0344 251 0070 | lyonsdavidson.co.uk | 43 Queen Square, Bristol, BS1 4QP

Eddie Longworth,

Director, JEL Consulting

Claims and Supply Chain

Development

Forgive me if I’m being a bit thick here, but it seems pretty

obvious to me that, in this instance, the requisite consistency

of discounting was not being followed. Only those customers

who bothered to call got the lower price which must mean

that those paying the higher (unchallenged) price must be

subsidising my wife!

My wife recently obtained a 17% discount on the renewal

premium for our home and contents insurance.

Worth a few bob. Congratulations! Well done. Happy bunny!

Hang on a minute though.

How is that she was able to gain an immediate discount on

the renewal price being offered? There was no change in our

circumstances, no change in levels of cover, no change in

methods of payment. Same policy, same conditions, different

price.

Of course, as I am ‘in the industry’ my wife knows that it is

preferable to ‘shop around’ when renewing a policy (the

shortest suicide note ever written for those insurers who

genuinely value customer relationships) but, in this instance

she chose not to follow that advice. Instead, she rang our

existing insurer and received a discount simply by querying

the renewal premium.

Listening into the conversation I can honestly assert that she

did not actually ask for a discount – it was proactively offered

on the back of my wife’s commentary that the renewal price

‘seemed a bit high’

Consumer Duty (Should) Rule OK

I’ve never known anyone to complain to the Financial

Ombudsman Service because they received a lower price. But

maybe they should!

We all know that consumers must receive fair value and there

must be a reasonable relationship between the price and the

benefits received. We also know that discounts can indeed be

offered - but there are rules.

The first rule is that of consistency: If discounts are routinely

offered only to those who challenge pricing, it may indicate

that the standard price is inflated or unfair for less assertive

customers.

Secondly, the rule of transparency: the rationale for the

discount must be clear and not exploit behavioural biases or

create foreseeable harm.

I have no idea of the basis of the discount (is everybody who

calls in offered a 17% saving?) or is it somehow biased to

obscure underwriting principles, whether my wife shouts down

the phone, asks at least twice for a lower price – who knows?

Could be anything. No-one bothered to explain.

My Abiding Fantasy

I love the insurance industry, particularly the claims and supply

chain sector.

I have been fortunate enough to advise insurers and suppliers

on business improvement projects across 3 different

continents. I hope I never have to stop working in this sector.

Part of my motivation is an abiding fantasy that sometimes

enters my sleeping hours as well as the working day.

What is it, I hear you ask?

Can we stop shooting ourselves in the foot? Please, please,

please.

My wife is not impressed by the discount given to her as the

immediate reaction to the 17% offer was that the original price

must have been too high. Insurers must be ‘ripping off’ their

customers on a regular basis.

She (and I) should actually not be required to ‘shop around’

at renewal time if there was a pricing regime for loyalty

that is consistently and transparently applied. Calling the

contact centre to get a discount should be met with a proper

explanation followed by a single word.

No!

We cannot reduce the cost as it is already fairly priced for you

and your circumstances.

If we stop shooting ourselves in the foot and apply the rules,

then wouldn’t this go some way to restoring our reputation

as trustworthy guardians of risk mitigation and providing help

when needed.

Well – we can all dream I suppose.


FEATURES

Supporting Women at Every Stage:

Driving Inclusion and Impact in Insurance

Claire Davies, HR Director for EMEA at Gallagher, explores

how the firm is tackling lifestage challenges; from caregiving

and motherhood to leadership aspirations, through inclusive

policies, flexible support and mentorship. She reflects on

her own leadership journey and how Gallagher’s culture

continues to evolve to empower women at every career

stage.

Q. From your perspective, what are the most significant life-stage challenges

women in insurance experience, and how do they impact their careers?

A. Women in the insurance industry, like in many other sectors, face life-stage

challenges that can impact their careers – examples would be motherhood and

the challenges of looking after a young family with many women being the main

caregivers, through to looking after elderly relatives. I know from experience

with elderly parents with dementia it can be a real juggling act to feel as though

you are doing “all of life” well and in balance. In addition, women generally

can face a more challenging prospect than their male counterparts taking on

leadership roles, which can be hindered by biases and a lack of visible role

models as we continue to be a fairly male dominated industry.

At Gallagher, we are committed to addressing these barriers by fostering an

inclusive culture, providing flexible working arrangements, and investing in

mentorship programmes that we are really proud of and that empower women

to thrive at every stage of their careers – these include initiatives designed for

our female leaders to help them to be successful, mums to young children who

want to have a better work/life balance and women returning to the workplace

after a period of leave.

Q. How has your own leadership shaped Gallagher’s approach to inclusive

policies and tailored support for women navigating these key life moments?

A. Giving women working at Gallagher the opportunity to progress and grow

their careers is something I am hugely passionate about, and I am pleased to say

that since I joined in late 2016 we have made significant progress.

Highlights include the creation and implementation of enhanced parental

leave policies, celebrating moments that matter to our colleagues, and our

women’s leadership development programmes, designed to address the unique

challenges women face. Some of the policies we have recently introduced

include enhanced paternity leave, neonatal care and baby loss. By fostering

open dialogue and creating spaces where women feel heard and valued, we’ve

been able to invest in their skills and confidence to capitalise on the potential

that awaits them.

Q. What approaches do you think can help HR and leadership teams create a

workplace where women feel supported at every stage of their careers?

A. Creating an environment where women feel supported at every stage of their

careers requires an approach that combines policy, culture, and leadership.

HR and leadership teams both play a critical role in building an inclusive

environment where women feel empowered to bring their whole selves to

work. This can be achieved by fostering a culture of allyship, where leaders

actively challenge biases and champion inclusivity, setting the tone for the

organisation. Underpinning this cultural shift requires policies that remove

barriers for women to succeed, alongside strong mentorship and development

programmes to help women achieve their workplace goals.

Q. How can the industry encourage more open and constructive conversations

around sensitive topics such as menopause, IVF, and miscarriage?

A. Encouraging open and constructive conversations around sensitive topics like

menopause, IVF, and miscarriage requires a cultural shift within the industry

– and at Gallagher, we believe that talking about these issues helps to break

down any barriers.

We take a proactive approach to equipping leaders and managers with the

tools to approach these topics with sensitivity and understanding, as well as

fostering a workplace culture where employees feel comfortable sharing their

experiences without fear of judgment or stigma.

Q. As Gallagher takes part in the Dive In Festival, what role do you think

initiatives like this can play in addressing these challenges across the

insurance sector?

A. Dive In festival is not just another industry conference or networking

opportunity; it offers a unique chance to connect with like-minded individuals

who are passionate about driving positive change in the industry. By signing

up for events, we become part of a community that is committed to breaking

down barriers, challenging biases, and fostering an inclusive culture within the

insurance sector.

Q. Can you tell us more about the events Gallagher is hosting at Dive In this

year?

A. Gallagher is leading on two events this year, focusing on the themes of

gender and families. Our first event Beyond the Policy: Supporting Carers and

Families in the insurance industry explores the practical steps which can be

taken within our industry to support those with enhanced responsibilities.

The aim of this event is to host a meaningful discussion on the topic of policy

evolution, discussing best practice for policies such as equal paternity and

maternity leave, neonatal care, baby loss and elderly care.

Our second event is on gender inclusion and is a session we hope will shape the

future of the insurance industry by exploring the critical importance of gender

inclusion within the insurance industry, highlighting the unique experiences

of industry professionals and the transformative impact of inclusive practices.

Delving into the experiences and expertise of a gender-balanced panel of

leaders and change-makers from across the industry, sharing their journeys and

challenges within the insurance industry.


FEATURES

Even if every net-zero promise is met, The

Economist warns there is still a 1 in 20 chance

the world will be at least 2°C warmer by the

century’s end. That means children born today

are seven times more likely to face extreme

weather events than their grandparents. For

insurers, brokers, and claims professionals, this is

not hypothetical – it is a daily operational reality.

Global Claims Data

At Sedgwick, we believe that responding to climate

catastrophes requires more than reactive claims handling. It

demands foresight, innovation, and a profound commitment to

prioritising people. With operations in over 80 countries and

the largest loss adjusting team in the world, our global reach is

unmatched.

Our industry-leading experts handle every type of loss,

including auto, aviation, marine, and property – ranging from

low-level residential and commercial claims to the most

complex and catastrophic. This produces a vast global dataset,

particularly on losses caused by extreme weather – heatwaves,

droughts, wildfires, bushfires, hurricanes, storms, and flooding.

By analysing historical claims information across different

geographies, we use predictive technologies to model potential

scenarios and allocate resources efficiently – from adjusters

visiting customers and claims management colleagues

handling calls, to organising emergency payment systems and

coordinating with local community support networks.

There are, of course, regional variations. For instance, in New

Zealand, earthquakes are a significant concern. In contrast,

in the UK, the risk of flooding is higher than, for example,

wildfires, and the necessary preparedness for each event is

entirely different.

Speaking Their Language

The increase in extreme weather events has driven us to

better leverage our global infrastructure. During the pandemic,

when Australia was completely locked down and Queensland

faced severe flooding, we used our advanced worldwide IT

and telephony platforms to assist remotely. Working on the

same systems, teams in the UK and Ireland were inputting new

claims, taking FNOL calls, and managing payment requests,

while colleagues in Australia were sleeping. This provided an

around-the-clock claims management solution, alleviating

a critical local resourcing issue and ensuring continuity of

customer care.

However, the ability to provide an ‘on-the-ground’ response is

crucial, and it is essential to work closely with clients to ensure

potential resource needs are aligned with their exposure. A

client may have a growing book of business in an emerging

Asian economy, which is then hit by an extreme weather

event. They need a team of experts who not only speak the

language but also possess the necessary claims skills and local

knowledge to respond effectively in that location.

Preparing For Catastrophes

The world faces growing challenges associated with climaterelated

risks. In advance of any disaster, our teams of CAT

experts are prepared and ready to travel worldwide to help

resolve claims and restore infrastructure and livelihoods.

Clients are increasingly aware that they must be prepared for

the worst and need to work with supply chain partners that

have the scale and capacity to deliver a robust and tightly

coordinated response.

Advanced weather reporting databases and CAT planning tools

are crucial in monitoring developing threats and publishing

timely alerts, both internally and to clients, keeping people

informed on how to stay safe and what we can do to help.

Developments in artificial intelligence (AI) enable us to provide

the earliest possible indication of the total number of claims

and what reserves need to be set aside for each particular

event.

Building Climate Resilience

Flooding in the UK has become more frequent and severe,

but resilience goes beyond recovery – it is about reducing

future risk. Over the past decade, Sedgwick has relentlessly

promoted the importance of property flood resilience (PFR).

We have worked with the University of West England, Leeds

University, Middlesex University, and Flood Re to research how

we can improve our understanding of flood resilience costs and

benefits.

We take a leadership role in driving flood resilience in the

UK as Chair of the Flood Resilience Round Table, working

closely with the Department for Environment, Food and Rural

Affairs and the Environment Agency on various PFR projects.

Additionally, Sedgwick is the only loss adjusting firm to hold

ClimateWise membership, and we helped them develop the

Sustainable Claims Guidance.

Flood resilience comes in two parts. The first involves

minimising water entry into a property, such as installing flood

doors, barriers, and non-return valves. The second is about

making recovery easier and quicker – replacing carpets with

tiles and raising plug sockets, for example. Simple suggestions,


FEATURES

such as moving stock, precious possessions, and IT equipment

to a higher level and signing up for local flood alerts, cost

little and yet help reduce the impact of flooding on home and

business owners massively.

Carbon Values Calculator

Building on the lessons learned from research projects, we have

developed a better way of managing flood repairs. Involving

dramatically less strip-out and new, remotely monitored drying

techniques, our resilience repairs service successfully reduces

the average time to settle wet peril claims. It also typically

saves insurers 15% on repairs, contents, and accommodation

costs, and reduces carbon emissions by 30%.

Key to measuring the environmental impact of insurancerelated

building repairs is the development of our highperforming

carbon values calculator. This tool enables us to

accurately calculate the financial cost of the repairs, together

with the carbon costs, and evaluate the potential for greener

options. New low-carbon materials, such as insulation and

graphene paint, reduce carbon costs by 4.03% with minimal

added expense.

Measuring Success

Last year, we launched our loss mitigation and sustainability

consultancy. This initiative combines damage management

recovery with environmentally friendly practices from the

outset of any loss. By integrating sustainable measures early

in the process, we can design more effective, carbon-neutral

recovery programmes. In 2024, we saved clients over £10

million through accurate assessments and sustainable repairs,

while also saving carbon emissions.

