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This article was produced in partnership with Travelers Europe.

Mia Wallace, of Insurance Business, sat down with Donna Hurst, director of professional indemnity at Travelers Europe, to discuss what’s happening in the solicitors’ PI market.

When it comes to pricing, coverage and market exits in the professional indemnity (PI) insurance market, it’s fair to say that recent years have been quite a rollercoaster journey. But one positive to emerge from the turbulence is that it’s cemented the importance of creating a sustainable PI marketplace – backed by long-term, financially-secure providers with an eye to the future.

Zeroing in on the solicitors’ PI market, Donna Hurst (pictured), director of professional indemnity at Travelers Europe, noted that Travelers has been one of the leading insurers of solicitors in England and Wales since 2000. As a result, she said, the business has a wealth of claims data that helps to inform its underwriting and risk selection. 

“We employ risk managers who work closely with both our claim and underwriting teams to track claim trends and ensure that underwriters are informed,” she said, “as well as providing advice to clients by way of seminars, webinars, factsheets and bespoke training sessions. In addition, our claims team is made up of qualified solicitors who understand our clients’ businesses and use their expertise to work for the best outcomes for our clients.”

What makes a winning solicitors’ PI team?

During her time in the market, Hurst has seen first-hand the difference that it makes to clients and brokers alike to have ready access to expert and experienced solicitors’ PI professionals. Travelers Europe has 15 underwriters in the solicitors’ team, she said, some of whom have been writing solicitors’ PI since 2000. 

“We regularly meet with our key brokers to understand their needs as well as the constantly changing marketplace,” she said. “Our underwriters are available to attend meetings with existing and prospective clients which helps us to build a good knowledge of the kinds of challenges that law firms face. 

“Our risk managers are qualified solicitors who have worked in private practice and are on hand to provide advice to our clients around risk. Our claim professionals have been called out for the invaluable help and support they provide to clients when facing the uncertainty that an allegation of negligence can bring to the practice. We want our clients to view us as partners who can provide advice and support to help them manage their business safely.”

What does Travelers’ solicitors’ PI proposition cover?

Travelers Europe has a generous appetite for PI coverage, Hurst said, and the insurer is able to consider insurance for all SRA-regulated firms – from a sole practitioner to a multi-office global law firm. Its PI cover meets the requirements of the SRA’s Minimum Terms and Conditions, plus cover is included for liability arising from accidental damage to documents and court attendance compensation. 

“While we continue to monitor our exposure to conveyancing across the book,” she said, “we have now raised our cap (previously 25%) and can consider sole practitioner firms with up to 40% conveyancing, and all firms with an income up to £4 million which can demonstrate excellent risk management procedures and claims experience, and which have been held by the same broker for at least three years.”

How to navigate the evolutions of the legal landscape

The key to being a sustainable, dependable presence in the solicitor’s PI marketplace is not resting on your laurels, but rather embracing the evolution required to keep pace with the ever-evolving legal environment. The legal landscape is forever changing, Hurst said, with emerging case law, regulatory changes and fluctuations in the economy among the factors affecting the risks and opportunities that law firms face.

“By monitoring changes on the horizon together with trends we are seeing on the claims side,” she said, “we are able to remain relevant to the legal industry and ensure that we are providing a product and service that meets the specific needs of every firm we insure.”

Exploring some of the key changes Travelers Europe has made to its solicitors’ PI proposition in order to keep up with the demands of its brokers and clients, Hurst highlighted that poor mental wellbeing has been a hot topic for the legal industry in recent years and has been shown to lead to an increase in errors. To that end, the insurer has launched a highly acclaimed ‘post-claim wellbeing’ service which offers professional support from a third-party provider to any individual involved in a claim. 

“Last year, we launched a product specifically for freelance solicitors,” she said. “Since 2019, the SRA have allowed individual solicitors to offer reserved legal activities without setting up a regulated practice. This provides more flexibility around working practices and our new product is designed to reflect the diversity in this sector with premiums starting from £950 and no appetite restrictions to activities undertaken.”

What’s at the top of the agenda for Travelers solicitors’ PI team?

Looking to what’s next for her and her team in 2023, Hurst emphasised the importance of continuing to monitor claims trends. This also involves undertaking analysis on claims arising from work undertaken during the pandemic, she said, in order to better understand how remote working and the pressures of the SDLT window impacted firms’ ability to undertake work safely.

