Simon Glairy is a distinguished authority in the world of commercial insurance and Insurtech, currently serving as a key voice in navigating the intersection of artificial intelligence and corporate risk. With deep expertise in how emerging technologies reshape underwriting and global liability, he provides a bridge between traditional risk management and the high-speed evolution of the modern digital landscape. In this conversation, we explore the remarkable optimism within the UK C-suite, the transition of AI from experimental pilots to full-scale deployment, and the strategic maneuvers businesses are making to thrive amidst shifting global tariffs and complex international regulations.
UK business leaders expect a positive 2026 despite modest GDP growth and high borrowing costs. How are organizations balancing this optimism with the reality of wage pressures, and what specific structural efficiencies are they prioritizing to sustain revenue growth?
The optimism we are seeing is truly remarkable, with 96% of UK executives expecting a positive business environment by 2026, which actually outpaces global sentiment. While it is true that GDP growth remains modest and borrowing costs are a burden, businesses are not simply waiting for the economy to improve; they are taking the reins by focusing on productivity gains. Specifically, 90% of these organizations are already reporting growing revenue because they have learned to be lean and agile following years of constant disruption. Rather than absorbing higher input costs and wage pressures into their margins, leaders are reconfiguring their supply chains and adjusting their pricing models—actions taken by 45% of UK firms compared to only 36% globally. This proactive stance suggests a shift where structural efficiency, driven by technology and operational redesign, becomes the primary engine for growth rather than favorable macroeconomic tailwinds.
Over 85% of UK organizations have moved from testing artificial intelligence to full-scale deployment. What are the primary hurdles in bridging the gap between pilot programs and scaled solutions, and how are firms restructuring their teams to ensure that technology creates new roles rather than just displacing workers?
Moving from a pilot to a scaled solution is where the real “implementation gap” exists, and currently, only about one in five insurers has successfully deployed AI at a truly industrial scale. The primary hurdles are usually rooted in legacy data foundations and the need for robust model governance to satisfy both internal boards and external regulators. Interestingly, the narrative that AI is a “job killer” isn’t supported by the data we see, as nearly nine in 10 companies have already restructured their teams to support adoption. These firms are finding that while some repetitive tasks are being automated, the technology is actually creating more new positions than it displaces. This shift is driving an intense demand for data-driven skillsets, forcing companies to view AI not just as a software update, but as a catalyst for a total organizational overhaul.
AI usage is reaching near-total adoption in the insurance sector, specifically targeting pricing and underwriting. As firms integrate these tools into core operations, how should boards address the risks of data governance and model transparency while still pushing for the productivity gains promised by automation?
In the insurance sector, where 95% of firms are already using AI, the stakes for data governance are incredibly high because these tools are touching the very core of the business: pricing and underwriting. Boards must balance the drive for efficiency with a “safety-first” approach to transparency, especially as regulators like the Prudential Regulation Authority and the FCA increase their scrutiny. It is no longer enough to have a “black box” model; there must be clear oversight into how decisions are made to ensure fairness and prevent reputational or regulatory missteps. We are seeing boards invest more heavily in digital infrastructure and governance frameworks to act as a guardrail, ensuring that as they push for revenue growth, they aren’t inadvertently creating systemic liabilities. This requires a cultural shift where the technical experts and the risk compliance officers are working in lockstep from day one.
Many UK firms are proactively adjusting pricing and supply chains to handle shifting global tariff regimes and costs. What specific strategies are leaders using to offset higher input costs without losing their competitive edge, and how does this change the way they evaluate risk when entering international markets?
UK leaders are showing a high level of confidence—over 90% believe they can handle tariff-driven cost challenges—largely because they are more proactive than their international peers. The primary strategy has been a combination of strategic price increases and a fundamental redesign of supply chains to move away from high-risk or high-cost corridors. This changes the risk evaluation process from a static “cost of doing business” calculation to a dynamic assessment of geographic footprints and trade credit risks. When entering new markets, these firms are now looking for operational efficiencies that can offset higher tariffs, such as localizing certain parts of their production or utilizing digital tools to streamline customs and logistics. It’s a more sophisticated way of looking at the globe, where risk is managed through agility rather than just insurance coverage.
Sixty percent of UK organizations plan to expand into new countries despite complex regulatory and legislative frameworks. What are the most effective ways to manage the compliance burden of cross-border activity, and how can digital infrastructure be used to simplify the process of entering multiple markets simultaneously?
Expansion remains a cornerstone of growth, with 60% of UK firms adding extra target countries to their maps, but the complexity of local tax and legislative rules is a massive hurdle. To manage this, the most effective organizations are investing in centralized digital infrastructure that can handle cross-border risk management and sanctions screening in real-time. By using AI-enabled tools for regulatory reporting, a company can enter multiple markets with a unified compliance framework rather than building a new one from scratch every time they cross a border. This digital-first approach allows for a “multinational program” mindset where local policies and global master policies are perfectly coordinated. It essentially turns compliance from a barrier to entry into a competitive advantage, allowing firms to move faster than competitors who are bogged down by manual processes.
While technology is a major investment focus, a shortage of skilled digital talent remains a significant barrier to extracting value. What practical steps should companies take to build internal talent pipelines, and how can they demonstrate a commitment to long-term innovation to attract the necessary experts?
The talent shortage is perhaps the single biggest threat to the “AI revolution” in insurance and broader corporate sectors, as many firms have the tools but not the people to run them. To build internal pipelines, companies must move beyond traditional hiring and focus on upskilling their existing workforce through dedicated digital academies and hands-on participation in tech transformation projects. Demonstrating a commitment to innovation isn’t just about a large R&D budget; it’s about showing talent that they will be working on meaningful, high-impact projects like revenue-driving AI rather than just back-office maintenance. When 51% of UK respondents say that transforming IT is their top strategic priority, it sends a strong signal to the market that the organization is forward-looking. This “innovation-first” culture is what ultimately attracts the data scientists and digital architects who are in such high demand.
What is your forecast for UK business resilience through 2026?
I expect UK business resilience to remain exceptionally high, characterized by a “survival of the most agile” mentality that has been forged through years of navigating global shocks. While modest GDP growth will persist, the aggressive adoption of AI—with 85% of firms already having transformation strategies in place—will create a significant productivity gap between those who have scaled their tech and those who haven’t. We will see a surge in demand for sophisticated insurance products like D&O and trade credit as 60% of firms expand internationally, and the winners will be those who have mastered the art of balancing tech-driven growth with rigorous data governance. Ultimately, the UK C-suite is entering 2026 not with cautious optimism, but with a battle-tested confidence that they can outpace global competitors through sheer operational efficiency.