We are working in partnership with various major insurers,

sharing our knowledge and know-how to further their carbon

emissions reduction campaigns. We are also collaborating

closely with one major insurer to encourage greater customer

uptake of the Government’s Build Back Better scheme.

Working With Customers

Following a significant flood event, many insurers, brokers, and

adjusters actively promote and offer access to expert advice on

installing flood-resilient measures as part of the reinstatement

process, but the uptake is generally low. Traumatised by the

incident, it is understandable that many customers focus on

recovery and can be reluctant to embrace change.

However, behavioural scientists have helped determine

how best to communicate resilience messaging, involving

the creation of a roadmap that takes the customer on a

journey. It is designed to help them understand and accept

the risk of flooding and to develop an appreciation of what

flood resilience entails. This approach encourages customer

engagement and empowers them to take essential steps to

make their homes more flood resilient.

An AI solution is also currently being developed to highlight

specific claim features at the FNOL stage, such as vulnerable

customers and estimated claims expenditure. This will

automatically review claims data and calculate the anticipated

cost, making reserving and routing claims much more efficient.

In high-volume third-party administrative work, AI is already

transforming decision-making. Smart intake forms process and

triage large volumes of claims data and then direct cases to

the appropriate team.

Faster, Fairer Claims

Next-generation digital tools have transformed the customer

experience. Interactive self-service claims management portals

offer instant 24/7 responses, which are essential in today’s

market. Many customers are also using real-time video apps to

help adjusters inspect and scope lower-value or hard-to-reach

losses remotely.

Some weather events, such as windstorms, generate high

numbers of low-value claims. In response, we have introduced

a fully automated process to provide a better solution for this

work. Customers can report a storm claim, receive a decision

and payment without needing a visit. It is a simple end-to-end

process that reduces telephone traffic, enabling us to process

large numbers of claims quickly and efficiently.

We also use image recognition software and AI to offer a

convenient self-service option for validating and settling

domestic flooring claims. This solution reduces the cost of

managing typically low-value work by £40 per claim, and no

visit saves around 43 miles in travel, resulting in substantial

carbon savings.

Putting People First

AI and other digital developments enhance speed and

accuracy, but technology can only support the human touch –

it cannot replace it.

Empowering colleagues with intelligent tools enables them to

focus on what matters most to the customer. Every customer

has different needs, and responding with the right solution

is crucial. Where the loss is more complex, the customer is

vulnerable, or does not want to interact digitally, they must be

routed directly to the right claim specialist for individual oneto-one

support.

With predictive technologies, innovative claims handling,

and a relentless focus on resilience, we can help customers,

communities, and our clients adapt, plan, and thrive. Sedgwick

provides caring that counts – and caring is at the very heart of

who we are.

Neil Gibson,

CEO, Sedgwick UK

Net-Zero Pledge

Insurance-related building repairs have the greatest

environmental impact across the industry, and implementing

effective, sustainable claims management practices is

fundamental to reducing Scope 3 emissions.

To play their part in stabilising global temperatures, many

insurers have pledged to become net-zero between 2030 and

2050, and their supply chain partners are required to share

that goal. To this end, last year, Sedgwick was certified carbon

neutral across all UK operations, and we are currently one of

2,051 organisations that have signed up and committed to

achieving Science-Based Targets (SBTi) of net zero by 2030.

Innovation In Action

New digital solutions are deployed in all areas of claims

management, enhancing efficiency and reducing costs.

Satellite imagery, for instance, offers valuable insight during

flood events and hurricanes, providing eyes on inaccessible or

dangerous areas. Pre- and post-event images can be overlaid,

which not only verifies the property’s existence and condition

but also helps detect fraud and determine whether a building is

repairable or a total loss.


THE

FRAUD

BOARD


THE FRAUD BOARD

EVERYONE CAN

FIT IN

September 1999 feels like yesterday. I was

entering the Head Office of Barclays Bank to join

their graduate programme. I was young, French,

female and starting my international marketing

career in Financial Services. Whilst it was the start

of a dream, I was engulfed in a mix of excitement

and apprehension sprinkled with a fair dose of –

typical! - imposter syndrome.

Fast forward 26 years, add a marriage, three children, an

international career that equally spread over banking and

insurance, and now a job I adore as Global Head of Marketing for

Charles Taylor’s Adjusting division…and I am still there. Looking

back, would I do it any other way? Not at all.

Today, it is my turn to encourage young people, and young

women especially to foster a career in this amazing sector

which offers an infinite number of career options. From risk

management, technology, operations, to human resources,

commercial and, in my case, marketing, everyone can fit in!

I’ve long championed diversity, education, and inclusion, and am

lucky that Charles Taylor, and the insurance industry in general,

are pushing for a more open and representative future.

Insurance is hungry for talent and is blowing away its image of

being an old fashioned, dusty, “gentlemen’s club” industry. Of

course there are still pockets of it, but they get smaller every

day. And it is making progress through:

Openly promoting – and celebrating! - inclusivity and diversity

of all sorts

Creating a fairer path for career progression and compensation

Developing the next generation through mentoring and

qualifications

Adapting to new working patterns and a need to belong with a

purpose

And Insurance has a massive purpose! It keeps us afloat as a

society. it is about empowering people to create and dare with a

safety net. In a very volatile world, where climate change, cyber

and political risks are rocking the planet, it has never been so

important.

And insurance is cool, it has become tech driven. For instance,

the work that our anti-fraud team does here at Charles Taylor

through Bobby Gracey (who normally occupies this column)

is utterly fascinating. Using open source data and A.I., their

investigation processes to track insurance fraudsters could come

straight out of a Mission Impossible movie.

I could not be prouder to work in Insurance, or happier to work

with some very inspiring claims management experts here at

Charles Taylor. So, if you like helping people, solving problems,

and being curious about how things work, there is a place for

you in this profession.

We’re making progress—and I’m

excited for what comes next.

TALKING RUBBISH?

The path from corporate fraud investigation to

insurance fraud data strategy

Twentysomething me stood up to his ankles in reeking bin waste.

Blue plastic covers on black oxford shoes, clear plastic gloves and

a white mask. The covert operational team had done their job,

securing the suspect’s cast out office waste and, as the newcomer

to the business, the project team had assigned the review of the

search material to me.

It was meant to be clean business refuse, but the stench

suggested otherwise. The targeted paperwork was covered in

discarded curry. Nonetheless the exercise had been worthwhile,

as within the stinking mess was the sought after evidence: a

stolen client list used by an ex-employee to set up a rival firm.

Fast forward thirty years, and now I deal with garbage of a more

electronic kind: understanding the data held by clients and this

can be better used to detect insurance fraud. But it’s often no less

messy, with challenges remaining in data integrity, completeness,

storage, orchestration and availability, it remains a world of

‘garbage and garbage out’ even in the modern world of AI.

My journey into insurance counter fraud

Like many, I fell into fraud investigation and then insurance by

chance. A reluctant regulator after leaving university, I found my

aptitude to be spotting patterns in data for insider trading, market

manipulation and trading abuse, rather than the oversight of

compliance regulations.

With a burgeoning interest in fraud, I secured a role as an entry

level investigator in the world of corporate fraud investigation.

And with a natural comfort in using data, quickly developed skills

in those early days of pro-active fraud detection and analytics.

But while these skills were honed in the world of detecting bribery,

corruption, occupational fraud and embezzlement, it was the

world of insurance that created wider opportunity. First, as a

technical subject matter expert, then growth through leadership

development and subsequent accountability for strategy

While my personal path is unusual, I’m delighted to see the clear

career opportunities that now exist in insurance counter fraud,

with more numerous paths than I experienced. And three aspects

stand out:

The breadth of roles: From policy validation to claims special

investigation and intelligence analysts to data experts,

we’ve developed a huge variety of technical and managerial

advancement opportunities

Our collaborative community: An area where insurance simply

excels, with unrivalled communication and collaboration between

teams, firms and our business ecosystem in data, intelligence and

knowledge sharing in a collective goal to reduce fraud

The appetite for innovation: A sector that thrives on improving

capability and transformation and with a now mature approach to

winning at both stopping fraud and protecting and benefitting the

customer

So, while I personally fell into combatting insurance fraud,

there’s never been a better time or

opportunity to attract and develop

our future talent.

Anne Vigouroux,

Global Head of Marketing,

Charles Taylor

Matt Gilham,

Director, Whitelk


MAKING IT IN

MALE-DOMINATED

INDUSTRIES

WITHOUT A MAP

I started my career in banking and then fell into

fintech and finally into insurance, as hazardously

as indeed most people make career decisions.

All three sectors have traditionally been very

male and, although women make up 60% of the

insurance workforce, they only account for 35% of

management positions and less than 7% of CEOs.

So how did I get the proverbial corner office?

Yes, I’m pretty gritty and have a good head, but let’s be honest...

Firstly, I never had children or a family until very late, and then

only did the “microwave meal” version by marrying someone who

already had teenagers. This means I never lost out on years of

promotions and pay rises, which is what normally happens when

women take maternity leave.

Secondly, my first C-level role was as the UK-based, regional

CEO of a Swedish company. This was nearly 20 years ago and I

do think it would have been harder for me to get that job with

a British company at the time. The Swedes already had a very

strong culture of gender equality, robustly supported by policy,

and I know this helped me.

So how do we now, in 2025 and beyond, get better female

representation at all levels? Do we need policy changes? Cultural

change? Quotas?

I have lived and worked in a number of different countries and

based on what that has taught me, my view is that…

- flexible working is key for retaining and attracting highly

valuable female talent: allow part-time or flexi-time for parents,

so they have a chance of managing both work and family. This

can help retain your existing employees, but it can also attract top

female talent back from voluntary child rearing “unemployment”;

- men should be awarded better parental rights than the meagre

2 weeks’ statutory paternity leave we have in the UK today.

Statutory maternity leave is a full year. This disparity not only

means that women lose out on promotions and pay rises, it

also means that they lose out on job opportunities altogether,

particularly in their late twenties and early thirties. Granting men

more equity as parents will result in women obtaining more equity

in the workplace;

- voluntary quotas make a difference and work well, particularly if

they are phased in and increased over time. Establish quotas with

a future target date for percentage of female candidates when

hiring, for women in management and leadership, and make sure

you hit your targets;

- women’s networks can have a positive effect, so join one or

establish one in your own company.

THE FRAUD BOARD

REDEFINING SUCCESS

ONE CHALLENGE AT

A TIME

My career initially started in the LV= General

Insurance call centre and within 18 months I had

progressed into the Fraud and Financial Crime

team, holding various roles which subsequently

shaped my career. Today, I oversee technologies

supporting Allianz UK’s fraud prevention and

financial crime compliance strategies.

Reflecting on my career, I’ve learnt that resilience and support

are key to overcoming challenges.

When life throws curveballs, it’s not always easy to bounce

back. There’s no silver bullet, no single mechanism that builds

the resilience to achieve your goals while managing personal

responsibilities.

For me, my career progression has been down to a combination

of factors: a strong support network, access to great mentors,

and flexible working.

I’ve found career development programmes invaluable to boost

my confidence and establish a reliable network. Advice and

support from peers have also helped me navigate challenges

and develop professionally.

While mentoring has benefited me, I’ve been particularly

inspired by women who have moved into senior leadership

roles while navigating personal and professional challenges.

They demonstrated the possibilities and encouraged me to aim

higher, even when I doubted myself.

In the past, I’d put undue pressure on myself to exceed

expectations and never accept “good enough”, a mindset that

proved unsustainable when life veered off course. A mentor

taught me the importance of prioritising my wellbeing and

giving myself permission to focus on life outside of work.

Access to flexible working arrangements is equally important.

In 2022, I became a carer which required me to re-evaluate

my work/life balance. I explored possibilities to condense my

working hours, which was uncommon in management roles at

the time. This was approved and prevented disruption to my

career and burnout. While more common now, the industry

could go further by increasing job-share opportunities.

I share my experiences to empower others, particularly

women, in a traditionally male-dominated industry. While many

challenges are gender-neutral, often there are biased effects

on women due to societal roles, especially caregiving. These

dynamics reflect broader societal norms and expectations that

continually evolve, influenced by the drive towards equality.

My advice to others is to build your network, find your mentors,

and advocate for the support you need. With the right tools, it’s

absolutely possible.

And most importantly, if you are a

woman reading this, apply for the

job, ask for the promotion, take the

initiative. Don’t be shy.

