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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.

What is your role since leaving corporate life? A former multi-year C-Suite operator in a £350m UK insurtech, as Simon Hughes Advisory Ltd, I’m passionate about helping insurtech start-ups navigate the UKGI space and turn their ideas into money. I’m equally dedicated to helping established insurance companies fix the operational problems they face that are getting in the way of growth. I do this through consultancy, mentoring and non-exec engagements. Have you been a panel expert on any Road Tests? If so, which and can you remember what the themes were and how you enjoyed helping them? It was a pleasure to be part of the Camelot Road Test expert panel helping Cloudsoft to validate and refine their go-to-market proposition and strategy. Cloudsoft’s proposition is, by its nature, a technically complex one. The panel helped Cloudsoft to consider how its benefits could be clearly and crisply articulated to the UKGI market, with focus on specific areas of market relevance and messaging. Area of expertise? Business Transformation Setting and Executing Strategy Coaching and Mentoring Employee and Customer Engagement Highest/proudest most recognisable previous role? COO of Open GI. Please can you provide some examples of recent projects that you’ve worked on? In 2019 and 2020 I led the business in its understanding as to what  the real drivers of performance were. I was able to support the operational leadership to redesign how processes, people, and systems were interacting to deliver more predictably, quickly and with better quality. That resulted in a 15% cost reduction and a 24% revenue uplift, adding £2m to the bottom line inside the first year. What is your unique selling point? What makes your business approach unique? 14 years spent at Board level in one of the UK’s largest insurtech businesses.Spanning both sales and operational roles has given me a 360o set of experiences, both from directly facing into customers, but also from then running operational delivery and support to the same businesses and people. Can you name one professional high point from the last 12 months and what made it so good? You never stop learning and the last 12 months were a huge one for me in that regard. Through a hands-on exposure to Systems Thinking, I came to realise that the performance a business is getting is because of the “systems” within it. A combination of roles and people, but also processes and technologies. How all these parts interact will determine performance. It is generally the non-people aspects that create the most headwind in terms of performance. Talent is often constrained by the conditions “imposed”. The experience changed the way I think, behave and lead. We need to talk about…? What is, or what should be, hot on the industry’s lips in your view? Trust…the public’s trust in the industry, both private individuals and corporate entities, but also the trust relationship between insurance businesses and their staff, during and in the wake of the pandemic. Please describe a challenging work scenario and how you resolved it. Successful transformation and leadership of a large, 50-strong sales organisation. Reinvented an outdated and under-performing function to become a more data-led, consistently successful business unit that met or exceeded annual sales targets and developed stronger relationships with its clients over consecutive years. Consistently secured new sales capital contract values of £5m annually, protecting and growing annualised total client revenue value of £18m year-on-year. What should everyone be reading/listening to? “The Practice of Adaptive Leadership” by Ronald Heifetz, Alexander Grashow and Marty Linsky is a book all leaders, at all levels, should read in my opinion. And it’s never been more relevant. Do you have any words of wisdom for us or a short phrase that sums up your ethos? Understand your business and its performance using data, not opinion and anecdote. Coach and encourage individuals to also understand without giving them the answers. Encourage innovation and experimentation through trust. The perfect is too often the enemy of the good. Do you have a favourite quote? This in the context of leadership: “Be in the work, but not in the way.” Any professional goals for the upcoming year? To see the 18 years of experience gained in corporate life translated into practical and demonstrable help for other businesses. Helping people to turn their ideas into money, and to fix the operational problems that are stopping business from growing will be genuinely rewarding for me. My goal is to give something back to the industry that’s been so good to me for so long. Why are you such an asset to the industry & the network? I have a proven track record, through multiple roles of “fix, grow and accelerate” strategic execution. I’ve evidenced an ability to influence, help set and communicate top-down strategy, but to also get into the work to support bottom-up delivery to ensure it connects. And to help people think and behave differently for themselves to support sustainable and long-lasting transformation. Why does your area of expertise need to be spotlighted? In a less-certain and more changeable world, adaptive leadership and systems thinking will play a significant role for those businesses and individuals who thrive. Both have shaped my thinking, behaviours and approach to leadership and transformation since 2017. Any stats/results to show off your proud moments? 