Leadership redefined in Bermuda’s evolving landscape
Bermuda’s status as a re/insurance hub is not faltering, with its outputs continuing to demonstrate innovation in risk, underwriting and capital structures. Now it is cultivating a new generation of leaders who are reshaping not only what gets done, but how teams think, communicate and perform. The future of leadership on the island is emerging from fresh voices across risk, law, underwriting and operations, each highlighting the attributes they believe will define the next decade.
For Celina Ferreira, leadership begins with coherence and culture. “Effective risk leadership is about creating clarity, confidence and connection,” she says. In a jurisdiction where capital is increasingly global, the ability to translate technical risk concepts into actionable direction is becoming essential. Ferreira emphasises that leadership is not simply about identifying exposures but influencing behaviour across the enterprise. Effective leaders, she notes, “not only about identify potential threats but help people throughout the organisation understand why they matter and how to respond strategically”.
This perspective is particularly resonant in Bermuda, where multidisciplinary teams, from underwriting to finance to ILS structuring, work in close alignment. Ferreira argues that a leader must “balance analytical depth with influence – guiding decisions through insight, not instruction”. The shift from control to collaboration is expected to grow across Bermuda’s carriers, where risk leadership is becoming a strategic enabler rather than a brake on innovation. Ultimately, she frames the mission as cultivating “a culture of accountability and foresight – where teams are empowered to think in terms of resilience, not just compliance”. For a market built on complex property cat, casualty and increasingly cyber and specialty lines, resilience is emerging as the new currency.
That notion of empowerment and connection is echoed strongly by Sarah Lusher, counsel at Conyers, who has experienced leadership through the lens of mentorship. “I have been very lucky in my career to have had some phenomenal mentors,” she reflects, emphasising that leadership is rooted in “enthusiasm, investment and connectedness”. In Bermuda’s legal and corporate governance ecosystem, where counsel often sits at the strategic intersection of clients, regulators, boards and capital providers, that mindset matters.
Lusher believes enthusiasm is fundamental even when the subject matter is complex or technical. As she puts it: “You need to be genuinely fascinated and enthusiastic about the work you are doing in order to impart a spirit of interest in the (sometimes dry) subject matter.” Yet the cultural element might be even more important. Leadership, in her view, means “actively mentoring and developing team members to reach their full potential”, something she sees as deeply embedded at Conyers.
One of Lusher’s strongest insights is the importance of leading from multiple vantage points. “There is undeniable value in being able to lead from the front, but also from the middle,” she says. Increasingly, Bermuda’s next leaders will come from those middle layers: associates, assistant underwriters, analysts, supervisors and emerging managers who influence workflows, team dynamics and operational continuity every day.
For Conor Towlson, underwriter at Axa XL, the hallmark of leadership is a balance of fairness and forward-thinking. Early in his career, he has already developed a clear sense of what strong leadership looks like in practice: “I truly admire the current management team for their diverse approach to leadership. I feel I can trust my managers because they combine fairness with forward-thinking, creating a balanced environment where ideas can thrive.”
Trust, psychological safety and open idea flow are becoming defining expectations for younger professionals in Bermuda’s market, especially as teams navigate rapid technological change, hybrid working models and increasingly global operations. Towlson hopes to emulate those qualities as his career evolves, aiming to hone “strategic thinking, fairness and the ability to lead with vision and empathy”.
Asha Hassell, reinsurance claims analyst at Axa XL, extends this theme, pointing to attributes that will shape leadership as the environment becomes more volatile, both economically and climatically. “Adaptability is crucial in an ever-changing environment,” she said, highlighting the importance of navigating challenges and opportunities “with flexibility and resilience”. Emotional intelligence also stands out as a core requirement for Hassell, enabling leaders to “build strong relationships, understand colleagues' perspectives and foster a positive and collaborative work atmosphere”.
She believes leadership is fundamentally a learning process: “Being teachable reflects humility and a willingness to learn from others, which is vital for continuous growth and improvement.” Her final point – the importance of seeing the bigger picture – aligns perfectly with Bermuda’s strategic positioning in the global re/insurance value chain. Bigger-picture thinking ensures decisions “align with the organisation's long-term goals, promoting strategic thinking and sustainable success”.
For Stephen Bath, CUO at Euclid Mortgage, intentionality sits at the centre of effective leadership: “One aspect of leadership I really admire is the ability to operate with intention.” Whether structuring MGA partnerships or managing underwriting profitability, Bath believes clarity of purpose is essential. Operating with intention means being “proactive, rather than reactive”, and creating alignment so teams understand “not just what we’re trying to achieve, but why”.
His leadership philosophy is built on habits developed under strong mentors. Reflecting, Bath said: “I’ve been fortunate to work with some exceptional managers and mentors throughout my career, and I’ve tried to carry elements of their styles into my own approach, whether that’s being deliberate in decision-making, transparent in communication or empowering others to take ownership.”
Across these diverse voices, a consistent theme emerges: the next generation of Bermuda’s leaders will be defined less by authority and more by influence; less by hierarchy and more by human connection. Clarity, emotional intelligence and intentionality are becoming the core competencies of leadership in a market where resilience and innovation must advance hand in hand. Bermuda’s talent pipeline is already embracing that shift, shaping a leadership style that reflects the island’s global role and its collaborative spirit.
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