Mireille Dyrberg,

CEO, FRISS

Suzy Ridgway,

Head of Crime Systems, Allianz UK


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THE FRAUD BOARD

NOT JUST A SEAT

AT THE TABLE —

CREATING SPACE

FOR WOMEN TO

LEAD

When I joined RGI in the admin department in

November 2016, I was fresh out of university and

eager to make an impact. As a new Psychology

graduate, I was fascinated by the breadth of

investigations available at RGI. I couldn’t wait to

get stuck in.

It was no secret that the industry was a male-dominated

space then, and that still can be seen now. Gender workplace

stereotypes were common; the expectation that women will be

more reserved, while men control the environment with a ‘boys

will be boys’ mentality. It ultimately makes things challenging. It

leads to the perception that employers are less forgiving when

women make mistakes at work, leading to tension from trying to

maintain a consistent high standard and causing fatigue.

It’s vital to recognise the things women were actively

experiencing and do something positive about it. To call out bias

and work towards an equal and positive work environment. This

industry should not be a boy’s club; we’re all one team. Seeing

women in roles that are normally filled by men showed me that

RGI was invested in bridging the gap and supportive of women.

Fewer mountains to climb. More routes to the top

We work hard to keep things equal, which is why we have a

flatter hierarchy model than most businesses in our industry. It

means that communication between the team is more fluent

and exposure to leadership is more regular.

The impact this had on me when I started all those years ago

was significant. Working closely alongside upper management

enabled me to learn from them directly every day. Managers

could instantly recognise the team’s growing skills and qualities.

Perceived gender roles take a back seat. Ideas lead the way.

It showed that RGI care about giving female employees to

opportunity to flourish.

We remove barriers so that managers are exposed to the

full depth of talent in their business. They can unlock their

full potential with more freedom and less pressure. I’ve had

the freedom to shape my role, influence decisions, and grow

professionally. And I’ve seen others do the same, regardless of

their background or job title.

THE FUTURE IS

FAIR: HOW WE CAN

REMOVE BARRIERS

FOR WOMEN

IN INSURANCE

After 20 years working in the insurance sector, my

hope for the next generation of women is simple:

that they can progress through their careers

without encountering the barriers that still appear

to persist today. I’ve noted that throughout my

career that at entry and junior leadership levels,

the gender balance was almost 50/50. Yet as

we reach mid- to senior-level roles, that balance

drops sharply – almost falling off a cliff even with

attempts to redress the balance. The capability

and ambition are there; I’ve seen it first-hand. But

something is preventing women from progressing

in equal numbers.

Bringing that vision to life requires deliberate action from

today’s leaders. We must create cultures where senior figures

actively sponsor high-potential women, championing them

for career-defining opportunities. We need transparent

pathways to promotion, removing the ambiguity that too

often favours those already embedded in long-established

networks rooted in tradition. Senior roles must be accessible

without forcing people to sacrifice work-life balance, which

means flexible career models should be the norm, not the

exception. Above all, recruitment and promotion decisions

must be consistently fair, evidence-based and free from bias.

Targeted development opportunities are also crucial.

One strong example is Sedgwick’s Women in Leadership

programme, a new and exciting 12-month journey equipping

women with the confidence, strategic insight and influence

needed to succeed, while building lasting networks and

connecting them to role models who inspire and guide them.

Programmes like this don’t just accelerate individual careers;

they strengthen the leadership pipeline, improve retention

and bring fresh perspectives to decision-making at the top.

If the industry commits to these actions, my hope is that

in the not-too-distant future we won’t be talking about a

“ceiling” in the career journey. Instead, we will see a strong,

steady ladder where women can climb as high as their

ambition and capability will take them – with today’s leaders

proud to have helped build it.

Work shouldn’t be a harder place to be because of your

gender. When workplace bias is challenged, we don’t just show

support for women. We build stronger, more inclusive teams

that perform better and businesses that thrive. It’s not only

empowering, it’s transformative.

Emily Turner,

Operations Manager, RGI Solutions

Gail McPake,

Independent Adviser on HR

and Leadership, Gail McPake

Consulting


ILC

Built for claims professionals,

by claims professionals

Upcoming events

To find out more about ILC's

activity calendar for 2025 contact

rachael@iloveclaims.com

iloveclaims.com

FEATURES

ENCOURAGING

N

EVOLUTION

Look across the insurance industry today, and the view feels both familiar yet

evolving – new approaches, advanced technologies, greater diversity, more voices

being heard, and new stories starting to shape the narrative. And although the

change is encouraging and inspiring, it continues to face challenges.

The insurance industry continues to offer a solid

foundation: competitive salaries, structured training

paths, and diverse career trajectories - from

underwriting and claims to technology and leadership.

Many firms now foreground diversity – noting the

proven benefits - as a longterm strength rather than a

boxticking exercise.

Challenge and change

Despite this, challenges persist. In the UK, 96% of

women surveyed for Insurance Business UK’s Elite

Women 2025 reported a shortage of female leaders to

inspire. Research by AXA UK also found almost a third

of female business owners don’t think investors take

them seriously.

Yet, beneath these challenges lie strong currents of

change. Recognition programmes - such as the Women

in Insurance Awards 2025 - are uplifting women’s

stories and shifting industry perceptions, encouraging

the next generation to see insurance as a purposeful

and promising career. At Lloyd’s of London, women now

occupy 36% of leadership roles, with a stated ambition

of achieving parity by 2030.

Leading by example

A highlight of ILC’s Exclusive Motor Claims Conference

2024 was a ‘fireside chat’ with Caroline Johnson,

Director of Claims at Allianz. Caroline shared her

journey in the insurance sector – something she had

‘fallen into’ like so many peers.

However, noting a time when she first joined the

industry and would be one of two women in a room

of 100 peers, Caroline highlighted the shift and how

today’s focus was ‘not just about gender anymore’. She

said, “It’s about bringing diversity in all forms, from

different life experiences to diverse ways of thinking.”

A view of the future

ILC’s own New Generation in Insurance Claims research

which surveyed more than 2,000 early careers

individuals – in collaboration with UCAS and Consumer

Intelligence – highlighted some stark variances in

gender perceptions of a career in insurance.

Not only was the desire to ‘contribute to a meaningful

cause’ and the aim to ‘maintain a stable and secure

job’ higher priorities for females than their male

counterparts but ‘achieving a leadership position’

or ‘owning my own business’ seemingly held less

significance.

Clearly, this is a generalised sample – predominantly of

young people starting out on their career journeys - but

it does support the idea that diversified teams bring

different focus, skills, and talents to the table.

Looking ahead with purpose

The story of women in insurance appears to be one of

progress – albeit arguably slow – but also of purpose,

persistence, and promise. Further, the focus on diversity

now extends way beyond ‘just’ gender with a keen

focus on making sure the sector benefits from being

more accessible for all.

Barriers seemingly endure, yet they

are being met by real leadership,

purposeful innovation, and growing

platforms for recognition. As the

industry steadily builds better

representation, pay equity, and

governance, it moves closer to

delivering a better tomorrow - one

where talent, regardless of origin,

shapes a stronger, more inclusive

future.


6

THURSDAY 26 TH FEBRUARY 2026

The Rum Warehouse, Liverpool

NOMINATIONS ARE

OFFICIALLY OPEN!

Nominations Deadline:

Friday 21st November 2025

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Kindly Sponsored By:

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Twenty Categories to Choose From,

which ones will you pick?

Insurer of the Year

Broker of the Year

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Outstanding Commitment to Training

& Apprenticeships

Best Green Initiative

Supporting the Industry (1-25 Employees)

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Innovation of the Year

Tech Initiative of the Year

Major Loss Award

Fight Against Fraud

Rising Star of the Year

Giving Back to Charity

Best Customer Service

Best Place to Work

Diversity, Equity & Inclusion Award

minutes with...

Claudia Dent

What’s your most memorable career achievement?

Q

Winning the ‘Rising Star’ Award at the Women in

Insurance Awards stands out as a particularly defining

Aand surreal experience. More than just recognition,

it marked a clear turning point in how I began to show up

in my professional career. That said, when I reflect more

deeply, it is often the quieter milestones that feel equally

as meaningful — like landing my first graduate job, with the

recruiter speaking to my very elated parents, or my first

meeting with senior executives. These moments represent a

paradigm shift in my perspectives and confidence – in ways

that have shaped the way I show up in my career.

What has been the most valuable piece of advice

you’ve received?

Q

Written to me in a card back in 2017, it is the simple

advice of my Grandad that I always go back to

A– “Grandad’s best advice for survival – in further

education and in life:

If it isn’t true, don’t say it.

If it isn’t yours, don’t take it.

If it isn’t right, don’t do it.

Follow these three points and you’ll be fine.”

It is the simplicity of these three guiding principles that

has kept me afloat, especially when navigating difficult

decisions or uncertain environments. In a world often

overwhelmed with complexity and noise, there’s value in

striving to live with integrity, honesty, and pragmatism. It is

a reminder that character matters, and that doing the right

thing – no matter how hard or unnoticeable, is what truly

defines you.

What has been the key positive and/or negative

impact of change in your area of the market?

Q

One of the most encouraging changes I’ve witnessed

is the continued momentum around culture, diversity,

Aand inclusion — not just in rhetoric but in action. It’s

inspiring to see professionals driving initiatives that create a

more equitable market.

I’ve also seen the market’s approach to sustainability

mature. There’s now more emphasis on embedding

climate considerations into strategic planning, balancing

responsibility with commercial pragmatism. It’s encouraging

to see sustainability becoming a core strategic pillar rather

than a standalone agenda item.

If you were not in your current position, what would

you like to be doing, and why?

Q

If I weren’t in my current role, I’d probably be off

somewhere trying to blend my love of languages

Aand the natural world. I’ve always been interested in

different cultures, and I have a real fascination for geology,

having studied it at university. So, in an alternate universe, I

think I’d be a volcanologist who travels a lot and dabbles in

human rights on the side.

It’s a bit niche, but it captures the things that excite me:

exploration, learning, and doing something that (hopefully)

makes a difference. Plus, I’d get to wear walking boots to

work.

Q

A

What three items would you put on display in a

museum of your life, and why?

would struggle to limit myself to three items given I

own several “memory boxes” packed with everything

from heartfelt cards to my secondary school printing

pass (very sentimental). If I had to distil down into the

things that represent me, it would be a bookmark to

represent the books that have widened my perspectives

or shaped me in some way. I would display my passport,

stuffed with boarding passes and receipts, reflecting my

tendency to say “yes” to anything that involves a trip

somewhere. I’d also throw in a pair of chopsticks for good

measure – at tribute to my obsession with ramen!

What three guests would you invite to a dinner

party?

Q

1. James Acaster – because I want to spend my life

laughing and dinner parties can so easily teeter into

small talk territory.

A

2. Louis Theroux – for interesting conversation, and because

I love how his documentaries strike a balance between

curiosity and compassion – an energy I imagine he’d bring

to dinner.

3. Taylor Swift – as I’ve been a big fan since the country

days, and into adulthood I’m still in awe of her resilience and

reinvention. Also, I have questions about her ‘The Tortured

Poets Department’ album and I’d like answers over dessert.

Claudia Dent,

Senior Exposure Analyst, Westfield Specialty International


FEATURES

WHY

EXPERTISE STILL MATTERS

Increasingly frequent and severe

weather-related losses create a demanding

environment for loss adjusters. But, as Luke

Brannigan, people development director, Major and

Complex Loss at Crawford & Company explains, the

industry can keep pace by balancing expertise with

technology.

As weather-related events become more frequent and severe,

loss adjusters are required to function at ever higher levels and

to turn claims around faster without compromising on quality.

Technology and automation are part of the solution. At

Crawford & Company, we already leverage AI to improve

productivity and efficiency while also building towards clientfacing

offerings. Other technological solutions, from drones

to video site visits, enhance our ability to respond quickly to

climate-related losses. But when utilising technology, the focus

is always on augmenting what we do rather than replacing

those human skills.

This is because we believe person-to-person connection is

essential to our work: automation can deliver benefits such as

speed and accessibility, but our clients still need real people

who are easily reachable by phone, email or in person as

the situation demands. We must always remember that we

are often seeing people when they’ve lost their homes or

businesses. That’s where having people skills like empathy

really add value.

And with major losses now spanning climate-driven natural

disasters, supply chain disruptions and infrastructure

breakdowns, we’re committed to building teams with the skills

required to meet rising demand and to deal confidently with

large, complex losses involving multiple stakeholders.

