“Staff empowerment is an essential advantage Hannover Re has as a group and is something which resonates with me as an individual in a large organisation.”
Name:
Chantal Cardinez
Company: Hannover Life Reassurance Bermuda Job:
Chief executive officer
Timeline: 2015—Chief executive officer, Hannover Life Reassurance Bermuda 2008—Chief business development officer, Hannover Life Re Bermuda 2006—Actuary, Scottish Re Bermuda 2004—Actuary, Scottish Re London
Chantal Cardinez recently took up the role of chief executive officer at Hannover Re’s life and health subsidiary in Bermuda. Prior to that, in her role as chief business development officer, she developed and managed the company’s worldwide traditional and structured reinsurance portfolio. An actuary by background, she enjoys the risk-taking side of reinsurance and has been pivotal in expanding the company’s success over the last eight years. Her previous experience includes both direct insurance and reinsurance roles in London and South Africa.
Why did you choose to work in this industry initially? I started my career on the direct insurance side but very quickly got pulled in by the global nature of reinsurance. Our Hannover Re entity here in Bermuda focuses, among other things, on capital orientated reinsurance solutions for clients worldwide. The geographical diversity of our portfolio means that we work with clients in China one day and South Africa the next. As a self-proclaimed “citizen of the world” the role is a great
fit for me. At the same time the reinsurance industry has a way of continuously reinventing itself based on the changing environment and needs from our clients. Although this represents its own set of challenges, it always makes for an interesting day in the office.
What has been the highlight of your career so far? In the current financial services environment the increasing complexity of compliance and governance can have a stifling
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effect on growth and innovation. Having promising ideas or solutions repressed by bureaucratic approval processes can be discouraging. Hannover Re when collaborating with its partners is able to strike that balance between ingenuity and appropriate risk management. Finding that balance and having the autonomy to make decisions and empower my staff to do the same gives me great satisfaction. Staff empowerment is an essential advantage Hannover Re
has as a group and is something which resonates with me as an individual in a large organisation. The face of the corporate world is changing—albeit at a
slower pace in some industries—and I see women increasingly in leadership positions. My own management team is 75 percent women—a rare sight in the industry but one of which I am very proud. What makes it even more impressive is that the team was not built by a woman, proof that positions are being filled by the most skilled people irrespective of gender.
What has been the biggest challenge you have
encountered? From an insurance industry perspective I see the challenge being the changing world around us—we are a mature industry and protecting ourselves from being displaced within the financial services sector will require innovation and evolution on our part. On a personal and professional note I continuously work on striking a balance between planning ahead and “living in the moment”. I’ve learned over the years that it’s good to have a plan but at
the same time some of the best opportunities that cross your path arise unexpectedly. Having the ability to be flexible and adapt very quickly is of utmost importance.
If you had chosen a different profession/career path, what would it have been? Retrospectively I could see myself with a career in law as an alternative. Prospectively, I see myself as the owner of a boutique vineyard producing high quality wine under my own label.
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