One of the aspects I truly value about the insurance industry is that it offers anyone the chance to create a rewarding, long-term career—regardless of where they begin. I’m living proof of that. In our field, the key drivers of success are curiosity, a strong work ethic, and a commitment to continuous learning and growth.

While working on a book documenting Crum & Forster’s (C&F’s) 200-year legacy, I found myself reflecting not only on how far our industry has come, but also on the tremendous potential that still lies ahead. Our history reinforces the importance of attracting and nurturing the next generation of talent—individuals who are inquisitive, determined, and ready to shape what’s next.

I look forward to discussing more of these insights at the 2025 Insurance Industry Charitable Foundation (IICF) Global Conference in New York. Until then, here are a few thoughts on how the future of insurance work is beginning to unfold.

Insurance Offers a Meaningful Career Path

One of our greatest responsibilities is to cultivate the leaders of tomorrow. That journey begins with bringing exceptional individuals into our profession. While insurance has sometimes been labeled as “boring,” C&F’s long history clearly shows that it’s a challenging and dynamic industry—anything but dull.

Because most young people don’t consider insurance as a first career choice after high school, the industry has created robust self-education programs. Initially born out of necessity, these programs have become a strength, making our field accessible to individuals from all backgrounds and enabling them to shape their own development paths.

Of course, learning doesn’t stop at textbooks. We also need to offer clear, experience-based routes to advancement. The most fulfilling careers evolve through a mix of increasing responsibility, hands-on learning, and growth opportunities over time. While our industry is rich with challenges, it can be difficult for newer professionals to envision a clear trajectory from entry-level roles to executive leadership. Meanwhile, those already in leadership may not always recognize who’s ready to step up.

At C&F, I urge individuals at every level to “stand out” by embracing an “And Plan”—seeking involvement beyond their primary job functions. Our Brand Ambassador program is a great example. Employees from across departments are chosen to learn about our diverse product offerings and refine their networking capabilities. They then represent C&F at industry events and local community boards, including with organizations like the IICF. These experiences boost employee confidence and leadership skills while amplifying our brand’s reach and influence.

Decentralization as a Growth Engine

How do we create a workplace that truly energizes and inspires? At C&F, we strive to offer every team member the chance to shape a meaningful, fulfilling career.

A foundational part of our strategy is our decentralized business unit model. Instead of a traditional top-down structure, we emphasize a “demand pull” approach—one where local teams take initiative, solve problems, and drive outcomes.

This structure empowers those closest to our clients to make decisions. Our field professionals understand their customers better than anyone, and they’re best positioned to recognize how innovations—like AI—can simplify tasks and elevate the customer experience.

Giving teams true ownership leads to greater engagement and stronger retention. When people can see the direct impact of their decisions, they’re more confident and motivated to advance in their careers.

Strengthening Culture in a Hybrid Environment

There’s an ongoing discussion about the long-term role of hybrid work. While I personally enjoy the office environment, I believe hybrid models are here to stay. So the question becomes: how do we preserve and extend our culture in this new world of work?

It starts with being intentional. We’ve made it a priority to create moments that foster connection. Our hybrid approach centers on high-impact events. We invest part of the savings from our smaller office footprint into meaningful employee experiences—like team gatherings, networking mixers, and celebrations with our business partners. These events bring together people who might never have met in a pre-hybrid setting, and they’re designed to build lasting relationships in a short time.

We also schedule “high-density” office days to create momentum—people are more likely to come in when they know their colleagues will be there too. One of our most successful initiatives is our quarterly new hire onboarding event, which brings team members from across the country together to connect with coworkers and leadership, fostering a sense of community from day one.

Fostering a Culture of Giving

Insurance at its core delivers a social benefit—but our commitment to doing good doesn’t stop there. We believe deeply in giving back to the communities where we live and work. In addition to corporate philanthropy, we empower employees to lead grassroots efforts and support causes they’re passionate about.

An employee-led committee oversees our charitable donations and volunteer efforts. This group selects the organizations we partner with and rallies the broader team to participate. Events like the IICF’s Month of Giving unite thousands of professionals across the industry in a shared mission of service—and serve as a powerful reminder of the positive impact we can achieve together.

Connect and Thrive

What’s your vision for the future of insurance? I invite you to join the discussion. One key lesson from exploring C&F’s 200-year history is this: our strength lies in collaboration. By sharing knowledge, supporting one another, and working together, we can build a stronger, more resilient future for our industry.