The acronym VUCA, standing for volatility, uncertainty,

complexity and ambiguity, originally a military term to

describe the post-Cold War political landscape and now

widely used in leadership and business contexts accurately

describes the environment in which loss adjusters now

operate. This is why we work to expose them to larger and

more complex losses, under supervision, as early as possible.

Through this, we familiarise them with the latest technology

so that they begin their careers equipped with a solid

understanding of client expectations, particularly for major

loss scenarios, where your actions or failure to manage a key

relationship can make or break your professional reputation.

Developing people to work in this new environment is what is

what I like to describe as a ‘wicked problem’ – a phrase coined

by Keith Grint, Professor Emeritus at Warwick University

– because there is no ‘win’ state where all training and

development has been completed, and our people are fully

equipped for whatever challenges will arise in the next five or

10 years.

Instead, we need to create innovative bundles of solutions

that will adapt and evolve to keep pace with the changing

environment. To be able to deliver on this, we continue to

recruit and train the next generation of loss adjusters. This is,

of course no small undertaking because the much discussed

‘war for talent’ is one of the key strategic issues that continues

to face the insurance profession in 2025.

A focus on Continued Professional Development is also

important. It equips us to meet pressures that are particularly

prevalent in relation to climate-related major losses, such as

the need to comply with new legislation and local practices

and guidelines, and to meet demand for more sustainable

repairs.

As an industry, we must be prepared to be challenged on what

we are doing to meet this demand, and to evidence how we’re

doing it. Clear, practical solutions are needed. In the stripout

phase of flood claims, for example, steps can be taken to

reduce the amount of melamine-faced chipboard kitchen units

that go to landfill.

At Crawford, we partner with internal and external parties

to develop such real-world sustainability initiatives. In

the UK, these include our award-winning Zero to Landfill

soil management policy, which drives programs to treat

contaminated soil and reduce reliance on landfill. We also

partner with the Community Wood Recycling Project to

repurpose wood from claims and we recently donated habitat

boxes made from recycled wood to Bristol City Council.

At the same time, we work to ensure our teams can meet the

rising client demand for effective and efficient communication

and speedier settlement of claims.

Faced with physical damage and business interruption,

the pressure to resolve climate-related losses as quickly as

possible is unlikely to reduce in the near future. Technology

such as drones and remote video site visit will help us to

deliver, but speed must be balanced with diligence and depth

of expertise.

This is why, whatever the technological advances, our people

remain our greatest asset, and their development is one of the

things that I spend the most time talking about at Crawford.

This is why Crawford Academy is integral to our strategic

goal of creating a talent destination in the profession. We

identify people throughout the business who want to develop

careers in more complex claims areas and provide them with

the expert-led training, professional development, as well as

coaching and mentoring to make progress.

We believe Crawford is leading the market

in terms of investment in people, setting a

benchmark for how to prepare them to meet

the challenges that will be so important as

climate volatility persists. It points the way

to a more forward-looking, progressive

approach.

Luke Brannigan,

People Development Director,

Major and Complex Loss,

Crawford & Company


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Extreme weather events account for $175 billion in economic losses and nearly $100

billion in insured losses in the US alone last year, due to extreme weather events.

That’s the bad news. The good news is that we are entering a new era of data-driven

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FEATURES

MANAGING LARGE & COMPLEX LOSSES IN A

With climate-driven losses on the rise, Glenn Thornton, Head of Major & Complex Loss at Crawford

& Company, explains why it has never been more important for loss adjusters to be flexible and

responsive.

As climate-related catastrophes become more frequent,

severe and globally disruptive, the role of the loss

adjuster is evolving, with a growing focus on expertise

and collaboration.

Traditionally, a major loss adjuster would manage all

aspects of a claim. At Crawford & Company, however,

we now handle these claims through diversified

teams of specialists, including surveyors, accountants,

claims technicians, sustainability consultants and loss

mitigation experts.

These specialists are deployed on major claims as

needed, meaning the adjuster's role is now more

focused on loss management. This approach allows

us to respond more effectively to severe, localised

incidents, such as the significant impact of Storm

Ciarán on Jersey in November 2023.

A large, diversified team can deliver the speed and

efficiency that are essential in today’s major loss

environment. Customers understandably view their

claims as urgent, so having scalable teams allows us

to manage ongoing work while responding to new

incidents of any size.

The team-based approach also brings depth of

expertise. We often involve our engineering team on

major claims alongside other in-house specialists, such

as lift or plant and machinery experts.

Technology is another critical asset that enables rapid

response. For example, during Storm Ciarán, damage

occurred in many remote locations, making drones

essential for quick assessment. Similarly, in UK flooding

events, we work with clients to map likely impact areas.

Increasingly, flooding arises from surface water rather

than rivers, so we monitor river movement, runoff and

surface water impact to predict potential flooding

and help clients mitigate losses. Technical tools also

allow us to model and plan for potential incidents, and

to accelerate the drying and restoration of flooded

properties.

any type of loss, anywhere, at any time.

In a world of increasingly complex climate-driven

losses, developing the next generation of technical

claims leaders is a key priority. Crawford Academy

offers a structured career pathway from apprentice

level through to major and complex loss adjuster roles.

It provides expert-led training, coaching and mentoring

to support career progression. Our mentors include

retired adjusters who guide participants to reach the

required standard.

Crawford Academy cohorts typically include adjusters

with at least five years’ claims handling experience,

extending to those with 15 years’ experience. The

programme boasts a high success rate and minimal

attrition.

Looking ahead, adaptability and responsiveness remain

central priorities for the industry. While recent localised

events have increased in severity, the UK has not

experienced flooding on the scale of 2007, thanks in

part to significant flood prevention measures. Should

another event of that magnitude occur, the supply

chain’s ability to respond would be severely tested.

At Crawford, we are well-prepared, with highly

experienced staff and a large, well-supervised team

capable of flexing their core skills. Our major loss team

supports the property team in identifying complex

or high-priority cases, while also bolstering the wider

team to manage a larger volume of claims efficiently.

Building such scalability in the face of catastrophic

events is the key challenge for the industry. Flexibility is

essential, and knowledge is power.

Glenn Thornton,

Head of Major & Complex Loss,

Crawford & Company

Despite these technological advances, adjusting

ultimately remains about people. When you encounter

individuals who have lost homes or businesses,

empathy and people skills are critical. Guiding them

through the claims process and helping them rebuild

their lives is where we excel. In this respect, the

adjuster’s role has not changed: it is about expertise for


INSUR.

TECH.

TALK

WELCOME

Greetings, and welcome

to Insur.Tech.Talk!

Dear Readers,

I hope you had a wonderful and restorative summer! What an extraordinary Issue

#73 turned out to be, an embarrassment of riches! I had the pleasure of connecting

with some of the top female leaders in our industry on a variety of topics that I

know will leave you inspired.

Christy Kaufman, Vice President of P&C Risk and P&C Compliance Officer for

USAA, walks us through her extraordinary career journey and shares poignant

advice on choosing to create rather than compete when mapping a career

trajectory. Shelly Klose, Founder and CEO of True Flood Risk, shares a deeply

personal story of witnessing the disastrous effects of Superstorm Sandy on the

New Jersey shore, an experience that became an integral part of her founder’s

journey.

It was wonderful to spend time this summer with Laura Drabik, Chief Evangelist of

Guidewire Software and Founder of Guidewire’s Insurtech Incubator program. She

works closely with female founders and offers excellent advice, especially around

fundraising. Laura and I also spoke about the importance of building a personal

brand, something she has done masterfully. I love engaging with her authentic

content through the InsurTalk podcast and the Drabik Digest.

Rose Hall, Founder and CEO of RH Business Ventures, draws powerful parallels

between her athletic endeavours and business leadership. We also caught up with

Dawnmarie Black, an award-winning insurance executive with successful tenures

at Chubb, AON, and Lloyd’s, who shared exciting updates on her new appointment

at AMWINS. Dawnmarie is also the President of the Association of Professional

Insurance Women (APIW), of which I am a proud member and supporter, and she

offers more insight into the association’s mission.

Susan Hatten, Chief Marketing Officer at Holmes Murphy and Chief Operations

Officer of BrokerTech Ventures, shares her thoughts on what makes a great

company culture and why work-life balance is really about personal balance.

Dr. Christy Lane, Founder and President of Flora, the first direct-to-consumer

insurance solution for fertility and women’s health, shares her empowering vision

for the future of women’s fertility.

Finally, wellness warrior and serial entrepreneur Jane Wang, Founder and CEO

of Optimity, offers her perspective on how technology can make health not just

scientific, but also engaging and fun.

I hope you enjoy this issue, it will go down as one of my favourites to write and

curate.

Megan

Megan Kuczynski,

Senior Strategic Advisor, Insurtech Insights

Founder & CEO, ClimateTech Connect

INSURTECH

Guidewire

Laura Drabik is a trusted advisor to insurers seeking to harness

disruptive technologies for competitive advantage. An

accomplished executive, presenter, and product strategist, she

turns insights from the field into category-leading solutions for

Guidewire customers. Her website, blog, videos, newsletter,

and podcast have earned acclaim as essential resources on

P&C trends. She also launched and leads Guidewire’s Insurtech

Vanguards program, connecting insurers with emerging

technologies. Renowned for inspiring future industry leaders,

Laura shares her influence through a TEDx Talk, keynotes, and

advocacy for women in technology.

QYou have had an extraordinary career at Guidewire,

having joined when it was a startup with less than 10

customers, and have been instrumental in its global

growth to over 500 customers. What has been the most

rewarding part of this journey? What are some of the lessons

learned along the way?

A

The most rewarding part of my journey has been

watching transformation happen in real time. I have seen

insurers move from outdated systems and uncertainty

to running on modern platforms, launching products in weeks,

and delighting customers in ways they once thought impossible.

Those moments remind me why I love this work.

I have also learned to lead as myself, leaning into my strengths

rather than following a mold. I discovered the power of

showing up as a partner, because outcomes matter more than

transactions. And I have seen how building bridges, whether

connecting insurers with insurtechs or mentoring, multiplies

impact.

The privilege has been helping shape not only Guidewire’s story,

but the stories of so many customers. That is what keeps me

inspired.

QSo many women leaders find themselves in those

“places in between”, perhaps caring for elderly parents

while raising children on top of managing a demanding

career. What advice might you have for female leaders who are

trying to balance it all?

A

I know those “places in between” well. I have juggled

late-night slides, school forms, and calls about an aging

parent, often in the same hour. Those moments can be

exhausting and meaningful at the same time.

Balance is not about dividing energy evenly. It is about giving

yourself permission to focus where you are needed most in that

moment, without guilt. Some days that is work, other days it

is family, and sometimes it is you. Setting boundaries without

apology, asking for help, and letting go of perfection have all

been essential.

Your story, with all its messy, in-between moments, is inspiring.

By leading through it, you show the next generation there is

more than one way to thrive.

QLaura, you are the founder of Guidewire’s Insurtech

Incubator Program. What advice do you have for female

founders as it relates to fundraising?

A

One of my favorite moments was watching a female

founder on our Pitch Day stage, confident and clear. By

the time she finished, everyone wanted to be part of her

journey. That is the power of a strong fundraising narrative.

My advice is to start with impact by showing the market gap you

are closing and why it matters now. Make it real with traction,

because early wins turn vision into inevitability. Leverage your

network, since community can open doors that capital cannot.

Finally, be ready with your numbers, because confidence is most

compelling when it is backed by data.

Fundraising is not just about capital. It is about inspiring belief in

your solution and making people feel they cannot afford to miss

out.

QYou are an exceptional brand ambassador for Guidewire,

and elevate the brand through the InsurTalk podcast and

Drabik Digest blog. While you make it seem effortless,

I know a lot of thought and energy goes into curating this

excellent content and getting it out into the airwaves. What

advice might you have for other women leaders who are just

starting out building their own personal brands and/or company

brands they represent?

A

When I launched the Drabik Digest website, my goal was

to create a place where insurance leaders could find fresh

ideas, case studies, and actionable insights to help them

innovate. It was about earning trust by delivering value.

That vision carried over to the InsurTalk podcast. I still remember

my first recording session, determined to make each conversation

engaging, practical, and worth the listener’s time. Over the years,

InsurTalk has become a platform to spotlight innovators, share

success stories, and explore the industry’s future in a way that

feels personal and accessible.

For women leaders starting out, my advice is simple. Begin with

your “why”, since a clear purpose will guide your voice. Lead

with value, giving your audience something they can use. Show

up consistently, because trust builds over time. Be authentically

you, as your perspective is your greatest differentiator. And

shine a light on others, since amplifying partners and customers

strengthens your community.