4 years leading 300 people across 3 countries, delivering to and supporting 27,000 end users (2017 – 2021) Consistently delivered £5m in annualised new sales (2007 – 2017) Grew annualised revenue year-on-year to £18m (2007 – 2017) Improved delivery and increased revenue by 24% and reduced operating expenses by 15% (2017 – 2018) Supporting operational leaders in their ability to understand performance, redesign systems, structures, and processes to deliver better outcomes for their customers. Through revenue improvement and operational expense reduction, delivered business benefit of £2m in first year and a measurable increase in customer advocacy (2020 – 2021) Supported multiple business sale processes as a key member of Executive teams. Played an active role in due diligence with acquiring parties through application of knowledge and experience of both the business and the industry. Including an initial £172m Private Equity-backed MBO (2006), subsequent private sale (£272m in 2007) and further repurchase by Private-Equity (£300m+ in 2014). Most importantly what are 2 or 3 tips or giveaways that you can give to 1 or more of the following types of businesses? Solution providers to the insurance industries Be clear on value and the role you can play in creating it. That said, don’t fall into the trap of thinking UKGI is “different”. You do need to understand some of the fundamentals of distribution and market dynamic, but many of the challenges it faces are not unique. If you can clearly articulate value, you don’t need intimate knowledge (but the basics are a table-stake). Know what matters to the participants and ensure your proposition and messaging is aligned. Insurance businesses – startup/scale ups Don’t let your business model or strategy be constrained by what you think the market needs today, or even 5 years from now. The pace of change, and impending change, is accelerating. Start with consumer need, or the future thereof, both personal and corporate, and ensure it’s reflected, Insurance businesses – established Beyond strategy, be sure you understand what the real drivers of performance are. Use objectivity and data, not opinion and anecdote. Listen to the people who actually do the work. Then understand it. And take time to listen to what actually matters to your customers. Then connect the two and let the people who do the work also improve the work for the benefit of your customers through innovation and experimentation based on trust. And you’ll win and so will your customers. Other consultants Be genuine and authentic. Know and be honest about what you’re good at, and what you’re not so good at. But be clear that you have experiences and skills that are valuable. Anything else you think Insurers, solution providers to the insurance industry or potential members would find useful? Camelot provides unique access to a resource pool of experienced UKGI Senior Leaders with experience that I suspect is unprecedented. And the value of that experience is exponential based on its diversity. And… Last but not least, how does being a member of The Camelot Network help you/or add value to your business? “In simple terms, Camelot has given me access to a wide and diverse resource base of experience, skill and knowledge.

What is your role now since leaving corporate life? For the last 10 years, Sarah is an expert in advising companies in Hyper Growth phase on how to achieve their Pareto’s Principle AKA 80-20 Rule. Helping them find the 20% to focus on that will achieve 80% of their 100% Year-on-Year growth results. She helps firm align their activities across marketing, sales, CRM & product to achieve their targets in the most effective way. Previous roles - Ex-Head Growth for Coverly & Chief Marketing Officer for Social Value Portal. How long have you been an expert of Camelot? She has been an Camelot Expert for coming up 5 years. Have you been a panel expert on any Road Tests? Yes, many and she was even on the first one Camelot hosted. Key themes: When you’re so close to the business, It’s easy to focus and all the features and functionality you’ve worked so hard to develop & miss obvious things prospects need to know What problem you solve for the sector & for the job title of the decision maker/ ideal customer The need to quantify the value of the problem you’ve solved for others, make it easy for the prospect to work out what the investment will achieve for them. Case Studies & Testimonials are critical & much more valuable that your biased opinion Demonstrate you understand what the industry wants/needs, ask your prospects or get expert insights from groups like Camelot. Refine your value proposition, ideal customer profile into a succinct few lines, so anyone would be able to explain what you do or identify your ideal client. Keep the initial slide deck short, and aim to ask more questions and find out about them Minimise use of buzz words low-code / no-code… so what, how much do you save or improve a business? Area of expertise? Scale-up Growth including B2B SaaS, insurance and other sectors. She provides ongoing advisory/consultancy & Mentoring services to CEOs, Founders, head of marketing & Sales. She’s your go-to person in Helping firms achieve 100% year-on-year growth, By helping them find which are the areas/strategies the businesses need to focus on to achieve their targets. She helps them find “What 20% of activity to focus on… that will achieve the 80% of Results” and… Achieve targets faster Achieve more with less resource, effort and time Achieve more with the same budget Highest/proudest most recognisable previous role? Ex-Head Growth for Coverly & Chief Marketing Officer for Social Value Portal. How long have you been doing this subject/area? For nearly 25 years Sarah has been helping all sizes of business achieve their growth ambitions. From big brands like Honda, EA Games, Callaway Golf, to recently funded scale-ups. A big portion of her career has been in digital marketing, but the last 10 years she’s realised to be effective product and sales functions need to be aligned with marketing. She hates wasting money and resources. What is your company name?  Sterling Bright Ltd. Do you have a website? www.sterlingbright.co.uk Unique Camelot link for google tracking: https://www.sterlingbright.co.uk/?utm_source=Referral&utm_medium=Referral&utm_campaign=Camelot_spotlight_referral What is your LinkedIn profile URL? https://www.linkedin.com/in/sarahjoyuk/ Do you have a blog? https://www.sterlingbright.co.uk/blog?utm_source=Referral&utm_medium=Referral&utm_campaign=Camelot_spotlight_referral Please can you provide some examples of recent projects/professional high point that you’ve worked on? ESGTech - B2B SaaS measurement platform. Post Series A funding. Audi and strategy development to Growth. Achieved 68% YoY growth, 108% target, ARR 62% to 100+% increase, 401% increase in organic traffic in 2yrs, 7,000+ MQLs & business doubled in value in 1 yr. Coverly B2B / D2C - InsurTech Growth Strategy & implementation - Achieved Growth targets and Reduced cost of acquisition (CPA) by 72%, Growth achieved 4x greater than nearest competitor in 25% of time.