“Following extensive research, we are working on a risk management portal for our insured firms,” she added. “This contains a number of articles to help our clients manage the risks their firms face on a daily basis. And we are continuing to work on making the buying of insurance less of a chore for our clients.

“As a result, we are now able to offer 18-month policies, subject to meeting certain criteria, enabling firms to concentrate on running their businesses without facing the headache of an insurance renewal every 12 months. In addition, we’re also working on ways to improve the renewals process for our smaller insured firms to reduce the time spent completing forms. All in all, it’s a busy, and very rewarding, time to be part of the Travelers’ PI team.”

The information provided in this document is for general information purposes only. It does not constitute legal or professional advice nor a recommendation to any individual or business of any product or service.”

So who’s your social media “go-to” influencer? KSI? Logan Paul? Huda Kattan?

If your answer to the above was: “who, who and who?”, then you might just be missing a trick – because it seems the surge in internet celebrities is having an impact on the insurance sphere.

A newly released study by Forbes Advisor shows that nearly one in 10 people who have picked up private life insurance have done so because they heard about it on social media. Unsurprisingly, it is the 18-24 year-old age group most likely to be “influenced” – around 16% of that age group have taken out a policy because they heard about it from a social media influencer.

How big an impact are social media influencers having on insurance?

Before any insurers reading take out that advertising deal with their TikTok, Instagram or Threads favourites, it should be noted that the social media influence on insurance hasn’t exactly usurped more traditional means. The study by Forbes Advisor, still noted the most common way people hear about an insurance policy is through a financial professional – around 36% – so yes, brokers should still be top of your list. Friends and family took second spot, while comparison websites came in third.

Still Kevin Pratt, life insurance expert at the firm, was keen to highlight that new avenues should be considered.

“Contemplating the aftermath of your death on those you leave behind is hardly a cheery subject to consider,” he said. “This makes it all the more interesting that some insurers are able to leverage social media to reach a younger audience, even if those numbers are relatively low at the moment.

“Reaching new audiences and customers is important, but insurance providers should make sure they are presenting them with all the necessary information up front. Social media is fast-moving and can be superficial in its treatment of complex topics, so it is beholden on insurers not to gloss over the intricacies and implications of their products when they expose them to the market, whatever the channel.”

Why do people take out life insurance?

The study also delved into the reasons why people take out life insurance in the first place.

Top of the list – for around 38% – was that while they do not expect anything to happen to them, they are being cautious. Meanwhile, 30% take out cover when they become parents, and 21% picked it up as a requirement with their mortgage.

What do you think of using social media influencers to advertise insurance products? Leave a comment below with your thoughts.

It’s one of those crimes that doesn’t really hurt anyone, except that big bad corporate insurer, right? So there’s just no harm in insurance fraud really, is there?

Anyone connected with the insurance industry will be quick to point out the impact that fraud has on innocent policyholders, but that message doesn’t seem to be getting across to a host of desperate young adults hit by the cost-of-living crisis.

How many adults are turning to insurance fraud?

According to newly released findings from YouGov, published by the Insurance Fraud Bureau (IFB), a growing number of young adults are turning to insurance fraud amid the economic crisis.

It found that as many as one in four would now “likely” consider an act of fraud if they were struggling – a significant jump from the survey’s findings last year.

“It is worrying to see that there is a rise in younger people turning to or considering committing insurance fraud,” said detective chief inspector Tom Hill, from the Insurance Fraud Department at the City of London Police. “We know that the cost-of-living is increasing and is causing finances to be stretched for so many, but turning to fraud is not the answer.”

One in four in this age group would consider lying on an insurance application to save money, while one in five would consider lying to make money. Across all age groups, one in 10 would consider a fraudulent application if struggling.

What is the impact of insurance fraud?

The IFB recently launched a campaign called Fraud Cons in an effort to highlight the devastating consequences that fraud can have.

“Opportunistic fraud has serious consequences for those who are dishonest, which includes being placed on the Insurance Fraud Register and facing a potential criminal conviction,” highlighted Ursula Jallow, director at the IFB. “Furthermore, fraud can put innocent people at risk and adds costs to everyone else’s insurance premiums, which is why we’re so determined to tackle the issue in collaboration with insurers and the police. Our campaign is shining a spotlight on the reality that opportunistic fraudsters face, so that more people will think twice before making a falsified insurance application or claim.”

Her words were backed by Mark Allen, assistant director and head of fraud and financial crime at the Association of British Insurers.

