Although insurance survived the global financial crisis in far better shape than many other industries, the sector is still beset by a number of pressures, including low investment returns, regulatory scrutiny, poor customer perception and intense competition, especially in personal lines.
Financial performance and management bench strength are often the yardsticks by which to measure business value, but we argue that the business’ standing in the marketplace is also critical. We help and advise our clients to align performance, management and reputation. Working with them, we build their value among their chosen audiences, be they customers, peers, regulators, politicians, journalists or their own employees.
Our deep experience in both the media and the corporate world means we see both sides of the coin. We also know what external and internal audiences want or need to hear, so the programmes we create and implement for our clients have the right impact on their recipients.
At Aviva, I was corporate affairs director for Norwich Union in the UK, which included the Life business, General Insurance and RAC.
In 2007 I went to Aviva Plc as group public affairs director, where I was responsible for public affairs and public policy for Aviva, with a particular focus on the UK and Brussels.
As well as insurance, I have worked for the European Community in Brussels, for a sports public relations agency in Hong Kong and for the tobacco industry trade association in London. For five years, between 1995 and 2000, I was head of corporate affairs for Anglian Water, shortly after the water industry was privatised in the early 1990s.