🏅Brand of the Year Award finalist & 🏅InsurTech of the Year award finalist. What is your unique selling point? What makes your business approach unique? I help businesses find their 80:20 rule. Where to focus their efforts & the easiest way for the business to achieve their goals in the most cost-effective way. I help them balance working towards the 5 year strategy whilst achieving the short-term financial targets. I look at their team’s processes, what they’ve achieved & find the opportunities. She’s passionate about businesses spending time and money wisely, focusing on solving customer problems and making sure your budget and plan focus on short term & long term objectives. Do you have a Favourite quote? Before you scale, make sure you’ve maximised the conversion potential at each stage of the sales cycle first. Why waste money on finding new leads & knowingly putting them through a leaky sieve! Any professional goals for the upcoming year? To achieve more work-life-balance. And… Last but not least, how does being an expert of Camelot help you/or add value to your business? Being part of the Camelot Network is so valuable to me. I’m able to collaborate with other like-minded experts in their field enabling me & add value to my clients. It’s also great to have a network to bounce ideas off.

What is your role now since leaving corporate life? After +30 years working on the solution provider side of insurtech, I am now an independent advisor to insurance organisations and solution providers. I am genuinely excited to be able to use my years of experience of what works and what doesn’t to guide businesses to success faster and more reliably. It is proving to be immensely fulfilling and I feel I am giving back something to an industry which has been extremely good to me over my career to date! How long have you been a member of Camelot? I left corporate life in the summer of 2021 and immediately joined Camelot. I have known some of the existing members for many years so it was a great opportunity to re-establish connections, as well as meet new people with a variety of different skills and backgrounds. Have you been a panel expert on any Road Tests? I have been a panel expert and I’ve critiqued go-to market plans and given guidance and insight to insurance organisations and individuals which took me decades of hard fought experience to learn. Area of expertise? Strategy, Sales and Marketing in insurance technology. Highest/proudest most recognisable previous role? Director of Insurance EMEA at Pegasystems for almost a decade working with virtually every major insurer in Europe. How long have you been doing this subject/area? I started work as the marketing manager of an insurance broker software house that dominated the commercial lines broker market in the late 1980s. Since then, I have worked in technology, management consulting and outsourcing, but it has always been focussed on the insurance industry. Please can you provide some examples of recent projects that you’ve worked on? Working at Pega when it grew from 1,500 staff to 6,000 staff globally and broke through the Unicorn $1billion turnover ceiling. The Digitalisation of the Motor Insurer’s Bureau. The transforming of Vivat from a traditional to a digital, customer centric,future-proof insurer. What is your unique selling point? What makes your business approach unique? I listen well, communicate clearly and can apply a deep understanding of how to successfully transform insurance organisations, leveraging technology. I also mentor people to avoid making the same mistakes I have learned from. Can you name one professional high point from the last 12 months and what made it so good? When I left Pega, I was frankly staggered at the number of people who got in touch to thank me for the help I had given them, some going back decades. I have never had to approach anyone for work since, it has all come from relationships, recommendations and referrals. We need to talk about…? What is, or what should be, hot on the industry’s lips in your view? Ethical data and AI transforming the industry’s reputation from a bunch of boring, untrustworthy brands to an industry generating recognition and incredible brand loyalty through proactively protecting people and their assets every second of every day in a highly personalised way. What should everyone be reading/listening to? Black Box Thinking by Matthew Syed – Absolutely brilliant! Do you have a Favourite quote? “Efficiency is doing the right thing. Effectiveness is doing things right” – Peter Drucker Effectiveness always has more impact than efficiency. Why are you such an asset to the industry & the network I have been there, done it, made the mistakes and learned the lessons. As one customer said to me “I am standing on one side of a minefield and I want to be on the other side. You are the only guy who knows how to get me there without blowing up” I’m also a lot of fun! Why does your area of expertise need to be spotlighted? Vendors need to do a better job of selling technology. Insurers need to do a better job of deciding who can help them in the huge challenges ahead. Most importantly what are 2 or 3 tips or give aways that you can give to 1 or more of the following types of businesses. Solution providers to the insurance industries Stop talking about how your widgets and gadgets are better than the next guy – nobody cares! Fall in love with the problem you are solving. Don’t fall in love with your solution. You need to start listening to and acting on the art of the possible and pushing your boundaries. First mover advantage is building up to tsunami proportions in insurance right now. Someone will come along and break your industry if you wait too long to act. And… Last but not least, how does being a member of Camelot help you/or add value to your business? Connections, personal support, professional advice from very competent people and a lot of fun along the way!