“Insurers appreciate that many customers are facing financial pressures due to rising cost-of-living bills, and they are doing all they can to help, while continuing to pay genuine claims as quickly as possible,” he said. “But whatever the financial pressure, making a fraudulent insurance claim is not the answer, as the only thing you are likely to gain is a criminal record, making future insurance and other financial products harder and more expensive to obtain.”

Indeed there are host of potential consequences including that the perpetrator will be unable to:

• insure a vehicle for third-party cover, which is a legal requirement for motorists.
• get buildings insurance, which is often compulsory for securing a mortgage.
• take out liability insurance, which is required for many business premises.
• have life and death insurance, which can leave loved ones in financial hardship.

In addition, they can potentially face imprisonment and large fines.

Global merger and acquisition activity experienced a significant decline in the first half of 2023 due to rising interest rates and economic uncertainty, according to research conducted by WTW’s Quarterly Deal Performance Monitor (QDPM) in collaboration with the M&A Research Centre at The Bayes Business School.

The report revealed that the number of completed M&A deals valued over $100 million fell worldwide during the first half of 2023, with a total of 280 deals compared to 441 deals during the same period in 2022. This represents a 37% drop in volume, marking the lowest figure for the first half of a year since 2009.

The challenging macroeconomic conditions are particularly evident in the North American market, which experienced a continuous decline in deal volumes for six consecutive quarters, WTW reported. From a near all-time high of 173 deals in the third quarter of 2021, the number of deals dropped to just 61 between April and June 2023.

In addition to the decrease in the number of M&A deals, the performance of acquirers who completed transactions in 2023 also underperformed the market by -2.1 percentage points (pp). This decline follows a positive performance of +4.4 pp in the second half of 2022. However, despite the ongoing volatility, global M&A still achieved an overall positive performance of +1.4 pp over the last 12 months.

“A perfect storm”

“A perfect storm of higher inflation, interest rates, capital costs and greater regulatory scrutiny, combined with major geopolitical headwinds and a banking crisis, have triggered a steeper drop-off in M&A activity than anticipated by the market,” said Jana Mercereau (pictured above), head of corporate M&A consulting for Great Britain at WTW. “Buyers have had to shift gears to adapt to a more cautious M&A environment, although deal conversations have continued throughout this period of uncertainty. With these disruptive trends expected to continue into the second half of 2023, potential buyers will be kicking the tyres a bit harder as they seek deals to address strategic priorities, expand into new markets and fill capability gaps.”

Mercereau also said that buyers have had to adjust to a more cautious M&A environment, but deal discussions have continued amidst the uncertainty. As disruptive trends are expected to persist into the second half of 2023, potential buyers will approach deals with increased scrutiny as they seek strategic priorities, market expansion, and capability enhancement.

APAC outperforms

The performance of M&A deals in the first half of 2023 would have been even worse if not for the Asia-Pacific (APAC) region, where buyers continue to outperform the rest of the world, the report found. APAC acquirers surpassed their regional index by +10.9 pp, although the region still experienced a 25% drop in deal volume compared to the first half of 2022.

On the other hand, North American acquirers underperformed their index by -5.9 pp, while European dealmakers underperformed their regional index by -8.3 pp.

Additional findings from the WTW data include a decline in mega deals, with only three closing in the first half of 2023 compared to 12 deals in the same period of the previous year. The second quarter of 2023 saw North American acquirer performance at -10.3 pp, the second-worst on record, while European acquirer performance during the last three months reached a record low of -10.8 pp.

Intra-regional deals showed an increasing trend for three consecutive quarters compared to cross-regional deals. Similarly, intra-sector deals experienced a significant jump from 57% in the first quarter of 2023 to 67% in the latest quarter, indicating a clear preference for deals closer to home.

“When inflation stabilizes and credit markets reopen, we expect deal appetite to increase considerably fuelled by pent-up demand with digital transformation, portfolio rebalancing and ESG issues continuing to be key drivers,” Mercereau said. “Larger deals will remain tough to pull off due to increasing antitrust and regulatory pushback. Instead, companies are more likely to pursue small to midsize deals, which are easier to complete than megadeals and lower risk in today’s difficult financing environment. But in the race to acquire – whatever the size of deal – due diligence that is faster, deeper and better focused, combined with a plan for successful integration, will prove even more critical in a volatile market.”

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Howden has announced its acquisition of Media Insurance Brokers International Limited (MIB), a major independent UK and Irish film and television broker.

