At the heart of embedded insurance lies a multitude of benefits. By embedding insurance into the products and services that customers already use and trust, insurers unlock access to a pool of potential clients. This symbiotic relationship not only enhances customer touchpoints but also fosters a deeper level of engagement, and nurtures long-term relationships built on trust and convenience. Other benefits include: Increased Market Reach – Strategic partnerships allow your business to tap into new customer segments and markets that may not have been accessible through traditional channels alone. By embedding insurance into the products and services of non-traditional partners like retailers, fintech firms, and platform providers, insurers can reach a broader audience. Improved Customer Engagement – Embedded insurance creates additional touchpoints throughout the customer journey, fostering deeper engagement and brand loyalty. By integrating insurance seamlessly into the products and services that customers already use and trust, insurers can enhance the overall customer experience and build stronger relationships. Streamlined User Experience – Embedding insurance into existing products and services simplifies the purchasing process for customers. Whether it's buying travel insurance alongside booking a trip or securing device protection at the point of sale, the seamless integration of insurance adds value and convenience, leading to higher customer satisfaction. Diverse Revenue Streams – Strategic partnerships enable insurance companies to diversify their revenue streams by tapping into new sources of income. By leveraging the distribution networks and customer bases of their partners, it is possible to generate additional revenue streams beyond traditional policy sales. Every innovation you introduce into your business processes also comes with challenges which need to be considered. For embedded insurance products these can include: Integration Complexities – Integrating insurance products into the systems and processes of non-traditional partners can be complex and time-consuming. This strategy may produce technical challenges, compatibility issues, and data integration problems when embedding insurance into third-party platforms. Compliance – Insurance regulations in the UK can be stringent and complex, posing challenges for insurers entering into strategic partnerships. It is vital to ensure that embedded insurance solutions comply with relevant regulations, including those related to data protection, consumer rights, and financial services. Dependency – Relying too heavily on strategic partnerships for distribution can introduce a dependency risk. Changes in partner strategies, market dynamics, or regulatory environments could impact your company’s ability to reach customers and generate revenue through embedded insurance. Brand Dilution – Partnering with non-traditional players may dilute your business’s brand identity if not managed effectively. Insurers must carefully consider the reputation and values of their partners to ensure alignment with their own brand image and values. Success in leveraging embedded insurance and strategic partnerships requires careful planning, execution, and ongoing monitoring to mitigate risks and maximize benefits. If embedded insurance and strategic partnerships is a path that you would like to explore, Camet could be just the partner you need to get started. All of our members have at least three years’ experience in a C-Suite or similar position and can guide you through the highs and lows of partnering with non-traditional players and may even have the connections you need. To find out more about how we can help you contact a member of the team today.

What is your role now since leaving corporate life? I am a CEO, Embedded Finance & Insurance Strategies Founder and AI Risk How long have you been an expert of Camelot? I have been a Expert for 3 years. Area of expertise:- Embedded Insurance New Growth Strategy AI Risk Highest/proudest most recognisable previous role. I would say my Highest/proudest most recognisable previous role is Embedded Insurance thought leadership. How long have you been doing this subject/area? 4 years What is your company name? Embedded Finance & Insurance Strategies AI Risk Do you have a website? www.embedded-finance.io www.ai-risk.co What is your LinkedIn profile URL? https://www.linkedin.com/in/simontorrance/ Please can you provide some examples of recent projects/professional high point that you’ve worked on? Embedded Insurance International Peer Group Embedded Insurance strategies for multiple insurers, reinsurers, brokers, insurtechs What is your unique selling point? What makes your business approach unique? Innovative strategy and execution methods. Do you have a Favourite quote? “I skate to where the puck’s going to be, not where it is now” - Steve Jobs, after Wayne Gretzky Any professional goals for the upcoming year? To grow AI-Risk.co And… Last but not least, how does being an expert of Camelot help you/or add value to your business? It has helped me meet lots of good people.