Being innovative doesn’t require new technology, new infrastructure, extensive staff training and a large initial outlay. What it does require is a change in thinking. Thinking about how to use technology, which is already out there, already in our clients’ homes, on their phones and on their wrists.   It’s time to introduce the Internet of Things (IoT) into your customer experience, claims processing and general business processes.   What is the Internet of Things?   The Internet of Things comprises the interconnected devices that many people already have in their homes, from Alexa, to dashcams to Fitbits. All these things are gathering untold data about the users, which often are ultimately our clients and can make data collection for claims processes easier, quicker, and more reliable.   How can IoT be used in Insurance?   On a very simplistic level IoT can be used to collect data about clients’ driving behaviour, their health and the level of home security which can be used not only in customising insurance policies but also for verifying claims and generally improving the customer experience. However, there is more to the benefits of IoT than that.   Risk Mitigation  - IoT devices such as smart sensors can be used to monitor and collect data on insured properties, vehicles, or individuals. This real-time data can be used for more accurate risk assessments, leading to better underwriting decisions. By analysing IoT data, insurers can identify patterns and trends that help predict potential risks such as early signs of water damage or fire which can help insurance underwriters make better informed decisions.   Usage-Based Insurance  – Telematics devices in vehicles can provide data on driving behaviour, including speed, distance, and braking patterns. This can be used to provide personalised usage-based insurance policies taking their specific behaviour into account and reducing risk to the insurers.   Claims Processing  - IoT can provide real-time data on incidents which can speed up claims processing as well as providing more accurate data.   Preventative Maintenance  – It is possible to use IoT devices to monitor the condition of insured assets such as machinery or buildings which can help with highlighting preventative maintenance opportunities. This can reduce the number of claims due to equipment failures and breakdowns.   Health and Wellness Programmes  – With more and more people wearing devices to monitor different aspects of their health it is possible to use this data to offer personalised health insurance plans and incentivise policy holders to adopt healthier behaviours.   Fraud Detection  – IoT devices can also be used to identify unusual patterns which could be an indication of fraudulent activities. For example, if a connected home security system reports a break-in, insurers can then cross-verify the claim with other data sources to detect potential fraud.   Customer Engagement  – Using IoT data makes it possible to offer incentivised discounts to clients, for example for those who use smart home devices for security and safety. Not only will it reduce risk, but it will also improve customer relations.   Environmental Monitoring  - IoT data can monitor environmental conditions and provide early warnings for natural disasters which can be used by insurers to manage risks associated with weather events, as well as promoting proactive risk management.   In many cases the actual hardware is already in place in people’s homes, cars and businesses which means there is limited outlay for your organisation to use this data which is already being collected.   It’s also not necessary to put all these IoT innovations in place at once, and instead you could focus on one aspect of your business that could be improved and start there.   However, it can be difficult to know how to get started, which is where Camelot Marketplace can help. We can put you in touch with people who have already introduced IoT into their business practices. Camelot ensures all our members are all C-suite level executives with years of experience within the insurance business meaning they will be able to provide you with exactly the support and guidance you and your business need. For more information speak to a member of the Camelot Marketplace team today.

