Simon Glairy is a visionary in the Insurtech space, recognized for bridging the gap between current risk frameworks and the radical “what-ifs” of the next century. With a deep background in AI-driven assessment and long-term strategic planning, he helps the insurance industry look beyond quarterly reports toward the transformative technologies of 2050. In this discussion, we explore how the sector is using imaginative storytelling and high-concept events to navigate a future filled with space elevators, alternative proteins, and the logistical challenges of a hyper-connected world.
When Zurich Insurance collaborated with a futurologist and a sci-fi author to envision 2050, they focused on a space elevator and bioprinted organs. How do these high-concept narratives help insurers quantify risks for technologies that don’t yet exist, and what specific frameworks do you use to evaluate “out of this world” liabilities?
Narratives like the one featuring the character Amaka allow us to perform what we call “imaginative stress testing,” where we move away from dry spreadsheets and into the lived experience of future risks. By placing a space elevator or bioprinted organs within a story, we can identify specific failure points—such as the liability of a robot roommate or the structural integrity of carbon nanotubes—that might not appear in a standard white paper. These stories act as a sandbox for building hypothetical loss scenarios, helping us ask who is liable if a bioprinted organ fails ten years after the procedure. We use “horizon scanning” frameworks to map these 2050 technologies against current legal precedents, essentially building a bridge between today’s property insurance and tomorrow’s orbital assets. This storytelling approach is vital because it forces underwriters to think about the human element, such as how an interior designer might compromise on safety to meet a massive corporate deadline.
The projection that insects will become a common protein source by 2050 met with significant skepticism from the public. What are the primary hurdles in shifting consumer behavior toward sustainable alternatives, and how can the insurance sector incentivize the adoption of these unconventional resources through specialized coverage or premium adjustments?
The psychological barrier is the largest hurdle, as evidenced by the fact that only 32% of UK adults currently claim they would be willing to eat insects. This “ick factor” creates a volatile market for producers, making it difficult to secure the capital needed for large-scale insect farming. The insurance sector can step in by offering “transition risk” coverage, which protects businesses against the financial losses incurred if consumer adoption is slower than projected. We can also incentivize sustainability by offering lower premiums for companies that switch to these low-carbon protein sources, effectively rewarding them for reducing their environmental footprint. By providing robust product liability insurance tailored for novel foods, we give retailers the confidence to put these items on the shelves, knowing they are protected against the unknown health risks of a new industry.
In the story of Amaka, the interior designer, the plot revolves around the tension between maintaining quality and fulfilling massive corporate contracts for futuristic infrastructure. How can professionals in emerging tech sectors balance ethical standards with the pressure of rapid scaling, and what role does insurance play in backing these bold, high-stakes decisions?
Balancing the “eternal question” of quality versus contract fulfillment is the central challenge for any innovator working on the frontier of technology. When you are building something as precarious as a space elevator, the pressure to scale can lead to catastrophic oversights if ethical standards are pushed aside for the sake of speed. Professional Indemnity and Directors & Officers insurance act as the ultimate safety net here, providing a buffer that allows experts like Amaka to stand their ground on safety and quality without fearing personal financial ruin. This coverage essentially “backs the bold,” ensuring that if a decision to prioritize quality leads to a missed deadline or a lost contract, the firm remains solvent and capable of continuing its mission. We see insurance not just as a cost, but as a moral stabilizer that reinforces the importance of doing things right the first time, especially when the stakes are literally out of this world.
Large-scale events like ITC London often use sophisticated catering and high-end hospitality to facilitate networking. Beyond the immediate aesthetic appeal, how does the quality of a conference’s social environment impact the caliber of deal-making, and what specific logistical details are most effective at fostering a sophisticated atmosphere for industry leaders?
The social environment of a conference like ITC London serves as a silent partner in every deal that gets signed on the floor. When you provide catering like those perfect macarons that make a guest feel “momentarily sophisticated,” you are doing more than just feeding people; you are lowering their defensive barriers and establishing a baseline of mutual respect. These logistical details—the quality of the coffee, the elegance of the food, and the comfort of the space—signal that the organizers value the time and status of the attendees, which in turn encourages more transparent and high-level dialogue. A well-curated atmosphere transforms a standard meeting into a memorable experience, making it much easier to transition from a casual chat about crumpets to a multi-million-dollar partnership. In my experience, the more “at home” an executive feels, the more likely they are to engage in the kind of visionary thinking that drives the industry forward.
What is your forecast for the role of speculative fiction and sci-fi storytelling in corporate strategic planning over the next decade?
I forecast that speculative fiction will transition from a niche marketing tool into a core component of the corporate risk-management toolkit. Over the next ten years, we will see major firms moving away from stagnant 50-page reports and instead commissioning “narrative forecasts” to help their boards visualize the long-term impact of climate change, AI, and biotechnology. By 2030, a CEO will be just as likely to read a short story about their company’s future as they are to read a financial audit, because stories provide a level of emotional and situational context that data alone cannot capture. This shift will allow leaders to anticipate social shifts—like the public’s reluctance to eat insects—far more accurately, leading to more resilient and adaptable corporate strategies. Ultimately, the companies that can “imagine” their future most vividly will be the ones most prepared to protect it.