In the post-pandemic world face-to-face encounters are becoming less common as many businesses and customers move towards the more convenient online world of digital platforms, interactive apps, and automated services. Whilst digital platforms definitely are the future of the insurance industry (see our blog here ), there are still a lot of benefits to meeting clients in face-to-face meetings which include inclusivity, explaining complex products, offering a personalised service, and more importantly relationship-building. 1.Relationship Building One of the biggest benefits with meeting with clients in person is that it allows insurance distributors like brokers to build trust and rapport more effectively than is possible through digital platforms. These interactions can lead to stronger, longer-lasting relationships which provides the opportunity to understand clients' needs, their preferences, and their concerns more deeply.   Emails and messaging can foster many misunderstandings, and these can be eliminated quickly in a face-to-face environment. Clients can ask questions, seek clarification, and express their concerns more effectively, while brokers can provide tailored solutions and address any issues immediately. This open dialogue helps to ensure clients fully understand their insurance coverage and the associated risks.   Such relationships can be particularly beneficial when conflicts or issues arise, as they can be resolved promptly through an in-person meeting to discuss the matter, find mutually agreeable solutions, and maintain the integrity of the relationship.   2.Tailored Advice   Getting to know the client and start building a strong relationship, makes it easier to tailor the advice based on personal circumstances, rather than having to rely on a series of tick boxes on an online platform.   Brokers can assess clients' risk profiles, financial situations, and future goals more accurately, and can discuss different coverage options, deductibles, and premiums in person, allowing for greater flexibility and customisation that meet their specific needs, quickly and efficiently.   These meetings also allow for any objections, questions, and concerns to be dealt with quickly before they have the chance to escalate.   3. Long-term Engagement Whilst digital platforms may be more convenient and quicker it does not generate the brand loyalty that many insurance companies rely on.   However, building relationships through face-to-face interactions encourages long-term engagement between insurance brokers and clients. Clients are unlikely to shop around for the cheapest deal when they know their broker understands them and their needs and is always ready to answer their questions and queries.   Additionally, it is easier for the broker to upsell and cross-sell new products as they are best placed to identify additional insurance needs and present relevant complementary insurance products and services that may benefit clients based on individual circumstances.   4. Compliance and Due Diligence Face-to-face meetings can also have a practical purpose, as they can aid with ensuring compliance with regulatory requirements, such as Know Your Customer (KYC) and anti-money laundering (AML) regulations. Meeting clients in person allows brokers to verify identities, collect necessary documentation, and ensure compliance with regulatory guidelines.   These meetings also allow insurance agents to conduct more thorough risk assessments by gathering comprehensive information about clients' assets, liabilities, and risk tolerance levels. This can help to identify potential risks and recommend appropriate insurance coverage to mitigate them effectively. Overall, face-to-face transactions can contribute to a more inclusive business, relationship-building, risk reduction, and client satisfaction by enabling personalised communication, tailored advice, conflict resolution, and compliance with regulatory standards. Combined with digital platforms and interactive apps this can guarantee the contemporary insurance company will be ahead of the competition.   But how can you embrace the technological age and maintain a more traditional relationship-based model? This is where Camelot Marketplace could be just the partner you need. All of our members have at least three years’ experience in a C-Suite or similar position and can guide you through the highs and lows of combining digital platforms with face-to-face relationships. To find out more about how we can help you contact a member of the team today.

In the world of insurance, where unstructured data is everywhere, timely claims processing is essential. Whether it’s a minor collision on a rainy London street or a major incident in the rolling hills of Yorkshire, policyholders expect an efficient resolution. Manual claims management can be incredibly resource intensive, eating into profits and burdening workers with time‑consuming, tedious tasks that take them away from face‑to‑face customer service. In fact, manual claims processing accounts for around  70% of a typical insurance provider’s budget. Intelligent Document Processing (IDP) - a technology that utilises AI to understand documents - can truly revolutionise claims management. In this article, we delve into how IDP streamlines workflows, enhances accuracy, and ultimately delivers a better experience for both insurers and their customers. Automated document processing has been used for many years to improve process efficiency. Using optical character recognition (OCR), systems can extract data from highly structured forms and integrate it into databases and applications. Intelligent document processing (IDP) takes this automation to a whole new level. It harnesses the latest advances in AI to speed up the process of transforming data into insights. Industry analysts define IDP this way: “Intelligent document processing (IDP) solutions extract data to support automation of high-volume, repetitive document processing tasks and for analysis and insight. IDP uses natural language technologies and computer vision to extract data from structured and unstructured content, especially from documents, to support automation and augmentation.” And now with the advancements in generative AI, we are seeing a whole new level of advancement. Unstructured documents can be understood with some simple prompting, streamlining the entire process. 6 key drivers for IDP in Insurance Claims 1. Faster Claims Processing The time for a claim to be processed can be a substantial cost to insurers, as well as the impact to customer satisfaction. IDP accelerates claims processing by automating manual tasks, such as data extraction and validation. By quickly handling paperwork and reducing administrative bottlenecks, insurers can provide timely responses to policyholders, ensuring a smoother claims experience. 2. Accuracy and Error Reduction Human error is an inherent risk in manual data entry. IDP systems, powered by machine learning algorithms, enhance accuracy by extracting information from documents with precision. Eliminating typos, misinterpretations and inconsistencies help to minimise claim disputes and agent overheads. 3. Enhanced Customer Experience IDP transforms the entire customer journey by expediting claims, reducing paperwork, and enabling self-service options. Policyholders appreciate the streamlined interactions and faster resolutions. A positive experience builds trust, loyalty, and satisfaction, ultimately benefiting both insurers and insured parties. 4. Proactive Fraud Detection Detecting fraudulent claims early is crucial. IDP can analyse patterns, anomalies, and historical data to help identify suspicious documents. By flagging potential fraud, insurers can investigate further, prevent losses, and maintain the integrity of their insurance pool. 5. Streamlined Workflows IDP integrates seamlessly into existing workflows. By automating repetitive tasks you allow claims adjusters and underwriters to focus on the complex assessments. Streamlined processes lead to improved efficiency, reduced operational costs, and better resource allocation. 6. Resilience and Adaptability In an ever-evolving industry, adaptability is key. IDP systems can handle various document formats, languages, and regulatory changes. Their flexibility ensures that insurers remain agile, even in the face of unforeseen challenges or shifts in the insurance landscape. Conclusion: Transforming Claims Management In this article, we’ve taken a quick look at IDP and its ability to streamline workflows, elevate accuracy, and redefine the insurance claims experience. For insurers, it’s a leap toward operational excellence; for customers, it’s the promise of smoother interactions during critical moments. As the industry embraces AI, IDP stands as a bridge between legacy processes and a future where claims management is not just efficient, but empathetic. The journey continues, and with each processed document, we inch closer to a world where insurance claims are resolved swiftly, intelligently, and with unwavering commitment to customer satisfaction. To learn more about how we, at Iron Mountain are supporting Insurers to gain efficiencies, reduce costs and improve customer experience in their claims management process please visit our webpage or read our case study Author Kevin Shepherd, Iron Mountain