What is your role now since leaving corporate life? I am a Business and Leadership Coach specialising in helping… 1. Managers and leaders in the insurance sector deal with the challenges of transitioning into a new role, building confidence and presenting the best version of themselves. 2. Entrepreneurs building their businesses, strategy, managing time, prioritising and delegating. 3. People at the beginning of their careers working out what they might be best suited to. Area of expertise? Coaching and Mentoring. Highest/proudest most recognisable previous role? Leader of the Insurance Groups at three City law firms, RPC, Eversheds and Waltons & Morse. How long have you been doing this subject/area? Five years. Please can you provide some examples of recent projects that you’ve worked on? Working with the CEO of a new specialist MGA on how to prioritise, recruit a COO and restore some work life balance. Helping a broker develop his management and leadership skills following his recent promotion to lead a team of 40. Supporting an underwriter following promotion to lead his class in Europe. Steering a head of IT away from doing and towards delegating and making time for himself and his own growth. Supporting a senior broker with the transition to leading a team of 800 people Helping a finance director appreciate some drawbacks of his communication style and helping him develop an interested, inclusive and less challenging approach What is your unique selling point? What makes your business approach unique? I combine positivity, warmth, humour, experience and empathy with challenge and support – whatever it is, it seems to work! Can you name one professional high point from the last 12 months and what made it so good? Receiving the following feedback from a client who, when we started, was thinking of leaving his job. By having conversations with his boss he realised that promotion was possible and a few months later he got what he wanted. “When I first spoke to David I was treading water career-wise, unsure of which path to take next. Within 6 months I had a new motivation, a new energy, and I had been promoted to management. David’s coaching played an instrumental role. David’s coaching focused on discovering my strengths and then listening intently to my complicated mess of mixed thoughts before sculpting out a credible plan of action. David has an ability to cut through complexity like a surgeon with a scalpel, which meant that together we turned my mess of ideas into a coherent career plan which played itself out over the course of a few months. David’s coaching style is receptive and personal – a light touch which keeps revealing and re-revealing its value in your day-to-day career when you least expect it.” We need to talk about…? What is, or what should be, hot on the industry’s lips in your view? What we can do to support individuals’ mental health. Please describe a challenging work scenario and how you resolved it? It’s not just about business…The feedback one of my clients received from his superiors following his promotion to Head of Underwriting indicated a need to improve the way he behaved at board and management meetings. He often came across as disengaged, not interested and slightly embarrassed; he would fidget and mumble. My client understood how he came across (unintentionally) when under pressure and that this was due in part to a lack of confidence, understanding and focus. Underlying the lack of confidence was his home life, which was unravelling and contributing to a torrid time. We had to walk this elephant round the room and, although uncomfortable at times, by doing so it helped unlock the block. After three sessions he had transformed his performance and presence at board meetings. Do you have any words of wisdom for us or a short phrase that sums up your ethos? Camelot members are in a privileged position to have the independence, time and experience from our prior corporate lives to help others in all sorts of different ways that weren’t available to us before. So let’s use it! Do you have a Favourite quote? Don’t sweat the small stuff. Any professional goals for the upcoming year? To get repeat business from three more insurers or brokers. To help young people and continue to provide free coaching to charity leaders and those less fortunate than me. Why are you such an asset to the industry & the network? Having worked in the Market all my professional life I understand how it works. I am very lucky to be a very good listener with high empathetic skills which, combined with my experience, wisdom and insight, enables me to offer solutions, support and guidance that unblocks my clients’ blocks. Why does your area of expertise need to be spotlighted? Coaching  should be available to everyone at the various testing points of their careers, whether at the start, mid point or at the top of their working life. It pays dividends to provide coaching to junior and middle management. A few sessions can save months of anguish and wasted energy – the cost benefit is off the scale. Most importantly what are 2 or 3 tips or giveaways that you can give to 1 or more of the following types of businesses? Play to your strengths and manage your weaknesses. Don’t kid yourself about what you’re good and bad at. Get real and then work out how to focus on your strengths and what you enjoy and delegate your weaknesses. CliftonStrengths Assessment is a quick and easy way to get a look at yourself. All of my clients find it very helpful. Insurance businesses – startup/scale ups I have seen start ups fail as a result of the founder working all hours and not being able to get perspective and seeking support and challenge Coaching is one very good way for founders to test their priorities, review their strategy, maintain focus and achieve a good work life balance – and it’s more fun than going to the gym! Check out my website for examples of my work and some testimonials. Insurance businesses – established Coaching also provides support and learning when your people take on a managerial or leadership role and need to learn to thrive at doing the stuff they have never been trained to do. Moving from being a high quality technician to a leader is not easy for some. And… Last but not least, how does being a member of The Camelot Network help you/or add value to your business? It’s wonderful to be part of an insurance sector network where all the members are keen to help and support each other. I joined in June 2021 and wished I joined eighteen months ago, when I was starting my business.