How long have you been working in the insurance industry, and have you always been a property underwriter?

I’ve been working in the industry 28 years, having entered the industry in a claims position (direct personal lines). Like most people, I fell into insurance! Claims gave me a good grounding and allowed me understand what insurance was really all about, and the impact it has on people. Underwriting is a great area to work in, the environment is always changing and throwing up new challenges to think about. As an underwriter, I’ve always had an eye for growth and fostering relationships, as well as trying to balance this with responsible and diligent underwriting for quality business.

What attracted you to Halo as a career step? What’s the most important factor when you think about your workplace/career?

I had been in my previous role almost eight years and was well settled, however when the opportunity came up to be part of something from the very start, it was too good to pass up. The challenge to help build and shape a new brand is an exciting process – it was the right time for me and I’ve absolutely loved it. I think an important factor for me is helping to create a legacy that I can be proud of. Insurance can be such a numbers game and transactional at times, so to help build a brand and culture that is centered around people and relationships is a really motivating prospect.

The Halo proposition is all about having an ‘appetite for business’. What does this mean and how do you deliver on it personally / as a team?

Of course, being new, growth is a key part of our mindset. We are here to write good business and focus on what we are good at. The proposition is an important one, and it is one we live and breathe every day. We are here for the long term, to build solid relationships with our broker network and thriving partnerships. Words can ring hollow unless you really believe in what you are doing. The key takeaway is that this is not just about year one, this is about what we want to be going forward for many years to come. An appetite for business is something that will always be part of our DNA.

Can brokers really expect something different from the Halo team? Which gaps can you fill for them?

I think with all the rapid changes in technology today, we can lose sight of what’s really important and what drives commercial relationships. Technology is merely a tool to help us do things more efficiently, however it shouldn’t replace the human element. Really it is just basic ‘101’ stuff – we strive to be accessible and doing simple things like answering the phone and having conversations is important cog in our day to day business. Portals and brochures don’t build relationships, people do. Another key aspect is simply drawing on our experience and expertise to understand and underwrite a risk – not every single risk fits into a box. You need to assess and get an understand of a single risk on it’s own merits in order to underwrite it correctly.

As a key leader within Halo, how do you think internal culture impacts the experience of your clients?

This is something I’ve always been aware of. How an organisation conducts itself internally, and how peers treat each other definately projects further and impacts our external relationships. Given we are at a very early growth stage at Halo, we have to wear many different hats and we very much have a mindset of finding solutions and problem solving, both internally and on behalf of our clients. It’s also about holding ourselves accountable too. Being accountable and transparent on a daily basis is important in building trust with the market.

What have you found the most challenging aspect to helping build the Halo offering from scratch?

I think the most challenging aspect for me has been fostering an open mindset and learning to figure things out on the go. Given where we are at in our lifecycle, I have to be across different day to day challenges and work closely within the team to find outcomes. This has obviously been a big change from what I have been use to. It is cliché, but it is true that when you step outside your comfort zone, you truly do achieve personal growth.

What has been the most rewarding aspect so far / what are you most looking forward to?

What has been most rewarding so far has been simply to see how far we have and come and what we have achieved since July last year. It has been incredibly busy, so I don’t really pause for thought often, but to think about it does bring significant satisfaction. In saying that, I’m not one to take the foot off the accelerator and I am looking forward to what we can achieve going into year two, as we become more established in the market.