The world is forever changing, and this has meant the insurance industry has had to evolve to keep up, from offering new products to suit customer needs to changing the way products are sold. Long gone are the days when the only way to get insured was through a face-to-face meeting in an office, and many businesses are moving away from the bricks-and-mortar model towards a fully digital model. Benefits of a Digital Model There are various benefits to moving towards a digital model. These include being: Cost Effective –   Operating physical offices generates significant overhead costs, such as rent, utilities, and staffing expenses. Transitioning to digital platforms, can drastically reduce these costs, leading to improved profitability as well as offering more flexible working for staff. Convenient for Customers – In today's fast-paced world, consumers value convenience above all else. Digital platforms allow customers to research, compare, and purchase insurance policies at any time and anywhere with internet access. This is better for customers whilst at the same time expanding the catchment area for potential clients.   Streamlined   – Digital platforms streamline the insurance purchasing process by automating tasks such as quote generation, policy issuance, and claims processing. This automation reduces administrative burdens and frees up resources to focus on value-added activities and innovation. Adaptable  – Digital platforms provide the flexibility to adapt quickly to evolving customer demands, regulatory changes, and technological advancements. You can easily update product offerings, adjust pricing strategies, and implement changes in response to market dynamics. Competitive  – Businesses that embrace digital transformation gain a competitive edge over their more traditional counterparts. By leveraging technology to deliver superior customer experiences, streamline operations, and innovate new products and services, you can position yourselves as industry leaders and attract a larger share of the market. How to Move Towards Digital Any major changes to the infrastructure of your business can cause a certain level of upheaval but with careful management and planning this can be kept to a minimum. Knowing your strategy is key to a smooth transition. Technology Infrastructure – Upgrade and invest in the necessary technology infrastructure to support your newly introduced digital operations. This may include developing or acquiring a robust digital platform, implementing customer relationship management (CRM) software, and ensuring cybersecurity measures are in place to protect customer data. User Experience   – Design an intuitive and user-friendly digital platform that provides a seamless online experience for customers. This includes optimising the website or mobile app for easy navigation, implementing responsive design for mobile compatibility, and offering self-service features such as quote generation, policy management, live chat support, virtual assistants, and personalised recommendations. Underwriting and Claims Processes – Digitise underwriting and claims processes to improve efficiency and reduce turnaround times. Implement automated underwriting systems, digital document management solutions, and online claims submission portals to streamline operations and enhance customer satisfaction. When transitioning to digital platforms, it is important to ensure compliance with regulatory requirements and data protection laws, including robust security measures, data encryption protocols, and privacy policies to safeguard customer information and maintain regulatory compliance. Introducing such a major change can seem daunting, especially in an industry like insurance that has been run in a traditional way for a long time. However, the journey can be facilitated with guidance from experienced C-suite executives who have done what you are proposing to do. This is where Camelot could be just the partner you need. Our experts have at least three years’ experience in a C-Suite or similar position and can guide you through the highs and lows of transitioning to digital platforms. To find out more about how we can help you contact a member of the team today.

What is your role since leaving corporate life? I am director of The Marketing Detective Agency, focused on helping businesses define a clear, actionable marketing strategy. How long have you been a member of Camelot? 3.5 years Have you been a panel expert on any Road Tests? I’ve been involved with three or four Road Tests. I really enjoy understanding a core target market and helping companies focus on benefits rather than features, especially tech firms. Area of expertise? Strategic marketing. Highest/proudest most recognisable previous role? Head of Direct Marketing for AIG EMEA. How long have you been doing this subject/area? 20+ years! Please can you provide some examples of recent projects that you’ve worked on? One of my recent projects is creating and launching an online purchase path for an insurance client.  I lead the project from researching the market, developing the business case, to mapping out the functionality needed and working with the development team to build and test it.  Thereafter we launched the advertising strategy to drive revenue through the new distribution channel. We generated 300 sales in the first 3 months which was well above expectations. Another project was creating a Linkedin presence and strategy for an insurtech business focused in the marine insurance industry. What is your unique selling point? What makes your business approach unique? The objective (or otherwise, the ‘what’) of the Marketing Detective Agency is to find the clients that want, need and can afford what you have to offer. This also looks at the exact moment when they are most open to buying from you; the ‘when’ (not only the where) to find them. Can you name one professional high point from the last 12 months and what made it so good? A professional highpoint was a webinar that we ran in February. There was 350 attendees and it led to 6 direct sales – leads are still coming in! It was the first webinar we ran as the Marketing Detective Agency, even though we run webinars and events for many of our clients. We were able to share our core philosophy of identifying a target client before you start any marketing, as well as position ourselves as experts in the industry. We need to talk about…? What is, or what should be, hot on the industry’s lips in your view? Sustainability is a key topic which everyone should be focused on. The main reason is to save the planet and leave a healthy world for future generations… But if this is not a powerful enough motivation then profit should be. Consumers are driving the focus on sustainability, more and more of them are choosing products, companies and services based on their impact on the planet. Do you have a favourite quote? “Don’t think out of the box. Think like there is no box”. Why are you such an asset to the industry & the network? If you like straight talking, no nonsense marketing with a focus on strategy but with measurable action steps to get there – I am the marketer for you. And… last but not least, how does being a member of Camelot help you/or add value to your business? “Being in Camelot has been a great way for me to meet like-minded people and share insurance stories – both frustrations and wins. I get to keep learning from those around me and keep up-to-date with the latest trends and thinking.”