The deal represents a significant step in Howden’s strategy to become a leading broker in the media and entertainment market, the international broker said in a Press release.

Operating since 1990, MIB offers specialist insurance products to the film, television, music, and events sectors. It boasts strong relationships with many of the leading broadcasters and media buying companies, as well as with many independent production companies.

 The MIB partnership bolsters Howden’s sport and entertainment practice in Europe, following the recent acquisitions of Franz Gossler Insurance Group, a leading film and entertainment insurance broker in Germany and Assimovie, Italy’s leading television and film broking house.

The acquisition of Wallace McLean in July 2022, a broker with specialisms in film and television in New Zealand, further extends Howden’s expertise into the Pacific region.

“The team at MIB has worked hard for many years to establish a first-class brand within our sector which stands for excellent service and product knowledge for all our clients,” said Richard Moore, managing director of MIB. “This acquisition by Howden means we can continue on this path as part of a much larger group and with all the benefits that brings.”

“We have known Richard and the team at MIB for many years and have long admired the business that they have built,” said Duncan Fraser, global practice leader, sport & entertainment, Howden.

“MIB’s established relationships and deep industry knowledge, with many leading clients in the film, television, music, and live events sectors, presents us with a significant opportunity to grow our business. Acquisitions like this will empower Howden to meet the growing demands of our entertainment and media sector clients as they continue to bounce back from the disruptions of COVID.”

Howden is global insurance group that operates in 50 countries across Europe, Africa, Asia, the Middle East, Latin America, the USA, Australia and New Zealand.

Do you have any thoughts on Howden’s latest acquisition? Tell us in the comments.

With 20 years of underwriting directors’ and officers’ (D&O) insurance to her name, Emma Pereira (pictured), product leader, international management liability at Beazley, has worked with companies of every size and scale, and seen first-hand how the landscape has evolved.

The constantly changing nature of the market is what has kept her interest piqued for the last two decades, she said, with new companies and product lines continually emerging – and insurance businesses must keep pace with this evolution to enable enterprise. It’s why she feels so passionate about insurers investing in training programmes and being a voice in the market.

“I like that it’s constantly changing, and, having studied economics, seeing how it all fits in with the world around you,” she said. “There are new types of companies coming all the time, often in really fascinating cutting-edge science areas: whether it’s new developments around AI, or new medical innovations. And we like having the opportunity to try and support those businesses, to allow them to operate and keep doing the important work they’re doing.”

D&O insurance market changes

Assessing the current lay of the D&O land, Pereira noted that there has been a lot of change in the last few years. COVID changed the D&O market quite drastically overnight, she said, as businesses that were seen as low-risk suddenly moved into high-risk categories. Providers had to re-evaluate their portfolios to factor in potential additional claims volatility, and essentially to speculate what might happen in the broader external business environment and economy.

“In the last few years, prices went up quite a lot, while terms and conditions tightened,” she said. “We at Beazley did pride ourselves on writing all the high-risk accounts. We asked a lot of questions, but we stuck with clients and we picked up a lot of new business. We were trying to work and build new partnerships and relationships during that time when other markets either withdrew completely or pulled back on capacity.

“But now, with COVID behind us (touch wood), markets have come back in and there’s capacity again. Things are livening back up and there are more options out there, which is great for clients because it’s not a great situation when they have either zero options or just one. It’s a bit more competitive again, which is the condition needed for us to start coming up with new products and try to do something different to differentiate ourselves.”

During COVID, the emphasis was on emergency measures and business as usual, Pereira said, and she’s relishing seeing such a voracious appetite for innovation in the market. For Beazley, this includes its new private equity (PE) portfolio D&O product which looks to protect insureds through their full lifecycle, from company purchase through to divestment.

“The PE market is huge, with US$1.2 trillion in assets under management,” she said. “So, these are all companies that are owned by PE houses. And people think that these small private companies can just fit under a private company wording but actually, they do need a much more bespoke approach because they are quite a different beast in a lot of ways. I’ve always thought I’d like to develop this wording and this just felt like the right time.”

The coverage looks to insure its clients across the entire time in which they are owned by the PE house, she said, with an automatic renewal clause and some pre-agreed options for when the business exits.

“So, we’re taking a holistic approach to clients’ pricing and coverage requirements rather than providing a solution for one year and then changing the terms and conditions, and pricing the next year,” she said. “Typically, these life cycles are four-to-seven years but depending on the private equity house, they can be far longer or shorter. In D&O, policies don’t tend to cover a whole lifecycle, they are solid on an annual basis.