Building a brand is not about being everywhere. It is about

showing up with intention, authenticity, and focus.

QWhat is an interesting fact that we might not necessarily

know about you based on your LinkedIn profile?

A

One thing you might not know is that my insurance

career began in the field as a claims adjuster right out

of university. I was the one meeting policyholders faceto-face,

walking through damaged homes, and helping people

through some of the most difficult days of their lives.

That experience gave me more than technical knowledge. It gave

me empathy. I saw how every decision, delay, and touchpoint

shaped a customer’s trust. Those early lessons have influenced

everything I have done since, from building products to advising

insurers on transformation

strategies.

So, while LinkedIn highlights

my executive role, thought

leadership, and industry

events, the foundation is

rooted in those early days of

listening, problem-solving,

and understanding what

great service really means.

Laura Drabik,

Chief Evangelist, Guidewire

74 74 | | MODERN INSURANCE

Holmes

Murphy and

BrokerTech

Ventures

As Chief Marketing Officer at Holmes Murphy, Susan Hatten

oversees the strategy and direction for Holmes Murphy’s

Marketing objectives including brand, voice, look, and

feel through both internal and external Holmes Murphy

representation, as well as Brokerage Services and PLUS

(subsidiary brands) marketing sales support. Susan’s team of

Marketing experts include communications/PR, design, social

media, film, events, website, and digital. Susan also oversees

the strategy and direction for Holmes Murphy’s Foundation

and community engagement. In addition to her role at Holmes

Murphy, Susan serves as the Chief Operating Officer and was

on the Co-Founding team of BrokerTech Ventures.

QSusan, you have had an extraordinary career spanning

over a decade at Holmes Murphy & Associates. Your

trajectory is particularly impressive given that you came

from outside of the insurance industry when you first started

at Holmes Murphy. You have earned your way to the C-Suite as

Chief Marketing Officer. Can you share some of your triumphs

on the journey as well as lessons learned along the way?

AJoining Holmes Murphy in 2014 is one of the best

decisions I could have made. I feel fortunate to have

charted my earlier career with a decade of experience in

the advertising agency, digital marketing, and publishing space

– which learnings have served me well in my journey at Holmes

Murphy. In terms of triumphs along the way, it’s fairly simple. As

our Chairman & CEO; Dan Keough, would say; each and every

day you must show up, be great at what you do, and be a great

teammate. If you do these three things, everything will fall into

place. I’ve raised my hand to get involved in new initiatives and

opportunities at Holmes Murphy, which led way to the building of

our Holmes Murphy Foundation, as well as BrokerTech Ventures

in 2019. Lessons are learned, always. I don’t think that you can

underscore the importance of listening, seeking to understand,

and being present. My number one Strength is “Futurist” – so I’ve

learned to surround myself with those who can balance my big

ideas and help me organize and optimize a plan.

QSix years ago, you were one of the founders of

BrokerTech Ventures and currently serve as COO. You

help to support and accelerate so much innovation in

this context. What advice might you have for female founders

looking to start-up and scale in the broker-centric ecosystem?

What advice might you have for early-stage female founders

on the fundraising front?

AWell, I can’t help but to think of a standout, fierce and

fabulous female founder, when I answer this question.

In our first year of launching our BTV Accelerator

(2019/2020), we met a true phenom in Reagan Brandt, CEO

and Founder of (at the time) Loss Run Pro - LRP. Reagan was

one of the few female founders in our submission set, but her

application, emphatic video, and overall energy, was aboveboard.

Over the past six years of our BTV journey, Reagan is

always one of the first to engage as an Alumni, to offer support,

and is certainly a champion of BrokerTech Ventures and our

INSURTECH

work. Her networking, social skills, engagement, and simply by

“showing up” have no doubt been a key driver in her success, sale

of LRP, and continued leadership success as a female founder.

QCultivating a strong culture both at Holmes Murphy and

BTV is one of the hallmarks of your career and something

you write about often. What makes a great culture? How

can women in particular both be supported and contribute to a

positive and empowering culture?

AA great company culture starts at the top. Without this,

there is no matter of marketing, flash, or fanfare, that

can make culture a realized and celebrated experience.

We are fortunate at Holmes Murphy in that our leadership has

been a part of – and evangelizes, or cultural narrative. As an

example, our Purpose Statement is illustrated on a mural in our

headquarters; “Your Unique Potential is our Soul Purpose” These

are not just words on a wall. These are commitments we make to

our employees, clients, and communities, to partner with every

individual and/or company, to reach their full and unique potential.

QSusan, you are an incredible community builder at a

global level. I was thrilled to see the recent success of

the BrokerTech Ventures event in Chicago last week!

Huge congratulations to you and the BTV team. Just as culture

is important internally, how important is community building

externally in your leadership roles at both Holmes Murphy and

BTV? You have really created a loyal following, any tips to share

with other leaders looking to build community?

AThat’s incredibly kind of you, Meg, thank you. I am a strong

believer in building of community – and communities

– as a collaboration, network, and support framework.

Communities can look and show up in many different ways. I was

an early adopter on LinkedIn when they came out in mid-2000’s.

I’ll never forget being provided a visual of my LinkedIn “heat

map” – which maps out your connections on a global scale, and

color-codes them by areas of connectivity – Collegiate, Industry,

Economics, Philanthropy, etc. It was fascinating. This visual

crystalized my belief in building community, and connections.

To be a part of the creation of BrokerTech Connect (BTC) in

Chicago, as you mentioned, was a truly gratifying experience, and

illustrates the power of what we call “co-opetition” – effectively,

collaboration in the pre-competitive insurance and Insurtech

space. At the risk of sounding trite – it’s pretty magical.

QCan you share any tips and advice you may have for

other female leaders striving for a healthy work-life

balance.

AOf course! One of my earliest mentors and friends – Connie

Wimer (Founder and Chairwoman of Business Publications

Corporation), offered me this piece of directional advice

when I was 22 years old. You’ll hear many people talk or ask about

“work-life” balance – and yet, this is an entirely personal and

compartmental decision. I tend to think of it as more “personal

balance” than anything. I try to maintain time with family, friends,

and faith – in addition to my career and work family at Holmes

Murphy.

Susan Hatten

Chief Marketing Officer, Holmes

Murphy and Chief Operating

Officer, BrokerTech Ventures


INSURTECH

USAA

Christy Kaufman is an accomplished leader with extensive expertise

in enterprise risk management, compliance, insurance, and Insurtech.

Her career spans consulting and corporate risk management

executive leadership roles at USAA, Zillow, American Family

Insurance, Marsh McLennan, Ernst & Young, and Aon. She also

launched Zillow Insurance Services, providing renters, homeowners,

and rental protection insurance, and led strategy, operations and

compliance for American Family Ventures, a prominent venture

capital fund at the nexus of risk and technology.

Recognized for her contributions, Christy has been named an

Insurance Trailblazer, Risk Management All Star, Woman to Watch,

and Elite Woman in Insurance.

QChristy, it has been so much fun to collaborate with you

recently on the Women’s Leadership panel at Insurtech

Insights earlier this spring. You truly have had a remarkable

career, and are an inspiring leader. You have held executive roles

at some of leading companies in our industry including EY, AON,

Marsh McLennan and American Family Ventures and USAA, where

you currently serve as Vice President, P&C Risk and P&C Chief

Compliance Officer.

I am very curious to know more about your leap to Zillow. While

at Zillow, you launched its insurance program including building

its Enterprise Risk Management (ERM) program. Speaking of risk,

you certainly took a risk in joining a relatively new company at the

time! Being a builder seems to be a theme of your career, both in

established companies and in the case of Zillow, an earlier stage

company. Can you share more with our readers what it takes to

develop the “build” mentality and lessons learned along the way?

AI’ll admit — I didn’t naturally gravitate toward “build” mode. My

background is in risk management, so my instinct has always

been to protect, prevent, and preserve. For a long time, I saw

risk as something to avoid. But over time, I came to understand that

building new revenue streams is actually one of the most essential

forms of risk mitigation. Companies like Sears and Blockbuster didn’t

fail because they took too many risks - they failed because they didn’t

evolve.

That shift in mindset began during my time in venture capital, where

I saw the opportunities and challenges that startups pose to legacy

models. Being immersed in that environment reframed how I saw

risk, not as something to avoid, but as something essential to staying

competitive and future-ready.

At Zillow, I pitched and secured support for building an adjacent

insurance revenue stream, a strategic initiative that faced stiff

competition for resources in a company with no shortage of

compelling opportunities. The challenge was making the case for why

insurance deserved investment. I focused on showing how the initiative

aligned with Zillow’s broader strategic vision, crafting a scalable

approach that allowed us to start small and iterate, and using data to

demonstrate the long-term value of diversifying the business.

That perspective has deepened at USAA, where I’ve seen the benefits

of diversification play out across banking and insurance. These two

businesses operate differently, but together they create a more

resilient enterprise, especially in volatile economic cycles. And serving

military families means we’re always building. Their needs evolve

constantly, and the market is highly competitive. Standing still isn’t an

option.

I also advise startup founders through Creative Destruction Lab–

Risk, and that experience has further taught me that building only

delivers impact when it’s grounded in focus. It starts with truly

understanding the problem, framing it in a way that resonates with

your audience (not just yourself), and staying grounded in your

thesis, even when early feedback may tempt you to pivot too soon.

QWhile at American Family Ventures, you worked with

many early stage companies and your deep expertise in

insurance informed capital deployment. You are also a

mentor for Risk Stream’s seed stage, science-based companies

within the risk and insurance sector. What advice might you have

for female founders? How important is mentorship to lift the next

generation of leaders?

AI’ve had the privilege of working with some bold and brilliant

female founders, and one thing I always remind them is:

you absolutely belong in the room and we need you there

now more than ever. In fact, being a woman in this space can be a

differentiator. What might feel like a hurdle at times can actually be

your superpower. Own it.

My biggest piece of advice? Be unapologetically you and stay

focused. Know the problem you’re solving better than anyone else

and clearly communicate why it matters with vision, credibility,

and data. That’s how you build trust, attract capital, and create

momentum.

Mentorship is powerful. I’ve had mentors who believed in me before

I believed in myself, and I try to pay that forward. Sometimes, just

hearing “I’ve been where you are” can unlock a whole new level of

confidence.

But mentorship alone isn’t enough. We also need to advocate for

female founders when they’re not in the room. If you see bias, say

something. Change only happens when we speak up and stand

together.

QYou said something profound that really stuck with me

during our panel at ITI: “Create, don’t compete” when we

got a question from the audience about career paths and

trajectory. Can you share with our readers the context for this

mantra and why sometimes it is better to create something new

that meets an unmet need rather than push for a promotion?

A“Create, don’t compete” is a mindset inspired by Whitney

Johnson’s work on personal disruption. It’s about recognizing

that meaningful career growth doesn’t always come from

climbing the traditional ladder — sometimes, it comes from building

a new one. Rather than waiting for a promotion or competing for a

role that already exists, consider creating something new that solves

a real problem or meets an unmet business need.

It’s often easier to secure support and resources for a new initiative

than to navigate the complexities of replacing someone or vying

for a limited spot. But the real power lies in the agency it gives you

— you’re not dependent on someone else’s timeline; you’re shaping

your own path.

Managers need to look beyond

existing roles and see the

potential in their people. That’s

how we unlock untapped

talent, drive innovation, and

build a culture where growth is

expected.

Christy Kaufman

CPCU, VP, P&C Risk and

Compliance, Enterprise and

Risk Compliance, USAA

76 76 | | MODERN INSURANCE

INSURTECH

INSURTECH

True

Flood Risk

Shelly Klose is the founder and CEO of True Flood Risk, an

AI-powered platform delivering real-time flood intelligence

and property risk assessments for over 200 million properties

worldwide. Her family’s experience during Hurricane Sandy

in 2012 deepened her awareness of flood risk, underscoring

its emotional and financial toll on households and

communities. This inspired her to develop risk assessment and

communication tools to help stakeholders better understand

and mitigate flood-related financial risks. With over 25 years

of experience in strategy, consulting, and data science, Shelly

has worked with top advertising firms including Ogilvy &

Mather and Anderson & Lembke (now McCann). She also

served as Managing Director at C2 Research, Inc., a boutique

strategy consulting firm, where she continues as a Board

Member. Her foray into geospatial data began in 2009 on

Recovery.gov, using ESRI mapping to oversee the $787 billion

American Recovery and Reinvestment Act. A patent inventor

recognised for her AI-powered flood risk estimator, she also

co-authored Beyond Big Data: Big Insights in Small Data with

R (2016). Shelly holds a Business Administration degree from

Cal Poly, San Luis Obispo, and pursued graduate studies at

NYU. She serves on the board of the Flood Mitigation Industry

Association (FMIA) and mentors participants in the World Bank

Youth Innovation Challenge, advancing flood resilience and

youth-driven climate solutions.