What is your role now since leaving corporate life? After 35 plus years in the corporate world I started Monuments Consultancy Ltd 2 years ago.  As an independent consultant and trusted advisor I use all the experience I gained as an insurer, MGA & broker to help businesses scale, and help the people within them grow and develop. Having made and learnt from mistakes over the years it is great to be able to pass those lessons on to others. How long have you been an expert of Camelot? I joined 18 months ago just as I was developing my business.  It was the best thing I did in those early months. I have made many new friends, reconnected with old ones and been introduced to a whole range of fascinating businesses along the way.  You never stop learning and every day is a school day, still even after all these years. Have you been a panel expert on any Road Tests? If so which & can you remember what the themes were & how you enjoyed helping them? I have had the pleasure of participating in many Road Tests since I joined Camelot. There is an abundance of innovation in the market place and many of our corporate partners are at the forefront of that innovation.  Some of our corporate partners have a temptation to talk in tech language that the people they are selling to may not understand. I help articulate the solutions they are proposing in a way that the insurance market (insurers, MGA’s, brokers) understands.  This makes the process so much easier for both parties. Are you a leader or a member of a Camelot Special Interest Group? If so, why and what do you get out of it? Or hope the industry gets out of it? I have been involved in many discussions on a variety of issues.  I currently sit on the Working Group looking at how we can help the market utilise the power and knowledge within Camelot. Being able to access 150 plus ex C-Suite insurance executives is unique, as is the fact that every aspect of the market is represented.  This means that the insurance sector can come to us with pretty much any challenge and find a solution from people who have been there, seen it and done it. Area of expertises:- Independent business reviews MGA expertise, having started and scaled two. Mentoring Connecting people and business through my large network formed from over 37 years in the UK market. Highest/proudest most recognisable previous role Being apart of the senior management team that started two successful MGA’s and helped them grow to £100m plus GWP (gross written premium) The thrill of walking into an empty office with just a carpet and then building a successful business and team with all the highs and lows is addictive but bloody hard work! How long have you been doing this subject/area - years of experience I started my career in the 80’s initially in claims briefly and then quickly moved into a career in underwriting.  I worked with insurers for 14 years then into the MGA space for 18 years and then led a large independent broker for 2 years.  I have loved the variety of my roles around the UK and can now use this broad experience to help my clients. What is your company name? Monuments Consultancy Ltd - named after two monuments well known to me, one being the Wallace Monument near my home in Stirling and the other the Great Fire of London Monument in London which I see on my weekly trips to the capital. What is your LinkedIn profile URL? https://www.linkedin.com/in/duncan-leask-a0055a64?lipi=urn%3Ali%3Apage%3Ad_flagship3_profile_view_base_contact_details%3BaK3OSq%2BLQk67nTvQd%2FVeww%3D%3D Please can you provide some examples of recent projects/professional high point that you’ve worked on? I am currently working with two businesses that are starting MGA’s. I am advising on their strategies to  navigate what can be a complex journey.  In addition I am working with one of America’s largest insurers C-suite to advise on a large change strategy which will see the business double over the next 3 / 4 years. Professional highs have to be building two large MGA’s from scratch. My first ever consulting job was with a broking business where they were looking to grow and diversify it.  I became the MD and helped grow the business by 50% over a two year period.  I enjoyed experiencing life as a broker and the challenges they face and also the challenge to develop the leadership team, who are now taking the business forward very successfully. Building a successful consulting business from scratch has to be up there as well! What is your unique selling point? What makes your business approach unique? I have held senior positions within insurers, MGA’s and Brokers throughout the UK, including the London market, and scaled all these types of businesses. I also have a deep understanding from all three perspectives.  By being independent, I provide practical advice to the leadership teams on how to help grow and develop their business and people. Do you have a Favourite quote? “Only those that risk are truly free” Any professional goals for the upcoming year? I am fortunate that every year gets busier and more varied.  I would never have expected I would be advising such a wide range of insurance sectors and also using my network to find so many solutions for people. That is the joy of being a consultant and collaborating with others. I get a lot of pleasure in undertaking deep dive reviews to inform the leadership on strategies they want to put through their businesses. I am also about to start doing training in the Far East so Monuments Consultancy may be going global later this year! I just love seeing businesses and their people grow and scale. And…Last but not least, how does being an expert of Camelot help you/or add value to your business? Camelot came along at the perfect time for me as I was starting to build my business.  The support it gave me in the early months was instrumental to my success as a consultant.  It is full of people who just want to help you succeed and you can get advice and support on any topic.  If you want to be a consultant in the insurance space joining Camelot is the best decision you will make.