“And I think, particularly during COVID where certain companies had trouble getting cover and faced very volatile market conditions, there was a cry for a bit more sustainability and for someone to demonstrate consistency.”

Unique product features

Quite unique to the coverage is the introduction of key-person cover, she said, which is not typical in D&O policies but reflects that often small private companies are framed around one individual – whether it’s the founder, or the person behind the tech, etc. In the event of that person becoming incapacitated, the coverage offers protection. Another element is the addition of a legal advice helpline – essential support for small PE companies that don’t necessarily have the means to access expert legal advice.

At the core of the product’s development is a focus on what PE-backed firms are looking for, which is where broker feedback and communication have been so critical. As a result, Pereira said, the wording has already elicited a positive reaction across the marketplace.

“We’re having the conversations with brokers about what this means for their clients,” she said. “So, we’re letting the market know that we’re innovating, we’re coming up with different solutions and we are very much thinking about what our specific clients need. That has been generally very well received which is why after the trial run in London, we’ve started the rollout in our other territories.”

As a passionate advocate for increased education around D&O risk, Pereira emphasised how the narrative around the exposure of private companies to claims has changed. There’s now more awareness that claims do arise in this sector, she said, albeit not with the same frequency as other product lines.

“This cover does need to be taken seriously because it is serious cover,” she said. “When these directors and officers are held personally responsible, they can lose everything. They have to sell their house, their kids come out of private school and every asset they’ve got can be taken unless they’ve got insurance to protect them. And I wouldn’t sit on the board or as a director of any company without a policy there to protect me.”

Between turbulent financial conditions, a destabilised geopolitical landscape, and the upsurge of concentration on what generative AI might mean for the future, brokers are tasked with helping their clients navigate an increasingly complex external trading environment. And as SVP of strategic distribution & development at Sompo International, Maxine Goddard (pictured) has a 360-degree view of what’s pressing on brokers as they look to do so.

“Client needs are changing, macroeconomic needs are shifting and so, we have to be dynamic,” she said. “We are in a competitive environment and everybody recognises that they need to be responsive and they need to be flexible, but the key theme is – who can do it better?

“We are in the time of the VUCA – the volatility, uncertainty, complexity and ambiguity, and therefore we need to be responsive to those changes. And so being innovative in our products, and innovative in how we deliver our products and our services is absolutely critical.”

Collaboration – the key to developing timely insurance products and services

Goddard noted that what she relishes most about her role is that it allows her to work in such a hands-on capacity with the broker market and to find out what they need from their providers first-hand. It’s an inherently collaborative approach that’s required, she said, which centres on discovering what it is and isn’t working, and determining what needs to be done differently to meet expectations.

“So, we’re always having conversations with the market, with the brokers, with the clients to find what they’re looking for and then be adaptive to those needs,” she said. “It’s a very liberal role in the sense that [my team is] fluid and wants to do things differently and really make a change. And because Sompo is quite new to being seen as a strong top-10 player in the market, we want to be highly visible and proactive.”

Sompo’s collaborative approach is especially timely given the demand for responsive insurance partners, which is being driven by the increasingly interconnected risk landscape facing organisations of every size and sector. Goddard highlighted that increased discussions around sustainability and weather-related events are an example of an area where brokers and clients are looking for insurance providers to be ready and adaptive to their ever-evolving needs.

Where new protection gaps are opening up, Sompo needs to be on-hand to deliver products and services that meet those needs, she said – and to help empower brokers to have new conversations with their clients around sustainability and ESG. There needs to be a strong response to the changing regulatory landscape – a demand coming from third-party suppliers, regulators, clients and brokers alike.

“So it’s really about having a 360-degree view of how things are evolving and making sure that we can respond to those needs,” she said. “Sompo Japan – which is our mothership – has seen earthquakes, tsunamis, etc., so it is very responsive to the needs of weather and climate. And across the entire organisation, the culture is to look at ways to innovate, to look at those underwriting solutions that will help.

“Whether it’s parametric solutions, whether it’s using technology to support how we deliver products, that is absolutely key. From a broker management perspective, I come in to find out from the brokers if these solutions are able to exactly suit their client’s needs and if they’re what clients are demanding. They can help us understand if our products are fit for purpose and also what others are doing in the space so that we can actually innovate and be a little bit unique.”