QYou have a personal story that sparked the vision for

True Flood Risk, can you share it with our readers?

AMy family lived at the Jersey Shore when Superstorm

Sandy hit in 2012. We were fortunate, our cottage sat just

a few inches higher than our neighbours, sparing us from

catastrophic losses. That difference is why our company tagline

was born: “When every inch matters.”

Flooding is more than water damage. It displaces families,

disrupts communities, and creates long, costly recovery periods.

What struck me was how unprepared people felt, not for lack of

care, but because the tools at the time did not provide a clear

picture of property-level risk.

Drawing on my experience in GIS mapping, I launched True Flood

Risk to deliver building-specific intelligence. Our platform helps

insurers, governments, homeowners, and renters understand not

only where flooding will occur, but which properties are most

at risk, the financial implications, and the ROI of mitigation. For

insurers, this means sharper underwriting, better pricing, and

stronger engagement. For communities, it supports disaster

planning and resilience.

Q

You’ve had a fascinating career as an advertising

executive, author, and founder. What were some of the

biggest obstacles as a founder, and what advice would

you give others?

AOne challenge has been resisting the urge to be

pigeonholed. People like to label you as a marketing

executive, a researcher, or a data founder. My strength

lies in crossing disciplines. Consulting prepared me well, as every

project drew from a wide range of skills.

Another challenge is balancing resources. As a self-funded,

female-led business and mother of three, I have learned to be

both scrappy and strategic. My advice to founders is simple: do

not let others define the limits of your vision. Lean into diverse

experiences. Especially in insurance, where problems are complex,

breakthroughs come from combining skills rather than relying on

one specialty.

QYou’re very active on LinkedIn. How important is social

media for both True Flood Risk and your personal brand?

AInitially, I was hesitant, despite working on early social

media strategy projects. But the post-COVID landscape

changed everything. LinkedIn is now indispensable for

building relationships, sharing insights, and reaching clients across

insurance, government, and community resilience sectors.

For True Flood Risk, it demonstrates value directly to insurers by

showing how we review portfolios, quantify mitigation ROI, or

identify at-risk policyholders before or during an event. For me, it

is a way to connect with other leaders, share stories, and recruit

talent. It is no longer optional, it is essential for growth.

QWhat’s an interesting fact about you not on your

LinkedIn profile?

AOutside of work, you

might find me on a yoga

mat, on the dance floor,

or belting out 80s karaoke

with mixed reviews. I also love

volunteering in my community,

which keeps me grounded and

brings joy.

Shelly Klose

CEO and Founder,

True Flood Risk



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INSURTECH

Amwins

Dawnmarie is an accomplished broker and underwriter with

more than 25 years of experience in the insurance industry.

She recently joined Amwins as a Client Relationship Manager,

where she partners with retail clients to align strategies and

drive the achievement of their business goals.

Previously, Dawnmarie served as Head of Market Development,

Americas at Lloyd’s, leading the execution of the Lloyd’s

Market Development Strategy across a region representing

over 50% of Lloyd’s total premium. Her career also includes

senior leadership roles with BMS, Ascot, Aon, Lexington

Insurance Co. and Chubb.

QDawnmarie, it was so great to catch up recently! You

have had an extraordinary career as an award -winning

insurance executive at some of the leading companies

in our industry including Chubb, AON, Ascot Group, BMS

Group, and most recently Lloyd’s. Can you share some of your

triumphs on the journey as well as lessons learned along the

way?

AThe most significant achievement of my career journey

thus far has been my ability to pivot across various

sectors within the insurance industry and continually

find new challenges. I have been fortunate to gain experience in

underwriting, brokerage, reinsurance, program business, retail,

and wholesale, including involvement in the Lloyd’s market. Each

of these opportunities has allowed me to continually expand

my knowledge and expertise in different disciplines within the

industry. I am now at the point in my career where I can leverage

the diverse perspectives I’ve gained to inspire and mentor others,

whether they are business partners or colleagues. I recently saw

a screen saver on my colleague’s computer that said, “Wake Up.

Kick Ass. Be Kind. Breathe.” It really resonated with me because

that is what I have learned each day should be about!

QWhile at Lloyd’s, you worked closely with the Lloyd’s

Lab. What advice might you have for female founders in

our industry?

AMy advice for female founders entering the insurance

industry is to prioritize a solid understanding of the

sector itself. For those who are new to this field, acquiring

in-depth knowledge of insurance principles, practices, and

regulations is crucial. I’ve observed many technology startups

falter not because they lacked innovative concepts, but because

they didn’t fully grasp how their solutions would integrate into

the existing industry landscape. By grounding tech innovations in

the reality of the insurance market, you can significantly enhance

the chances of success for your venture.

QI was thrilled to learn of your new appointment at

Amwins. Please share with our readers what you will be

focused on in your exciting new role.

A

It is bittersweet for me as I leave my role at Lloyd’s to join

Amwins, particularly leaving our amazing and talented

team in Lloyd’s Americas! I am excited to work with

Amwins as a Client Relationship Manager, which includes a

range of responsibilities focused on managing and enhancing

relationships with our clients. It will require collaboration across

the Amwins organization and another pivot in my learning

and development. It’s a fantastic opportunity to leverage the

intellectual capital I’ve amassed over the years to help clients

achieve their defined goals and to help drive business growth.

Amwins is a “people first” culture which makes it stand out from

the rest of the crowd and aligns with my values.

QDawnmarie, you were recently appointed President

of the Association of Professional Insurance Women

(APIW), which is a wonderful association of which I am a

proud member and partner. Can you share the mission of APIW

and how it supports women leaders in our industry especially as

it relates to career advancement and advocacy?

AWe are so grateful to have you as a member and partner!

APIW is dedicated to advancing the careers of women in

the insurance industry through a focus on our four pillars:

Learning & Development, Connectivity & Mentorship, Inclusion

& Belonging, and Giving Back. We have built 13 networks to

serve professionals across the US and continue to establish

new networks with our four pillars at the core. Our job bank

lists 100+ opportunities, we have awarded over 60 university

scholarships and honored 48 Women of the Year in our almost

50 years of existence! We recently hosted our first intern day

for 50 industry interns which included a panel of women leaders

and a networking session. I loved hearing the many insightful

questions from the group – we have tremendous talent coming

into our industry and associations such as APIW are here to

support them.

QIt was fun to swap stories about being mothers of two

boys! What advice might you have for female leaders in

our industry trying to balance it all?

AMy advice is to avoid compartmentalizing your roles

as mother, professional, wife, friend, etc. in pursuit of

excellence in each area. Instead, take a more holistic

approach that allows you to integrate these roles, helping you

to maintain the essence of who you are. Also, practice selfcompassion

and resiliency. It is important to recognize and

understand that you are doing your best. Celebrate the small

victories in both your parenting and professional roles and

practice coping mechanisms for those times when things just

don’t go as planned!

QWhat is a fun fact about you that is not on your LinkedIn

profile?

AI LOVE to read! So, if you are ever looking for someone to

talk books with, I am your girl! I also love to fly fish. When

I met my now husband, we made a deal that he would

learn to ski, and I would learn to fly fish. I find that being in the

water and enjoying nature is one of the best ways to decompress

and reconnect with your mind and with nature. Unless you rip

your waders, then it can be quite a different experience!

Dawnmarie Black

Client Relationship

Manager, Amwins


INSURTECH

INSURTECH

Flora

Dr. Christy Lane is the Co-Founder of Flora Fertility, and a Venture

Partner with IA Capital, a venture capital firm in New York, investing

in fintech and insuretech. She is also a serial Founder and awardwinning

exercise scientist with expertise in insurance, analytics,

digital health, and wearable devices. Dr. Lane is the Co-Founder of

the Stanford Wearable Health Lab, and Founder and former CEO of

Vivametrica. She was recognized as Top 40 Under 40 in Calgary in

2018, as well as Female Founders of Insuretech Winner and Top 20

Women in Tech.

QYou had been a visiting professor at the Stanford School of

Medicine for over ten years, and while at Stanford, you cofounded

the Wearable Health Lab. What was the spark that

led you on this path and passion for wellness?

AI have been interested in wellness my whole life, both as an

athlete and a scientist. My first two degrees were in Kinesiology

and Exercise Physiology, followed by a PhD in Rehabilitation

Medicine. I was drawn to studying the unique functional aspects of

older adults and pregnant women. My first published study focused

on high-risk pregnant women on bed rest, and that project in 1999

sparked my passion for wearable devices.

Much of my research at Stanford, the University of Michigan, and MRU

explored how technology could support lifestyle medicine for older

adults with spine and orthopaedic conditions. Risk prediction and

mitigation were central to this work and led me to found Vivametrica,

where I developed risk algorithms for mortality and morbidity using

wearable and smartphone data. Although it began with a public health

focus, our first customer was a top global reinsurer, which pulled me

into insurance in 2013. I have been in Insurtech ever since.

QWhile at Health Gorilla you led the insurance vertical to

bring EMR data to insurers, reinsurers, and vendors for faster

underwriting, claims, and policy valuation. How receptive has

the re/insurance industry been to healthtech, and what obstacles

have you had to overcome from an educational standpoint?

AThe industry has genuine curiosity about health tech and a

desire to integrate it, though adoption has been slow. Since

my early days bringing risk algorithms to reinsurers, I have

seen steady progress. Carriers are now implementing health-related

products, and electronic medical records are set for broader use under

the new QHIN structure. Wearable-based underwriting is also gaining

traction as evidence grows and leadership teams better understand

the opportunity.

Wellness and prevention tools are already embedded across life,

long-term care, and disability insurance, and they are improving every

day. Insurance is one of the best use cases for prevention because

incentives are aligned. Education remains a challenge, but receptivity

to new data sources and risk models is stronger than ever, which

makes this an exciting time.

QYour path as an entrepreneur is inspiring. First as founder

of Vivametrica, and now as founder of Flora Fertility

Insurance. Flora’s product is designed to be accessible

and affordable, targeting women aged 20 to 34 with policies

ranging from $15 to $70 per month and offering up to $50,000

in coverage for fertility treatments. How important is both

community and education for fertility insurance?

AFlora is the culmination of many aspects of my career,

combining healthcare, Insurtech, women’s health, and

product development. Personally, I experienced infertility and

needed treatment to have children. It was difficult and isolating, and

I was struck by the lack of support financially and emotionally.

Flora provides financial security for women to plan and pay for

family building on their own timeline, but what excites me most is

the opportunity to deliver education and community. Knowledge

empowers women to make informed decisions, reduces stigma,

dispels myths, and helps them advocate for care. Connecting

women with accurate information and supportive networks builds

collective strength in a journey that too often feels solitary.

QLet’s talk about your role as a Venture Partner at IA Capital.

What are some emerging trends you are watching in the

early-stage arena? What advice do you have for female

founders who are actively fundraising?

AThe intersection of digital health and Insurtech is especially

exciting, with innovation emerging in fertility, aging in place,

parental leave, women’s health, and the future of work. I

am watching closely for advances in electronic medical records,

healthcare payments, AI-powered automation, and tools that

improve the consumer-clinician experience. Wearables remain an

area of strong interest as risk analytics and AI continue to advance.

For female founders, my advice is to leverage your network. Warm

introductions are invaluable, and there are many women in insurance

and VC eager to help. Gather feedback to refine your pitch, and

only raise when you need to. Be intentional about timing, run a

tight process, and protect

your energy. Fundraising is

demanding, so efficiency

matters. Most of all, enjoy the

journey. Celebrating the small

wins along the way is what

sustains you, and those small

wins often turn out to be the

big ones.

Dr Christy Lane

Co-Founder, Flora



Pursue

Insurtech

in Ohio.

WHY OHIO?

LOCATION

You can access nearly 75% of the

U.S. and Canadian financial services

industry within a two-hour flight

WORKFORCE

39,000+

College Grads Annually

Qualified to Work in the

Financial Services Industry

TALENT

235,000+

Tech Talent Workforce

INNOVATION

DISTRICTS

U.S. Cities for Tech Talent Markets

with Innovation Districts:

Cincinnati, Cleveland, and Columbus

SHAPE THE FUTURE

OF INSURANCE IN OHIO

Ohio has a thriving and competitive business climate that

makes it easier for businesses to start, relocate, and grow,

making it even easier with performance-based initiatives

for companies that are looking to relocate or expand.