The insurance industry has to contend with many new challenges including climate change, social inequality, and governance issues, posing imminent risks to the industry’s long-term viability. This means that it is vital for insurance leaders to  adopt a proactive approach by integrating Environmental, Social, and Governance (ESG) considerations into their strategic decision-making processes . There are various means of doing this effectively, but here are a few suggestions to get you started. Aligning Business Objectives with Sustainability Goals – Integrating ESG into strategic decision-making means adopting an integrated approach to your business and sustainability goals. Sustainable practices do not run parallel to your business goals but should be embedded within key performance indicators (KPIs) and strategic planning. Risk Assessment Tools  – Developing simplified risk assessment tools tailored to ESG and how it applies to the insurance business can help to quickly identify and prioritise environmental, social, and governance risks across all operations, investments, and supply chains. Through quantifying and visualising these risks, making more informed decisions becomes easier as well as allocating resources more effectively to mitigate any potential impact. Training and Education Programmes  – O ffering comprehensive training and education programs to employees at all levels will enhance their understanding of ESG principles and practices. This will enable them to incorporate ESG considerations into their daily work routines, maintaining a business culture of sustainability and innovation. Training programmes can be varied and can cover topics such as ESG reporting standards, sustainable investment strategies, and stakeholder engagement techniques. Performance Dashboards  – Performance dashboards can make your business processes transparent by providing real-time visibility of key sustainability metrics and indicators. The data can be collected from various sources, including internal systems, external databases, and third-party providers, presenting a holistic view of the company's ESG performance. This enables stakeholders to monitor performance, track trends over time, and more importantly identify areas for improvement, set targets, and monitor key metrics. ESG Integration in Product Development – Embedding ESG considerations into the product development process to create innovative insurance solutions that address emerging sustainability challenges can be an effortless way of future-proofing your business. These could include products that incentivise customers to adopt eco-friendly behaviours or offer coverage for renewable energy projects. Aligning product offerings with ESG goals and customer preferences drives long-term value creation. Supplier Engagement Programmes  - Launching supplier engagement programmes can promote ESG best practices throughout the supply chain. Collaborating closely with suppliers to assess their ESG performance, can help set improvement targets, as well as provide support and guidance on implementing sustainable practices going forward. Collaboration with suppliers to address common challenges such as carbon emissions, labour rights, and supply chain transparency, can enhance resilience within the business landscape, reduce risks, and create shared value for all stakeholders. Stakeholder Engagement  - Stakeholder engagement is critical for successful ESG integration, and this means actively involving customers, employees, investors, regulators, and communities in decision-making processes. Understanding and addressing stakeholders' concerns helps to build trust, enhance reputation, and identify new opportunities. Here at Camelot, we are all about collaboration, and we can introduce you to exactly the right people to advise, guide, and support you on your journey to being more innovative and transparent. All of our members are C-Suite level executives within the insurance industry with at least three years of experience and are here to share advice and guidance, pitfalls to avoid, and models to follow. If you would like to find out more about how you can join, please head over to the members page here, or speak to a member of the team today.