How Sompo backs its broker partners

Supporting brokers through these challenging external market conditions really all starts with listening, Goddard said. There is not a one-size-fits-all solution, so providers can’t afford to take the attitude that they know it all already, particularly when the landscape is moving so rapidly. COVID was an example of how fast the risk environment can change in ways that people just don’t see coming – and it’s critical to use those lessons to explore new emerging risks before they are realised.

“It’s about listening and keeping your ear close to movements in the market, what customers are talking about and what they’re worrying about,” she said. “But it’s also about looking at the macro-horizon to see what’s coming. It does take some degree of being a ‘fortune-teller’, to be able to almost see what’s coming – backed by the right data sources.

“There’s a lot of science behind insurance, with our experience and exposure models. We do also have hunches but they’re just about listening more and being in tune. When we talked about risks back in 2020 at the World Economic Forum, of course, disease and pandemic was discussed but it was never top of the agenda. Now it very much is, along with climate and weather-related cat events. So, it’s about being aware these risks are real and that some of these emerging risks aren’t actually emerging, they’ve happened before and we’ve got to be ready for the next cycle.”

Critical to Goddard’s role is amplifying Sompo’s voice in the market to ensure that the provider is recognised as a credible and innovative modern insurer. She is relishing the opportunity at hand to build the brand, she said, and to work closely with brokers and clients, as well as looking for new strategic partnerships. As a Japanese-headquartered company, Sompo is very relationship-focused, and it’s interesting to see how this is becoming more of the norm across the Western world.

“My team is a small team, but we do work with brokers across the entire UK to make sure that the brand Sompo is recognised, visible and front of mind, and that we are seen to be an insurer that will be flexible and adaptable to clients’ needs,” she said. “And I’ve been pleasantly surprised at how brokers are responding to that. We’ve been highly regarded as a new player and we do see ourselves as a challenger insurer.

“We’re the new kids on the block and we are coming in with some products that are innovative in the sense that we’ve come to the market with something that’s ‘fresh for old’. And what I mean by that is, for example, the multinational international programmes market has been the typical five players for a number of years. Now we’re offering new capacity at Sompo and it’s refreshing for brokers because they’ve got something different they can offer their clients in that space.”

SiriusPoint, a global specialty insurer and reinsurer, has announced the appointment of Linda Lin as chief legal officer, effective July 24.

Lin will join SiriusPoint’s executive leadership team (ELT) and report directly to CEO Scott Egan. Based in New York, she will assume the role previously held by Jimmy Yang, who has been serving as the interim general counsel since February. Yang will work closely with Lin to ensure a smooth handover and transition.

“As a highly experienced general counsel with a broad legal background in the (re)insurance and listed environments, I have no doubt that Linda will be an enormous asset in helping us deliver against our ambitious strategy,” Egan said. “I am delighted that she is bringing her expertise to SiriusPoint and further strengthening our deep bench of executive talent in the areas of leadership and culture building. I am very grateful to Jimmy for the contribution he has made as interim GC. He has been invaluable to the progress we have made in the last nine months.”

Prior to joining SiriusPoint, Lin served as the general counsel and corporate secretary at Coaction Global (formerly Prosight), where she oversaw legal, regulatory, compliance, product development, and internal audit functions. She also held the position of senior vice president, general counsel, business unit legal, and co-headed regulatory at QBE North America (QBENA). Lin has also held various legal, claims, and product development roles at Berkshire Hathaway Specialty Insurance and Liberty International Underwriters. Before her insurance career, she worked as a litigator at the law firm Willkie Farr & Gallagher.

“I very much look forward to joining SiriusPoint. It is an exciting time for the company, which has a revitalised strategy and executive leadership team, and a keen focus on culture and values,” Lin said. “I look forward to working with the ELT and board to contribute to the strides SiriusPoint is making in its performance, and to supporting the company’s diversity, equity and inclusion initiatives, an area particularly important to me.”

Beyond her professional role, Lin is actively involved in various legal and community organisations. She serves as the president of the Sotomayor Program, which nurtures and develops future legal leaders from underserved communities and diverse backgrounds. She is also a member of the Eastern District of NY Magistrate Judge Merit Selection Panel and a board member of the Asian American Law Fund of NY. Previously, she held the position of president at the Asian American Bar Association of New York.

Earlier this month, SiriusPoint announced the appointment of Bronek Masojada as chair of its board of directors. The company also recently named Steve Yendall as chief financial officer.

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