Connect with JobsOhio

INSURTECH

INSURTECH

Optimity

Jane J Wang is CEO of Optimity, an award-winning insurtech

and health engagement platform making healthy living joyful,

personalised and accessible. Using wearables, lifestyle data

and gamified engagement, Optimity helps insurers, employers

and health companies connect with people and encourage

small daily habits that extend healthspan. Backed by 30 years

of behavioural science, it has reached millions and supported

eight peer-reviewed publications. Before founding Optimity,

Jane led global clinical trials across North America, Asia and

the EU, developing technologies for adherence optimisation

and risk scoring.

QJane, you’ve shared that from a young age you were

drawn to technology and grew up coding. What was the

moment early on that made you realise you could marry

your two passions, technology and health, to create lasting

impact?

AI’ve been surrounded by technology my whole life.

Both my parents are programmers, and my school had

coding in every grade, so it felt like a universal tool to

solve problems. My “aha” moment came in Grade 10 while

studying biology when the X-Men movies were popular. I became

fascinated with genetic mutations and thought, “What if software

could predict something like that?” For a school project, I built

a game that scored your chances of getting a “superpower”

from sunlight or radiation. It was nerdy, but it sparked a bigger

idea: that technology could make health not just scientific but

engaging. That was the first time I imagined combining my love

of tech and health into a career with real impact.

QYou are a two-time founder, first at MyHealthSphere,

and now at Optimity. What advice do you have for

other female founders, particularly those navigating

fundraising?

AEntrepreneurship is never linear. It is experiments, pivots

and learning cycles. My first company, MyHealthSphere,

focused on corporate wellness and risk factor analysis.

The IP transitioned into Optimity in 2015, teaching me that strong

science and meaningful technology can evolve beyond any single

company.

With Optimity, I leaned into gamification, making health fun

rather than prescriptive. A triumph has been scaling to millions of

users and seeing small daily habits transform lives. But there are

tough lessons too. Fundraising is harder than it looks, especially

as a woman in tech and health. You hear “no” a lot. The key is not

to internalise rejection but to find the right investors who share

your vision.

My advice for female founders is to own your voice, treat

rejection as feedback, lean on allies who remind you of your

strengths, and play the long game by building on authenticity

and trust.

Fundraising is a marathon. If you stay true to your purpose, you

won’t just raise capital, you will build a company that matters.

QWomen’s health is gaining more attention in the industry.

From your perspective:

What trends are you seeing in women’s health within the L&H

sector?

What wearables excite you most? And what are the broader

trends around women’s health and longevity?

AI’m optimistic about the momentum. For too long, women’s

unique health journeys including cardiovascular disease,

menopause, fertility and mental health were overlooked.

Now insurers and employers recognise women’s health as

central to family wellbeing, workforce productivity and longterm

outcomes, offering more personalised benefits, preventive

screenings and support for life stages once invisible in healthcare

planning.

I’m excited about wearables designed with women in mind,

improving at tracking hormonal cycles, stress, recovery and sleep,

and pairing insights with actionable coaching. Some can detect

early signs of perimenopause or support postpartum recovery.

The real power comes when these tools not only measure but also

motivate, using nudges, challenges and rewards to make healthy

choices stick.

More broadly, the shift is from reactive care to proactive

engagement. Most health outcomes are tied to lifestyle, not just

genetics. Advances in longevity science, biomarkers, personalised

nutrition and early detection are exciting, but only matter if

integrated into daily life. The future of women’s health is about

empowerment, giving women tools, data and confidence to take

control of their healthspan, not just lifespan.

What excites me most is that we’re no longer just talking about

adding years to life, but about adding joy and quality to those

years, with women leading that transformation.

QWhat is one interesting fact about you that we wouldn’t

find on your LinkedIn profile?

A

I love creating whimsical songs for kids. Recently inspired

by things like K-Pop Demon Hunters, I make playful tunes

about quirky creatures and adventures, complete with

dance moves, for my family. It turns everyday moments into mini

musicals. For me, it’s the perfect balance to startup life, mixing

creativity, music and joy.

QWhat is next for you?

AFor me, what’s next is

about balance. I want

to grow Optimity

into its next stage while

staying grounded in family

and creativity. I want to keep

building a company that

helps people live longer,

healthier lives while also

modelling intentional living

at home. The next chapter is

about scaling impact while

doing it sustainably and joyfully.

Jane J Wang,

CEO, Optimity



INSURTECH


Rose Hall is a visionary innovation strategist and risk management

expert with 25 years of experience. She leverages technology to

solve complex business problems and unlock opportunities at the

intersection of innovation and risk. Her expertise spans corporate

strategy, risk management, and technology, honed at global

organizations including AXA XL and Turner Construction.

As CEO of RH Business Ventures, she advises the insurance,

technology, and construction industries, helping them catalyze

innovation through advanced risk strategies. A published author

and sought-after speaker, Rose holds degrees from Rutgers and

Stanford and has received multiple industry awards.

QYour background in construction, beginning with an MS

in Civil and Environmental Engineering: Construction

Engineering and Management from Stanford University,

leading into insurance, is impressive. You have held senior roles

at Turner Construction, Gallagher Basset, and most recently as

SVP, Head of Innovation for AXA XL. Can you walk us through the

journey, what were some of your greatest triumphs and lessons

learned along the way?

AWhen I studied engineering, I never anticipated leading

innovation in risk management. That said, innovation was

always part of my DNA. I have always challenged the status

quo and followed my curiosity wherever it led.

My biggest triumphs include co-founding and scaling the AXA XL

Ecosystem, which won four industry awards and resulted in three

promotions into new leadership roles I created with the support

of executive leadership. My biggest lesson is this: say yes to

opportunities, even if they scare you. Growth only happens outside

your comfort zone.

QYou recently launched RH Business Ventures, an advisory

firm transforming the risk and insurance landscape by

integrating technology with advanced risk strategies.

Can you share your vision for RH Ventures and your experience

transitioning from corporate leader to entrepreneur? What advice

do you have for other female founders?

and training the mind strengthens the body. Leaders who understand

that connection can better navigate challenges, recover from

setbacks, and inspire their teams.

(For those interested, I explored this further in a piece on why athletes

make strong business professionals: https://www.irmi.com/articles/

expert-commentary/how-and-why-athletes-make-strong-businessprofessionals.)

QWhat is something people would not ordinarily know about

you from LinkedIn?

AMost people know me as an athlete, but I’m also a huge

Grateful Dead fan, especially Dead & Company with John

Mayer. I think he has been a phenomenal steward of Jerry

Garcia’s legacy. Once in a while you get shown the light in the

strangest of places if you look at it right.

QWhat is next for Rose Hall?

AMy LinkedIn jokingly says “CSIO-in-waiting” (Chief Strategy &

Innovation Officer). Too often, organizations equate technology

with innovation. Technology is a tool, but innovation is culture,

mindset, and new ways of doing business.

What companies truly need is a strategist who can solve complex

problems, shape culture, and push boundaries—paired with a

technology team that implements solutions based on business needs.

I see myself pioneering that role for an organization bold enough to

invest in the future.

In the meantime, I’m exploring opportunities that let me influence

the industry, solve business challenges, and drive growth through

innovation and technology. I’ll also continue consulting for Insurtechs,

as supporting the entrepreneurial side of the business fuels broader

innovation.

AI shifted from intrapreneur to entrepreneur at the end of 2024.

It has been an incredible opportunity to work with Insurtechs

that are breaking the mold in risk and insurance. I feel I’m still

bringing great innovations to life, but now from the opposite side of

the value chain, which makes me a more well-rounded innovator and

disruptor.

QWhen we last spoke, we discussed the importance of

personal brand. You are a gifted storyteller and your

LinkedIn series “Rose’s Renaissance” has been a great

read. You have said, “in order to succeed, we must train both the

mind and the body.” As a former D1 athlete, endurance sports

competitor, and dedicated yoga practitioner, how does this play

into leadership?

AThank you for the kind words. I started the

#RosesRenaissance series to share lessons from sport and

life that also apply to business, and the response has been

overwhelming.

Rose Hall

Founder & CEO,


Whether in CrossFit, yoga, marathons, triathlons, or business, success

requires the same skills: resilience, patience, perseverance, humility,

confidence, and teamwork. Training the body strengthens the mind,


INSURTECH

EDITORIAL

BOARD

WELCOME to the Insur.Tech.Talk

Editorial Board.

Modern Insurance Magazine’s board of insurtech experts come together once again in this

latest issue, showcasing the very best thought leadership insights from the heart of the

insurtech marketplace.

This issue voices the thoughts of...

Manjit Rana

EVP Insurance UK,

EMEA & APAC, Clearspeed

Denise Garth

Chief Strategy Officer,

Majesco

Tania Daniels

Group CFO, Genasys

Andy Cohen

President, Snapsheet

Hazel Spain

Head of Learning and

Client Training at INSTANDA


INSURTECH

Leadership, career path

In conversation with Manjit Rana, trailblazing

women from across the industry reflect on the

realities of leadership, gender equity, and the

personal journeys shaping insurance’s future.

From boardrooms to claims floors, their stories

reveal a powerful blend of purpose, resilience and

vision, reshaping what it means to lead in today’s

evolving insurance landscape.

Q. What inspired you to pursue an insurance career, and how

has your journey evolved?

A. Amy Brettell, Managing Director, Zurich Municipal &

Engineering: My first introduction to the industry was at school,

completing a careers survey! Based on my love for problemsolving

and knack with numbers, it told me an actuarial

career would suit me. Years later, I was introduced to Zurich’s

Graduate Programme, and after reading about their Actuary

Scheme and Zurich Community Trust (Zurich’s charity arm), I

was hooked. Early on, I recognised insurance isn’t just about

financial protection; it’s a far greater social product—making a

difference when people face difficult circumstances. Insurance

gave me a real sense of purpose and has been the constant

driver throughout my career. What has evolved is my resilience,

understanding, and capabilities, thanks to the breadth of roles

I’ve had across the business.

Maxine Goddard, Former SVP, Strategic Operations, Client &

Distribution Mgt, Sompo International, Advisory Board member

at Insurance DataLab: As with most insurance folks, it wasn’t

planned, nor was it my dream industry when I was at university.

However, once you’re in insurance, you see the vibrancy of the

industry and the potential for a significant career. I was fortunate

to have wonderful managers who encouraged me to stay and to

consider wider functional areas, so I moved from underwriting

to operations within the first couple of years, which I thoroughly

enjoyed.

Q. Have you seen tangible progress in gender equity during

your time in the industry and where is there still room for

improvement?

A. Ranila Ravi-Burslem, Intermediary Distribution Director,

Scottish Widows and Embark Group, Lloyds Banking Group: I

haven’t seen tangible progress in gender equity. There’s still a

long way to go before there’s true fairness, transparency, and

opportunity. Yes, there are more senior women in key roles, but

they tend to be in functional rather than business roles. Unless

you’re running a P&L, the power, influence, and decision-making

still sit with men in large insurance businesses.

Katie Davies, Director of Underwriting Services and Fraud,

Ageas: There has been good progress in my 20 years in

insurance. DEI initiatives, gender pay gap reporting, and female

talent programmes have helped. Women often support and

mentor other women. Longer paternity leave and shared

parental leave changed perception of women taking maternity

leave, much better than when I had my children. But there’s

still more to do. In technical functions such as Underwriting

and Pricing, the pool of women is much smaller. We need more

apprentices and graduate programmes, but it takes time to

develop them into senior roles.

Q. How do you balance career progression with other

responsibilities or ambitions and what advice would you give

to women navigating similar challenges?

A. Suzanne Lawson, Partnerships Manager – Group Innovation,

Aviva: My advice is to consider your ‘red lines’ and be clear and

upfront in communicating them with your leader. As a full-time

working parent, I accepted I wasn’t going to be at every event or

milestone due to work commitments and travel. It was important

for me to be there on a Friday for school pick-up. Blocking out

the diary for that hour each week and being clear with my leader

helped me balance my time and be consistent in how I showed

up at work and for my children.

Parminder Kaur, Director, PK Strategic Solutions: It is hard to

balance career with personal life as a woman because we need

to work twice as much as men to reach the same position. I

don’t believe it is a balance, often an imbalance, as a woman

needs to carefully engage with male colleagues, not to be seen

as too bossy or too meek. My advice: filter out what you hear

and show your talent in action. Those who don’t support you are

intimidated. Don’t waste energy thinking about what they might

say or do. Trust yourself—they will come around and be your

supporters one day. It happened to me many times.

