Inpoint, which comprises140 consultants who advise just on growth. This means that rather than saying ‘here is a reinsurance deal which you can write’, they are saying ‘here are the three areas strategically which we think you should be interested in’.


“The team provides extraordinary amounts of detail and quality around


market data and market opportunity. We are an intermediary that can offer advice over the whole of the risk spectrum. We can talk comfortably about traditional reinsurance but we also have a very big capital markets division, Aon Benfield Securities, which continues to be very successful,” he says.


Christian believes that the areas from which premium growth will be


“We have to ensure, not only as Aon Benfield, but as an industry, that all stakeholders are kept informed. This includes the regulator seeing the uniqueness of our sector and policyholders being aware of further


purchasing ideas, leading to increased penetration in our markets.”


“We think in terms of opportunities,” he says. “We have to ensure, not


only as Aon Benfield, but as an industry, that all stakeholders are kept informed. This includes the regulator seeing the uniqueness of our sector and policyholders being aware of further purchasing ideas, leading to increased penetration in our markets.”


He adds that it is also increasingly important for brokers to widen the scope of their offering beyond simply selling and placing coverage. A good performance on the claims side, which extends to the liquidity provisions needed by some clients, is also increasingly important, he argues, as is a quality service overall.


“There is a need for brokers generally to recognise the calibre of the


service they provide,” he says. “Where some brokers continue to offer what is really only an execution or placing only service, we also offer advice in areas such as risk understanding; we have 500 people in that area alone. We are also able to make significant liquidity provision available where needed,” he says.


Despite the challenges facing the industry at some quite basic levels at


the moment, Christian believes many clients are also seeking guidance from their brokers on where growth opportunities might exist. He says Aon Benfield has invested heavily in this area to aid clients with this.


“The three big questions are always around price, risk understanding and, third, how to grow your business,” he says. “We have a group called


20 | INTELLIGENT INSURER | November 2011


generated are changing. “While there are still opportunities in mature economies, there will be greater opportunities in younger economies,” he says.


“This may have some impact on where organisations choose to centre


their operations. The principal reinsurance hubs that exist today will continue. But I wouldn’t bet against Singapore continuing to grow and it will be interesting to see how Switzerland continues to develop in the coming years.”


Commenting on his own priorities, Christian says that he wants to communicate a greater understanding of the breadth of Aon Benfield’s services and the quality of its people. He says he thinks too few in the industry grasp the scale of the company.


“We have an extraordinary amount of aggregated talent in the firm,” he


says. “We have around 3,100 people, and in the reinsurance industry, the level of talent we can provide to clients is unrivalled.


“It is my job to ensure that the full scope of the services we offer is


brought to clients—if we have a good idea, we need to communicate it to clients as quickly as possible.”


Christian believes the most effective way of doing this is simply meeting


clients face to face. “The leaders of our business need to be very client- connected. We all—me included—try to see 100 clients a month,” he says. “This is one of our rules. It enables us to explain our message; to help clients understand more deeply who we are and what we can offer them.”


He acknowledges that he also has a responsibility to communicate


internally. Again, he believes speaking to people one-on-one is the most effective way of exchanging ideas, opinions and messages, even in such a diverse and global organisation.


“We communicate in two ways: one, through the various executives who


lead our regional businesses and, two, through video link to the firm’s full workforce of 3,100 people,” he says. “Communication has to be made as personal as possible. We believe in one-to-one communication because you often achieve better results than with a generic message to a group of people.”


He adds that he prefers to empower people to make decisions and his


own style as a leader is determined by those around him. “I have a genuine pride and passion for the talent we have at Aon


Benfield and my leadership style is borne out of the colleagues around


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