What is your role now since leaving corporate life? I am a mother of four, award-winning CEO and founder of Careers After Babies,  author of landmark report Careers After Babies and ex Strategy & Distribution Director for DLG. I’m leading the movement to create a world-class cohort of employers of working parents that inspire the next generation of companies and parents, enabling work and family to happily co-exist. I also offer Strategy and Business Change consultancy services to the insurance industry. How long have you been an expert of Camelot? I joined Camelot in August 2022 when I was looking to re-engage with the insurance world. I love what Camelot stands for and the positive influence we have together. It’s such a powerful group of individuals with so much knowledge and experience and I totally believe in the Camelot tagline of connection “releasing potential”. Have you been a panel expert on any Road Tests? I’ve loved the Insurtech Clinics since I’ve joined - I think the expertise those organisations gain is golden! I wish I would of had access to something similar when I set up my own business many years ago. I’ve also been instrumental in setting up Camelot for Insurtech and can’t wait to see the positive impact this brings to the insurance industry. We’ve been meeting so many innovative organsiations who have the power to really drive change. Are you a leader or a member of a Camelot Special Interest Group? The insurance industry loses so much talent by not changing and adapting to social changes. This is getting worse as we attract less talent and when we do, we let it go too easily. I lead the Inclusive Leader series for Camelot. It aligns perfectly with my own personal mission to keep parents in the workplace, as it’s a point in time where we lose so much talent. Our aim with the Inclusive Leader is to bring inclusive thinking to every people leader by showcasing examples of amazing leaders and how they inspire the best from people by being inclusive. I think that the topics of Diversity, Inclusivity and Equality have become scary to many people so they have been switched off. It means that those of us advocating for change often find ourselves talking to the same groups of people. I believe that every individual has a responsibility to be inclusive not just for our colleagues but for our customers. We’re better for customers, better for shareholders and better for people when we are inclusive leaders Area of expertise:- Inclusive culture and leadership Strategy, change and transformation Highest/proudest most recognisable previous role? I launched the Diversity and Inclusion committee for Direct Line Group leading the Working Family and Gender strand alongside my day job. I re-launched the Commercial strategy including transitioning business to eTrading, launched Churchill Business Insurance on to price comparison websites and acquired an agricultural business…amongst other things! It was a very busy but enthralling time! How long have you been doing this subject/area? I have always been in strategy and transformation in some capacity from my placement whilst I was doing my degree twenty years ago through to my C-Suite role, which I fell out of 8 years ago after having children. I’ve been lucky enough to combine internal change with external client work throughout my career, recognising the importance of our customers in everything a business does. That thread of change and excellence has continued through to what I do now, which is changing businesses to be more inclusive, ultimately resulting in them keeping their best talent and serving their customers in the best way possible. Now I get to change the landscape for my four children making sure they enter the world of work that brings the best out of them - and not cause them stress and burnout! What is your company name? Careers After Babies Do you have a website? https://www.careersafterbabies.org/ What is your LinkedIn profile URL? https://www.linkedin.com/in/jessica-heagren/ Please can you provide some examples of recent projects/professional high point that you’ve worked on? In 2023 I published the Careers after Babies report, which went viral. The report found that most women want to go back to work after they have children but 87% are unable to make a full time job work alongside having a family - not that surprising but the first time we’ve seen the data presented this way. This leads to a 33% drop off in female representation at management level and is a huge contributor to the gender pay gap. After I published the report, hundreds of organisations got in touch to ask how we could fix the issues so I built the Careers After Babies framework detailing what good looks like from a policy, process and practice perspective. Now I accredit organisations against that. Most importantly though, we help them be better! We assess their current state then work closely with them to become world-class employers. I’m working with an eclectic mix of industries including law firms, challenger banks, student unions, marketing agencies, consulting practices and energy suppliers. The brands are extraordinary, including KIA, Mishcon de Reya, Paramount and so many others. I’m still waiting for my first insurance company to sign on the dotted line so watch this space! Alongside building this business I have worked on some exciting insurance projects. One such project was working with a major insurer to look how to be successful in the delegated authority space where, with an amazing team of Camelot experts, we conducted an in-depth market scan then looked at the routes to market and critical success factors. I’ve also been working with a software house to re-write and embed their new strategy focusing on innovation and culture. I’ve learnt so much about progressive technology practice and been able to bring a lot of experience to implementation and the need to persevere during change. What is your unique selling point? What makes your business approach unique? Careers After Babies pioneers a transformative accreditation for employers supporting working parents, addressing challenges faced by 85% of UK mothers. We aim to revolutionise employer practices, share successes, and increase access to family-friendly jobs. We’re leading the movement to create a world-class cohort of employers of working parents and retaining skilled talent. Do you have a Favourite quote? “You must be the change you wish to see in the world.” - I hope that’s what I’m doing now! Any professional goals for the upcoming year? This year I’m aiming to tell at least 100 new people a month about Careers After Babies! By the end of the year we’ll have made it through the full accreditation process so I’ll have that working well. I also want to work with at least one organisation in the insurance industry! I’d like to work with at least two Camelot partners on their business strategy and of course, bring inclusive thinking to those organisations. And finally I hope to challenge the thinking of at least one individual a month through the Inclusive Leader webinar series And… Last but not least, how does being an expert of Camelot help you/or add value to your business? The Inclusive Leader means we can shape thinking and demonstrate why inclusion is so important to the future of the industry. After having children, I vowed I would never work in insurance again! However, Camelot made me realise the impact I can have in the insurance industry and reminded me of my credibility. I have been able to re-enter as part of an incredibly supportive team where I have joined forces with like-minded people and feel like I am driving progress through everything I do

