When I talk about developing the next generation of underwriting leaders as CEO of the Underwriting Agencies Council (UAC), I’m full of infectious enthusiasm. This has been two years in the making - it’s my passion project.
The idea for the academy grew out of what I saw as “a gap in the market.” That gap, I believe, was widened dramatically by the pandemic.
When I trained as an underwriter years ago, 80% of what you learned came in those first few years - by osmosis. You learned by listening, by watching how senior people handled unusual risks. But since COVID, so many new professionals have been working from home. They’re not exposed to those conversations anymore. We’ve lost that transfer of experience from the people who’ve been in the industry for 30, 40, 50 years.
That absence of informal learning has left a huge gap in knowledge that can’t be filled by technical training alone. You can’t learn to be an underwriter overnight. It takes years to build the necessary insights.
The UAC Leadership Academy was designed precisely to fill that void - blending structured education with experiential learning, mentoring and real-world interaction.
Unlike many leadership programs, our academy targets not entry-level staff or senior executives, but mid-career professionals - people who, as I often say, “don’t know what they don’t know.”
This is the sweet spot. These are the superstars who’ve proven themselves technically but don’t always know the next step in their career. They may not see the full value chain - from underwriting to leadership and entrepreneurship. We want to give them the tools to explore those opportunities - and stay.
The program’s first cohort - the Class of 2026 - will be limited to just 25 participants, a deliberate choice to keep the experience intimate and interactive.
A defining feature of the Leadership Academy is its integration of ANZIIF’s learning platform with practical mentoring. Participants will complete online modules to build foundational business and leadership knowledge before attending six intensive, face-to-face workshops between March and September 2026.
This isn’t 400 pages of textbook reading, it’s experiential learning. We’ll have simulations, exercises, discussions. For example, in our final module on digital disruption and data, participants will work through a live cyber simulation. We’re making sure they don’t just learn - they feel it, they do it.
That philosophy is shared by Peter Gezimati, head of delegated authority – Australia at HDI Global and one of our academy’s mentors. “Theory is important - you need to understand the frameworks and models - but theory alone doesn’t stick,” he said. “It’s when you apply what you’ve learned in real situations, and when you see how experienced professionals approach challenges, that the lessons really stay with you.”
Peter, who brings over 30 years of global underwriting experience across three continents, sees mentoring as critical to the academy’s success. “Curiosity and a willingness to step out of your comfort zone are essential,” he said. “I would encourage younger professionals to stay inquisitive, seek out learning opportunities, and make the most of time with senior colleagues.”
The Leadership Academy is designed to benefit agencies of all sizes. In our space we’ve got companies with a gross written premium of $2 million up to $1 billion. Larger agencies have HR teams and training budgets, but smaller ones often don’t have the resources or time to roll out their own programs. This program gives them access to world-class leadership development that they otherwise couldn’t provide internally.
Securing HDI Global SE as the inaugural program sponsor was a major milestone for me. When HDI said, “It sounds great,” I thought, “Someone gets it!” They understand the need to invest in the next generation of superstars. Their support has been absolutely critical.
Peter agrees that the partnership reflects a shared vision. “What makes this program unique is its focus on underwriting agencies,” he said. “These businesses are often entrepreneurial and may not have formal leadership programs internally. The academy fills that gap, offering both structure and high-quality mentoring to support their growth.”
I would add that HDI’s support shows their commitment to developing the industry as a whole. I always say: support those who support us - and HDI is absolutely doing that.
Beyond technical skills, the academy will place strong emphasis on leadership, communication and collaboration. The six modules cover everything from Leading with Purpose and Business Acumen to Underwriting and Portfolio Management.
For me, it’s the human element that matters most. When I did my first leadership course years ago, that cohort became my network, my mentors, my advocates. They supported me through the ups and downs of my career. That’s what I want to recreate for our industry.
Looking ahead, I hope to expand the program’s reach. In three to five years, I’d love to see additional modules - maybe for brokers, maybe for reinsurance specialists - to help build understanding across the whole value chain.
But for now, my focus is on making the first year a success. If I don’t get Class of ‘26 right, there won’t be a Class of ’27 - but I’m confident. The energy in the market has been phenomenal.
For Peter, the benefits extend well beyond the classroom. “My hope is that each cohort builds lasting professional connections that continue well beyond the program,” he said. “These are the people who will shape our industry’s future and I want them to feel equipped and inspired to do so.”