Q. What are your hopes for the next generation of women in

insurance and how can today’s leaders help bring that vision

to life?

A. Ana Gomes-Freire, Professional Risks Underwriter, Markel: I

am passionate about our industry and hope the belief that it is

boring and bland changes—it is simply untrue. Many women are

paving the way as leaders in this exciting industry and proudly

pose as a mirror so those new to insurance can see what is

possible.

Layal Al Harahsha, Major and Complex Loss Adjuster, Sedgwick:

I hope the next generation of women realise they don’t need

to lead like men to be taken seriously—they can lead like

women, and that is enough. Skills like empathy,

diplomacy, long-term risk awareness, and

managing complexity shouldn’t be adapted

to fit an old mold, but celebrated as strengths.

Today’s leaders can help by recognising and

amplifying these qualities, creating pathways

where authenticity is valued over conformity,

and ensuring women can progress without

diluting who they are.

Manjit Rana

EVP Insurance UK,

EMEA & APAC, Clearspeed


INSURTECH

An Inside View - Women

Leading Change in Insurance

The topic of “women in insurance”

emerged as an open, industry discussion

and recognition with the launch of the

Women in Insurance Leadership program

20 years ago. Since the launch in 2006,

it has honored 213 women – all insurance

company leaders, and many I can call

friends and colleagues over the years.

Since then, many other industry organizations and media have

launched similar recognitions. Many of my friends and I have

been fortunate to have been recognized by some of these

over the last 10 years. These recognitions are all well-deserved

and influence change. However, real progress for women in

insurance should also look at women in board, executive and

senior roles across the industry to see real progress.

It is estimated that 60% of the industry workforce are women,

but only 30% of executive roles are held by women and that

varies by regions and countries. In a March 2025 industry article,

it notes there are significantly fewer women in the higher ranks

with only about 22% of C-level executives who are women.

three women in IT in the insurance company – but I soon sought

out new opportunities in both IT and business that deepened

and broadened my knowledge and experience from both a

strategic and execution perspective.

Instead of defining a role I would aspire to, I embraced the

opportunities presented to me, even if it took me on a new

career path or new company. Quite often these opportunities

were not on the traditional path or within the same company

or type of company. I have worked for insurers, industry

organizations, BPO provider, industry analyst and technology

providers – gaining nearly every perspective on the insurance

ecosystem spectrum.

Breadth of experience is invaluable. In today’s new era of

insurance, wide experiences and deep knowledge in technology

and business can be critical learning opportunities for women.

Over my career, women have learned to support each other,

helping and confiding in each other, demanding more from

companies and the people we work with, while celebrating each

other’s successes. My hope is that today’s women in insurance

will embrace the foundation laid for them, bring excellence to all

they do, lead with wisdom and clarity, and continue to challenge

the industry to support customers and employees to ensure we

all meet the demands of changing world.

Yes … more progress is needed.

Inspiration and Journey

What inspired me, encouraged me and helped me throughout

my career to achieve success and recognition? I was the eldest

of three kids raised on an Iowa farm. It required daily hard work.

There were expectations to excel in school academically. This

shaped me and provided a strong foundation, but my future and

my career were defined solely by me.

Early in my career, I had a leadership and intelligence

assessment that uncovered I was equally left and right brain

oriented – analytical and creative - indicating strong capabilities

to visualize, envision, and strategize with the ability to develop

the details and execute. I began as a programmer – one of only

Denise Garth

Chief Strategy Officer,

Majesco



INSURTECH

Shine with purpose,

shine with intent...

When I started my career in finance in 2005, the executive ranks were a

different world. Leadership positions were almost exclusively held by men,

and the handful of women who made it to the top often had to “battle it out”.

The environment felt cutthroat, a corporate jungle where I felt I had to shrink

myself to survive. To succeed, it seemed I had to dim my light, blend in, and

become smaller.

My world shattered in 2017. I found myself in a dark place,

navigating a painful legal battle from a messy divorce and

watching a company I had helped build and reshape be

completely annihilated by government intervention. The fallout

left me with broken family relationships and embroiled in a

disputed property case with someone I had once considered a

friend. The weight of these events was crushing. I was no longer

just feeling the pressure to shrink; I was genuinely in a dark

place.

I decided to take a sabbatical, a time to heal and find a new

direction. After a week of wallowing in my misery, I took a

friend’s advice and joined a ladies’ styling salsa dance course.

That’s where I first learned about salsa shines. A shine is a solo

footwork sequence that a dancer performs during a break in the

music. It’s a moment of individual expression, allowing dancers

to showcase their skills, creativity, and personality. Shines add

flair and a touch of individuality, and they are a vital part of the

dance.

More importantly, I learned that with constant practice, I

improved my footwork, coordination, and timing. I learned to

interpret the music through my movements and became more

confident on the dance floor. But the biggest lesson was how

I could express myself while still connecting with my partner.

I was not afraid to experiment, to be seen, to take up space. I

realised that my shine was not a threat to my partner but an

enhancement to our dance as a whole. It was an invitation for

them to shine, too.

Today, I am fortunate to work with many strong, incredible

women, in both executive and non-executive capacities. I

lead, guide, coach, and support them. We engage in robust,

challenging conversations that push us all forward. When I

shine, it is not considered a threat but an open invitation for

them to find their own shine. I have learned to refuse to dim

another woman’s light. Instead, I choose to create a space

where everyone has the opportunity to showcase their skills and

creativity.

To women who are struggling, juggling, and overcoming

challenges: my request to you is to dig deep and find your shine.

Find what makes you unique and celebrate it. Then, shine with

purpose, shine with intent, and extend the invitation to others.

We are not competitors; we are partners in this dance.

There have been a few women who came before me, paving

the way. I know there will be many after me, who will continue

to break barriers, build, lead, thrive, and shape this industry. We

will be the true pioneers, not by battling it out, but by creating a

chorus of brilliant shines.

Watching and talking with the other women in the class, I

realised they were experiencing a similar awakening. They were

using dance to find confidence, joy, and a sense of self they felt

they had lost or never had. Through their shines, they found a

way to be unapologetically themselves.

From that moment on, I made a conscious choice. I decided

that no one would dim my light or make me feel I needed to

shrink. I chose to live an authentic life, without apology. This

new perspective guided my next career moves. They were no

longer about survival; they were intentional, driven by purpose,

and executed with conviction. I learned to lead not by shrinking,

but by shining.

Tania Daniels

Group CFO, Genasys


INSURTECH

You’re Sitting on a Goldmine:

How AI can Turn your Claims Data

into a Competitive Advantage

In every claims department, whether at a

multinational carrier or niche MGA, the same

paradox exists. Organizations have decades

of valuable data, yet much of it sits untapped.

Hidden in legacy systems and departmental

silos, this goldmine of information is often

inaccessible, limiting the ability to improve

outcomes based on data-driven insights.

Claims data is one of the most valuable strategic

assets a carrier has, and recent advances in AI

mean that data can now be readily transformed

from static historical points into usable, realtime

intelligence. Carriers that embrace this shift

can achieve faster cycle times, better reserving

accuracy, and lower expenses, improving customer

outcomes and loss ratios.

Historic Claims Data Contains Hidden Value

While structured claims data like date of loss or

reserve amount is often leveraged in analytics,

unstructured data (adjuster notes, medical reports,

recorded statements, repair estimates, and photos)

holds immense untapped potential. Historically, this

information was used for individual claims decisions

but rarely harnessed for systemic improvements.

Today, AI-powered tools can read and interpret

these unstructured sources in seconds. Instead of

claims professionals manually reviewing pages of

documentation, machine learning models identify

patterns in severity, fraud, and litigation risk across

thousands of past claims. What was once buried

is now a rich source of intelligence. These models

aren’t just summarizing data – they’re learning from

closed claims to identify systemic trends that once

went unnoticed.

AI-driven insights offer significant value to claims

leaders in three key areas:

Smarter Triage at FNOL – Claims can be routed

based on predicted complexity, severity, or fraud

risk, rather than just geography or product line,

reducing costs and improving adjuster fit.

Better Reserving Accuracy – Machine learning

models predict severity more precisely, enabling

carriers to set more accurate reserves and improve

capital planning.

Cycle Time Reduction – AI identifies bottlenecks,

automates routine tasks, and guides next steps to

accelerate processing and lower LAE.

Data-Driven Decisions Matter Now More Than Ever

In a competitive landscape, where speed,

transparency, and customer satisfaction are vital,

claims leaders must make smarter decisions, faster.

Those who harness the full power of their data will

outperform on cost, experience, and agility.

At Snapsheet, we help carriers bring structure to

their unstructured data, infusing AI insights directly

into the claims workflow. These aren’t future

capabilities, they’re here today and driving real

results!

Your claims operations hold a hidden goldmine

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transform it into your next competitive advantage.

Andy Cohen

President, Snapsheet


INSURTECH

The Future for

Women in Insurance

When I think about the future for women in business, I picture my daughters, just beginning their

careers. I imagine the paths they’ll forge, inspired by the women who’ve come before them.

My deepest hope is that the next generation of women, whether my daughters or yours, feels

fully seen, heard and valued. They should belong in every boardroom, every project meeting,

and every forward-looking conversation without ever having to prove they deserve a seat.

Our industry has made significant progress, but more must

be done to empower women to speak up, take risks, and lead

authentically, free from fear of judgment or being overlooked.

Achieving this requires visible role models at every level: women

who succeed while uplifting others, and male leaders who

actively support and advocate for their female colleagues.

How Today’s Leaders Can Help

Creating this future doesn’t happen by chance. It starts with

being intentional and mindful about how we lead. As a leader,

I frequently ask myself, “How am I impacting my team? Am I

fostering an environment where every voice is heard, especially

those who are less vocal?”

As an industry, we must go further than supporting individuals,

we must challenge the very systems that hold women back.

Some of the most talented women are those who quietly deliver

exceptional work without fanfare. It’s a leader’s role to ensure

such talent is not overlooked.

This is where sponsorship is powerful, championing women when

they’re not in the room, advocating for their ideas, nominating

them for opportunities, and ensuring equitable pay and

promotions. Sponsorship goes beyond mentorship by opening

doors and giving women a platform, declaring, “She belongs

here,” even in her absence.

Be curious. Ask questions, seek knowledge, and involve yourself

in areas that most interest you. Above all, stay true to yourself.

Authenticity, rather than conformity, will help you achieve your

ambitions.

Leaders, in turn, must treat individuals as exactly that, individuals.

Engage with employees about their ambitions and tailor your

support to their goals. For some, that might mean striving for a

senior role; for others, it might mean finding balance between

career and family, or perhaps a combination of the two. Life is full

of seasons, and so are careers.

Creating equal opportunities begins with providing equal

access to learning and support. At INSTANDA, our ‘Impact Your

Outcome’ leadership program empowers every individual to take

charge of their career journey. Unlike traditional programs that

pre-select participants, this initiative is open to all employees,

fostering an inclusive and accessible environment for learning

and growth.

Hopes for the Future

With initiatives like these, the future for women in business is

bright, if we all have the courage to build it together. My hope

is that no woman entering the insurance industry will doubt her

belonging or potential and that, as leaders, we consciously shape

workplaces where every employee can thrive on their own terms.

Creating an Inclusive Culture

Fostering an inclusive culture starts with brave leadership, leaders

who create spaces where women can thrive without sacrificing

their health, values or personal lives. The industry must invest in

development: not just technical skills, but confidence, visibility

and coaching around authentic leadership.

Afterall, culture is shaped by every action, large or small, within

each team, every day. That’s why INSTANDA invests in leadership

coaching that teaches the importance of instilling trust, fostering

honest conversations, and building inclusive relationships.

Advice for Aspiring Women

For women aspiring to lead, don’t wait to feel “ready.” Let your

ambitions be known, seek mentors and pursue your ambitions

with confidence.

Hazel Spain

Head of Learning and

Client Training at INSTANDA


MAKE AGILITY

YOUR BIGGEST

ADVANTAGE

Lead the insurance modernisation race with

the policy administration and distribution

system that puts you in control.

Accelerate product innovation

Scale without limits

Build the ecosystem your business deserves

Deliver standout customer experiences

Achieve compliance with agility

Build the future of

insurance, your way.

INSTANDA.COM

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markeng1@fmg.co.uk

0344 243 8888

MIM73 V4

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