In such a well-established, steady industry like insurance it is easy to continue to do things the way they have always been done. However, with the speed that the world, culture and sensibilities change, maintaining the status quo can in fact leave you far behind your competitors. This therefore means the role of modern insurance leaders extends far beyond risk management and financial protection. Increasingly, stakeholders are scrutinising insurance companies not only for their profitability but also for their commitment to social responsibility, inclusivity, ethical practices and community engagement. Stakeholders include a broad range of individuals from shareholders, employees seeking a supportive and inclusive workplace, and local communities looking for responsible corporate citizens. Recognising and responding to the needs and expectations of these stakeholders is paramount for insurance leaders aiming to build trust, loyalty, and long-term sustainability. Social Responsibility Initiatives There are various initiatives which can be introduced to address stakeholders’ expectations whilst at the same time ensuring your business promotes inclusivity. These include: Diversity and Inclusion Initiatives  – Implementing robust diversity and inclusion (D&I) initiatives within the organisation is crucial. This includes establishing D&I training programs, setting diversity targets for recruitment and promotion, and fostering an inclusive culture where employees from all backgrounds feel valued and respected. Employee Wellbeing Programs  – Prioritising the health and wellbeing of employees by offering comprehensive wellness programs, mental health support services, flexible work arrangements, and work-life balance initiatives improves morale and productivity but also strengthens the company's reputation as a caring and responsible employer. Community Engagement Programs – Engaging with local communities through volunteer programs, sponsorships, and partnerships with non-profit organisations can promote positive social impact. Such engagement can include supporting initiatives related to education, healthcare, environmental sustainability, and social welfare. Supplier Diversity Programs  – Promoting supplier diversity by partnering with a diverse range of suppliers, including minority-owned, women-owned, and LGBTQ+-owned businesses fosters economic empowerment within diverse communities and enriches the supply chain with varied perspectives and expertise. Ethical Investment Practices  – Adopting ethical investment practices can involve aligning investment portfolios with socially responsible criteria. This may include avoiding investments in companies involved in controversial industries and instead focusing on sustainable and socially responsible investments. Transparency and Accountability – Maintaining transparency in business operations and communicating openly with stakeholders about corporate practices, policies, and performance promotes honesty within your business. This builds trust and credibility among stakeholders and demonstrates a commitment to accountability and responsible governance. Customer-Centric Approach  – Prioritising the needs and concerns of policyholders by offering transparent and fair insurance products, providing excellent customer service, and actively seeking feedback to continuously improve products and services demonstrates a commitment to customer satisfaction and reinforces trust in the company's brand. Environmental Sustainability Initiatives – Implementing environmentally sustainable practices, such as reducing carbon emissions, promoting energy efficiency, and minimising waste generation is a great starting point for adopting eco-friendly behaviours. Additionally, you could offer insurance products that incentivise and reward policyholders for also adopting eco-friendly behaviours, such as green home or electric vehicle insurance. None of these initiatives are quick fixes and can take some time to implement into your business practices and of course don’t need to all be introduced in one go. Putting together a social responsibility plan with a workable time scale could be enough to set you apart from the competitors and reach stakeholders’ expectations.   But where do you start? Which are the most effective initiatives?   Wouldn’t it be useful to speak with people who have already implemented social responsibility into their businesses? How much do you think you could learn from their successes and more importantly their mistakes? This is where Camelot Marketplace can help. We ensure that our members are all C-suite level executives with years of experience within the insurance business. This means they will be able to provide you with exactly the support and guidance you and your business needs.  For more information speak to a member of the team today.

What is your role since leaving corporate life? I’ve been doing a huge variety of things, volunteer work, fixed term  contracting, and working for myself. Corporate life wasn’t bad, it gave me a great foundation both on the work as well as personal front, but the world is a big place and I wanted to experience more, for example working at Lloyd’s of London was amazing, working with an Indian outsourcer was interesting, and working for myself has been empowering. How long have you been a member of Camelot? I met David Clamp while contracting at Generali, he invited me to the second ever Camelot face to face event and I’ve been with them in various forms ever since, Have you been a panel expert on any Road Tests? Yes, I’ve participated in a number of these, it’s really interesting to see how Corporate Partners try to put themselves in the shoes of others and present as if they know what it’s like to be in those shoes.  Sometimes they succeed, sometimes they fail, but that’s why these are so important, they’re a safe space where failing is learning, and with the help of our experts the learning becomes easier. Area of expertise? Continuous improvement. Highest/proudest most recognisable previous role? Head of Lean for Zurich Global Corporate EMEA - I never planned for such a role, I was just grateful that I could travel across Europe trying to help others find time to do their work.  A manager I once had told me the best jobs are the ones that haven’t yet been created, and that you should demonstrate the need for them.  I was running a training session in Switzerland when I got an email from HR with details of my new title, which was in fact a totally new role, one that I’d create for myself without knowing. What is your LinkedIn profile URL? https://www.linkedin.com/in/mark-cameron-969341b/ How long have you been doing this subject/area? All my life! Since I was a child I have been asking my Mother ‘why? And I haven’t stopped – the only difference is that now I ask ‘why?’ to other people and I have given my mum a rest! Please can you provide some examples of recent projects that you’ve worked on? Have you ever been in a role where someone somewhere has obviously put a lot of effort into creating a role profile, and then over time you get given lots of new work? This work slowly accumulates, eventually taking over more and more time, giving you less time to do the work that was described in your role profile as needing experience of.  