Like many people in the London market, my route into insurance was accidental rather than planned. I completed an economics degree and wanted to work in London, ideally in a financial services role. My first job was with the International Underwriting Association in a research position, and it happened to coincide with the early days of Solvency II.

That role was really my introduction to insurance, the London market, and how regulation and the market interact. Insurance wasn't something I'd actively considered before then, but I quickly realised how fast-paced and impactful the market is, and how many different specialisms and career paths it offers.

What kept me in the market wasn't one single moment, it was the learning curve. I learn best on the job and insurance gives you that in a way few industries do. When I moved into compliance, I realised something early on, if you want to add value in that function, you must understand the end-to-end business. At the time, compliance could be viewed as “business prevention”, and I didn't want to work in a role that stopped things happening. I wanted to be a value-add function that helps the business achieve its objectives in the right way and that mindset has shaped everything I've done since.

At a very high level, my role is about ensuring Starr meets its strategic objectives while operating as a controlled business. That means understanding where the organisation is heading, anticipating what could affect delivery, and making sure governance, risk and compliance are involved early enough to add value.

I'm very clear that my clients aren't insureds or third parties - my clients are internal. I see my role, and my team's role, as providing a service to the business. The aim is to enable teams to achieve their commercial objectives, but to do so in a way that is compliant and well-controlled.

That involves a balance of advisory and assurance. We support underwriters, claims teams and other functions to move forward with confidence, while still maintaining the independence that a second-line function needs. Day to day, that means no two days are the same. I'm often an escalation point where issues stall or where there's friction that needs mediation, alongside keeping a broader view of regulatory, financial and strategic risks and how they connect back to decisio-making across the business.

For me, the most rewarding part is being able to bring a different perspective to governance, risk and compliance. I’m particularly interested in how we make risk based decisions across the business, how we treat customers, how we share information, how we price risk and how we manage claims.

A lot of that ultimately links back to service, trust and reputation.

I’m motivated by finding where we can be value-add without being a tick-box function. Success for me is when colleagues are implementing good risk and compliance thinking without even noticing they’re “doing compliance”, because it’s simply become part of the way they work.

I also really enjoy the creativity of the London market and Starr’s approach within it. There is room to design and implement regulatory requirements in a way that aligns with how the business operates, and that’s where the real value‑add sits.

Insurance is fundamentally a people business. It’s about enabling individuals and organisations to take risk with confidence, and that shows up in conduct, communication and service – how risk is priced, how information is shared, and how claims are handled.

A lot of that ultimately links back to service, trust and reputation.

Internally, Starr has a very collaborative and open culture. People are encouraged to ask questions, raise issues early and work across functions rather than operating in silos. That openness matters in a relationship‑driven market like ours, both externally with brokers and clients, and internally across teams.

The aim is to embed good risk and compliance thinking into everyday decision‑making, rather than treating it as an obstacle to progress.

For me, this function only works if you’re people orientated. I might lead the team, but I’m only as good as my team is and the way we work best is through openness.

I focus a lot on building an approachable team, so people know when to come to us, feel comfortable raising issues early, and see us as part of the solution. I’m also conscious of making sure the team has influence, not just responsibility. A big part of my job is making sure we’re at the right table early enough and that we have the breadth and capability to support the business properly as it evolves. .

Internally, Starr has a very collaborative and open culture. People are encouraged to ask questions, raise issues early and work across functions rather than operating in silos. That openness matters in a relationship‑driven market like ours, both externally with brokers and clients, and internally across teams.

And personally, I learn from the people around me. I enjoy collaboration because it brings different perspectives and helps us build stronger ways of working.

Two areas really stand out.

The first is data and emerging technologies, particularly AI. We talk about data being “the new oil”, and I think that captures both its value and the risk wrapped around it. From a governance and risk perspective, that includes how data is protected, how it’s used, and how new technologies are adopted operationally. From a market perspective, it also raises questions about product development and how insurance responds to new and evolving risks – in much the same way cyber did years ago.

The second is the current geopolitical environment and its secondary impacts, particularly how it feeds into economic conditions and broader risk considerations across the market.

I’d say focus on being in a role where you’re learning, where you add value, and where you enjoy the team you’re in. I’ve never been motivated by ambition for its own sake; I want to do work that matters and be useful.

Building a network is really important too. Moving across different organisations and cultures gave me a lot of perspective and confidence, and relationships matter hugely in the London market – just as much as technical capability.

Most of all, be honest with yourself. If you’re not happy or you’re not in a role where you can do your best work, it’s worth addressing that, either by changing the situation or changing the role.

I’m excited by the opportunity that comes with change, new people, new products, and the new dynamic that comes with the completed acquisition of IQUW. I’m also interested in learning about new areas. Motor is new to me, for example, and understanding how different parts of the ERS business operate, including regional dynamics and different operating models, is something I’m genuinely looking forward to.

More broadly, what keeps me engaged is learning and evolution. I’ve stayed at Starr because it has grown and changed and growth creates opportunities to build and shape how businesses operate. It also has a strong culture of collaboration and a great team of experienced individuals. As long as I’m learning and adding value, I’m in the right place.