I’m thrilled to sit down with Simon Glairy, a distinguished expert in insurance and Insurtech, renowned for his deep insights into risk management and AI-driven risk assessment. With a career spanning innovative advancements in the industry, Simon brings a unique perspective on the evolving landscape of management liability and specialty insurance markets. Today, we’ll dive into topics like the strategic development of new product lines, the importance of building strong teams, and navigating growth in a competitive market.
Can you share what excites you most about taking on a leadership role in management liability within the UK and Europe markets?
Thanks, Olivia. I’m genuinely thrilled to be in a position where I can shape the direction of management liability offerings. What excites me most is the opportunity to build something from the ground up—defining a strategy that meets the needs of brokers and partners while addressing emerging risks. The UK and Europe are dynamic markets with unique challenges, and I’m eager to create solutions that resonate with clients and set a benchmark for innovation.
What are some of the core responsibilities you’ve embraced in this role, and how do you prioritize them?
My primary focus is on establishing the management liability product line, which means everything from product design to setting underwriting guidelines. I’m also deeply involved in working with capacity partners to ensure we have the right backing to bring our offerings to market. Prioritizing comes down to balance—ensuring we’re building a solid foundation while staying agile enough to adapt to market feedback. Collaboration with stakeholders is key, so I make it a point to keep those relationships at the forefront.
How do you envision building out a new product line like management liability, and what challenges do you anticipate?
Building a product line starts with a deep understanding of the risks our clients face and tailoring coverage to address those pain points. I’m focused on creating offerings that are both competitive and sustainable, which means rigorous data analysis and staying ahead of regulatory shifts. Challenges often come from market saturation or aligning with partner expectations, but I see those as opportunities to differentiate ourselves through superior service and innovative thinking.
Reflecting on your extensive career in insurance, what past experiences have best prepared you for this moment?
I’ve been fortunate to work across various roles that have given me a well-rounded perspective. Early in my career, I spent time in underwriting with major insurers, which taught me the nuts and bolts of assessing risk. Later, leading teams and even founding my own venture in the financial lines space showed me how to navigate uncertainty and drive growth. Each experience has reinforced the importance of adaptability and fostering trust with clients and colleagues—skills I rely on heavily now.
You’ve got a strong reputation for creating high-performing teams. Can you walk us through your approach to team-building?
I believe a great team starts with clear communication and shared goals. I focus on hiring people who bring diverse perspectives but align on a commitment to excellence. Once the team is in place, I prioritize empowerment—giving them the tools and autonomy to make decisions while being there to guide when needed. I’ve seen this work in past roles where we turned around underperforming units by fostering a culture of accountability and collaboration. It’s about creating an environment where everyone feels invested in the outcome.
Profitability is often a key metric in this industry. What strategies have you found effective in developing profitable portfolios?
Profitability comes down to disciplined underwriting and a keen eye on market trends. In the past, I’ve leaned on data-driven decision-making to identify where risks are manageable and where premiums can be priced appropriately. It’s also about building strong relationships with brokers so we’re placing business with the right clients. I’ve found that a balanced portfolio—diversifying across sectors and risk profiles—helps weather volatility, and I plan to apply that same rigor here.
Collaboration with brokers and capacity partners seems central to your role. How do you plan to strengthen those partnerships?
Absolutely, partnerships are the lifeblood of what we do. My approach is to prioritize transparency and mutual benefit. With brokers, I focus on understanding their clients’ needs and delivering solutions that make their job easier—whether that’s through streamlined processes or tailored products. For capacity partners, it’s about consistent communication and demonstrating that we’re managing risk responsibly. Building trust is everything, and I aim to be a partner they can rely on for the long haul.
Looking ahead, what is your forecast for the management liability market in the UK and Europe over the next few years?
I think we’re in for an interesting period. The management liability space will likely see increased demand as companies grapple with heightened regulatory scrutiny and emerging risks like cyber threats or ESG-related exposures. At the same time, competition will push insurers to innovate—whether through technology or new coverage models. My forecast is that firms who can balance risk appetite with creative solutions will thrive, and I’m optimistic about positioning ourselves as leaders in that evolution.