The work I enjoy, and have done a lot of, is when I’ve asked these questions, quantified how much time this other “stuff” takes up, and then ask “why on earth are you spending so much time on work that doesn’t make value of your experience?”.  We then problem solve to reduce this work, allowing people more time to do the stuff they should be doing. What is your unique selling point? What makes your business approach unique? I keep things simple, speak a language and use terms everyone understands so that we can all collaborate and contribute towards successful outcomes. Someone once said to me “working with you is easy”, I like to think that’s why. .Please describe a challenging work scenario and how you resolved it? A continuous improvement expert walks into the Paris office of a French Chief Operating Officer (COO)/ Chief Claims Officer (CCO), and the first words he says is “I’m here to fix your problems”. The COO/CCO took this personally, “what do you mean, fix my problems? How do you know I even have any? I suggest you leave”. Biggest problem I ever created, and then fixed, 10 years on and now working for different companies we still have regular catch ups. What should everyone be reading/listening to? A classic is The Goal by Eli Goldratt. It’s a very easy to read story about continuous improvement and bottlenecks. Running with the Kenyans by Adharanand Finn. I’m a running addict but I believe even running has become over-complicated. This book is about Finn, who moves to Kenya to learn how the Kenyans were so successful, and the answer was…they kept it simple. Do you have any words of wisdom for us or a short phrase that sums up your ethos? Don’t be afraid to keep things simple. People hide behind big words and technical phrases like an invisible cloak protecting them from people like me who ask ‘why? (a lot)’. I guarantee there’s many others thinking why but never asking – how will you ever learn if you don’t do this? Do you have a Favourite quote? “Run fast, run alone, run far, run together” – (African proverb). This quote sums up everything that was wrong with my life, and what is now the secret to my success. Why does your area of expertise need to be spotlighted? Because demand on staff is increasing all the time, and staff are saying they don’t have time to keep up with demand - I can help with that. And… Last but not least, how does being a member of Camelot help you/or add value to your business? “Camelot adds value not just to my business but to my life. I really appreciate the diversity of views, expertise and experience within the network, the stimulating discussions we have, the learnings I take away, and the support I get during harder times. I love the fact that I’m able to come up with some strange ideas and never feel I’m laughed at – people will see these ideas as opportunities and build on them, creating outcomes very quickly which I’m proud to say I’ve been part of.”

The insurance business is all about mitigating risk. But this can become particularly difficult when looking at environmental risks which can be unpredictable. However, by embracing environmental sustainability and implementing innovative solutions, insurance companies can enhance their resilience, as well as contributing to the transition towards a low-carbon economy. Specific environmental risks can include: ·       Climate Change – This is something that is contributing to increased insurance claims and can include rising global temperatures, extreme weather events, and sea-level rises. Such events can lead to property damage, crop losses and infrastructure disruptions. ·       Natural Disasters – Tied in closely with climate change, the increase in hurricanes, floods, wildfires and earthquakes can pose significant risks to insurers, resulting in large pay-outs for property and casualty claims. ·       Biodiversity Loss – Declines in biodiversity can impact ecosystems, agricultural productivity, and supply chains, leading to potential liabilities for insurers and businesses dependent on natural resources. Integrating Environmental Sustainability Identifying these environmental risks and integrating environmental sustainability into your insurance business can be crucial: Underwriting  – Incorporating environmental factors into underwriting processes enables insurers to assess and price risks accurately, as well as to consider the potential impact of climate change and natural disasters on insured assets. It is also possible to offer specialised insurance products to address emerging environmental risks, such as renewable energy insurance or parametric insurance for weather-related events. Risk Management  – By identifying and mitigating environmental risks, insurers can reduce their exposure to catastrophic losses, strengthen resilience, and maintain financial stability. Through developing robust risk management strategies, scenario planning, stress testing, and disaster preparedness initiatives you will be able to enhance resilience to climate-related events. Investment Strategies  – Incorporating environmental, social, and governance (ESG) criteria into investment decisions allows insurers to support sustainable initiatives, avoid stranded assets, and enhance long-term financial performance. It is also an opportunity to engage with investment partners, asset managers, and rating agencies to promote transparency and accountability in ESG disclosures and reporting. Strategies for Environmental Resilience Knowing that you need to mitigate environmental risks is not the same as actually implementing specific strategies. Insurance companies can integrate environmental sustainability into their practices through various strategies across different areas of their operations. Parametric Insurance  – Parametric insurance products offer predefined pay-outs based on specific environmental triggers, such as rainfall levels or temperature fluctuations, providing faster and more predictable coverage for climate-related risks. Green Bonds and Investments  – Investing in green bonds and sustainable infrastructure projects can support renewable energy, energy efficiency, and climate adaptation initiatives, aligning insurance portfolios with environmental sustainability goals. Climate Risk Modelling and Analytics – Leveraging advanced data analytics and climate risk modelling tools enables insurers to assess the potential impacts of climate change, develop scenario-based risk assessments, and enhance resilience planning. Collaborative Partnerships   – Collaborating with governments, regulators, scientific institutions, and industry stakeholders facilitates knowledge sharing, innovation, and collective action to address environmental challenges and promote sustainable development. Insurance-linked Securities  – ILS instruments, such as catastrophe and resilience bonds, provide alternative risk transfer mechanisms for insurers and reinsurers to transfer climate-related risks to capital markets, thereby diversifying risk exposure and increasing capacity for climate risk coverage. Where to Next? Here at Camelot Marketplace, we are able to introduce you to professionals who have integrated environmental sustainability into their insurance processes, and are more than willing to offer you advice and guidance on the best way to get started, pitfalls to avoid and models to follow. All of our members are C-Suite level executives within the insurance industry and could provide exactly the collaboration that you need. If you would like to find out more about how you can join please speak to a member of the team today.