Simon Glairy is a distinguished figure in the world of insurtech, possessing a deep-seated understanding of how emerging technologies can be harnessed to redefine traditional risk management. With an impressive track record in overseeing digital transitions within complex global markets, he has become a leading voice on the integration of artificial intelligence within the insurance value chain. His expertise lies in balancing the aggressive pursuit of technological innovation with the sober realities of regulatory compliance and operational stability. In this conversation, we explore the strategic underpinnings of building dedicated AI hubs, the importance of dual leadership roles in driving adoption, and the necessity of maintaining a unified technological framework across international borders.
The AI Centre of Enablement balances engineering and education with strict governance. How do you prioritize these functions when building a new hub, and what specific steps ensure that AI builds remain business-led rather than purely technical?
When constructing a hub like this, the priority must always be on establishing a business-led foundation before a single line of code is written. We follow a clear, four-step approach: first, we provide education and advisory support to senior leaders to help them identify where AI can truly drive profitable growth. Second, we move into the coordination phase, where we align these opportunities across our five international business units to avoid redundant efforts. Only then do we engage in AI engineering and builds, ensuring every project directly addresses a documented operational need. Finally, we wrap the entire process in a governance framework that ensures adoption remains safe, scalable, and fully compliant with evolving standards.
Leading AI strategy while maintaining senior operational responsibilities in Canada requires a unique perspective. How does a dual-role structure help align technology development with day-to-day business operations, and what specific metrics determine if this integration is successfully supporting ambitious growth targets?
Having a leader who serves as both the Head of AI and the Senior Vice President of Operations in Canada creates a vital bridge between high-level tech strategy and the gritty reality of insurance work. This dual perspective ensures that we aren’t just building “cool” technology, but rather strengthening our operational foundations in ways that matter to our brokers and underwriters. Success is measured by how effectively these tools empower teams to deliver stronger outcomes, specifically looking at the speed of adoption across the five businesses and the clarity of the risk insights generated. By keeping one foot in day-to-day operations, the leadership can feel the immediate impact of AI solutions, ensuring they are practical enough to meet our ambitious targets for profitable growth.
Coordinating technology adoption across five different international business units requires high levels of consistency. Operating from a central hub like Toronto, how do you bridge regional differences to create a unified framework, and what anecdotes illustrate the challenges of scaling these solutions globally?
Operating from a central hub in Toronto allows us to act as a pivot point for the entire organization, bringing much-needed consistency to how AI is developed and deployed. The primary challenge is ensuring that a solution built for one market doesn’t feel foreign or unworkable for another, which requires a relentless focus on clarity and open communication. I recall instances where regional teams were hesitant to adopt centralized tools because they feared their local market nuances would be lost in the algorithms. We bridge this gap by involving regional leaders early in the advisory phase, transforming the hub from a “top-down” authority into a collaborative partner that empowers teams with the tools they actually need. This collaborative spirit ensures that while our framework is unified, it is flexible enough to respect the diverse operational landscapes of our international portfolio.
Staying ahead of regulatory expectations is critical for safe and scalable technology deployment. What specific governance frameworks are necessary to ensure responsible adoption, and how do you educate teams to recognize the trade-offs between rapid innovation and long-term risk management?
Responsible AI adoption requires a governance framework that prioritizes transparency and auditability at every stage of the engineering lifecycle. We educate our teams to view AI as a “step-change technology” that demands a higher level of scrutiny, teaching them that a rapid build is useless if it exposes the company to unmanageable long-term risks. This involves regular advisory sessions where engineers and business leads discuss the ethical implications and regulatory requirements of their projects before they are scaled globally. By embedding these responsible governance practices into our Centre of Enablement, we ensure that our innovation doesn’t just stay ahead of the curve, but also stays on the right side of the law. It is about creating a culture where “safe and scalable” is valued just as much as “fast and innovative.”
What is your forecast for AI in the global insurance industry?
I believe AI will move from being an experimental add-on to becoming the central nervous system of the global insurance industry, specifically by providing a massive boost to profitable growth targets. In the coming years, we will see a shift toward more centralized models like our Centre of Enablement, as firms realize that consistency and clarity are the only ways to manage the complexity of international operations. Those who fail to govern their AI responsibly will likely face significant regulatory hurdles, while those who integrate it into their operational foundations will find themselves far ahead of the competition. Ultimately, AI will empower teams to handle risks with a level of precision that was previously unimaginable, making the entire industry more resilient and responsive to the needs of the modern world.
