Rising Star: Celina Ferreira
Celina Ferreira’s journey began at university, where she gained practical experience in bookkeeping, office management and business operations. These early roles gave her an appreciation for both detail-oriented work and the broader impact of effective business management.
After graduating, she joined KPMG, where she broadened her technical skill set, gained exposure to diverse clients and strengthened her ability to think analytically and strategically and developed a strong interest in the insurance and reinsurance sector.
To deepen her expertise, Ferreria pursued an associate designation in risk management from The Institutes, which solidified her commitment to the field.
She later joined Axis Capital, working in property and specialty lines, developing a strong understanding of underwriting operations and risk. These experiences laid the groundwork for her role as AVP, risk, at Roosevelt Road Re.
Can you start by telling us what inspired your career?
I didn’t plan my career in a linear way – instead, I found inspiration along the journey. My early roles gave me practical insights, while my time at KPMG exposed me to the fast-paced world of professional services and broadened my horizons. What truly inspired me was realising my risk knowledge could be applied in a holistic way – connecting technical expertise with strategic thinking to create impact across organisations.
Along the way, I was also influenced by mentors and colleagues who encouraged me to pursue opportunities that challenged me. Their guidance helped me see how a career in insurance and reinsurance could combine technical depth with creativity, adaptability and meaningful problem-solving – elements that continue to inspire me today.
What elements of your career do you enjoy most and why?
The aspects I enjoy most sit at the intersection of innovative ideas, creative solutions and the development of key operational products. I value having access to knowledge and being connected to the overarching objectives of the company, because it allows me to see my contributions as part of a larger, meaningful purpose.
I find especially rewarding the ability to see beyond what might sometimes appear as a linear or disconnected path across different lines of business and instead bring those pieces together to deliver impactful and sustainable initiatives. My experience in risk management has been central to this – understanding both its intent and practical application has allowed me to engage effectively with stakeholders, add value across the business and maintain an active voice at both the boardroom and operational levels.
Ultimately, I enjoy the parts of my career that challenge me to think broadly, apply my expertise in new ways and contribute to the foundation of organisations that are effective, profitable and resilient.
Can you share an example of a challenge you overcame that significantly shaped your career trajectory?
A significant turning point came when I realised while I was staying busy, I wasn’t always confident my time reflected my true priorities – either professionally or personally.
To address this, I conducted a structured time audit of my daily and weekly routines. I tracked how I spent my time, identified inefficiencies and realigned my schedule with the priorities I had set for myself.
This process improved my productivity and sharpened my focus at work, but it also helped me achieve a more harmonious balance in my personal life. It allowed me to be intentional about where I invest my energy, ensuring both my career goals and personal well-being were supported.
The lessons from that experience have stayed with me and continue to shape how I approach new opportunities and challenges today. I am also deeply grateful for the support I have received in both my professional and personal life, as it has been instrumental in shaping my trajectory.
What are your career ambitions? How will you work to achieve them?
My career ambition can be summed up simply: I aspire to inspire. For me, that means pursuing excellence in my work, leading with integrity and demonstrating consistency in achieving results, regardless of where I am in my professional journey.
I want to be known not only for my technical contributions but also as someone who uplifts and motivates others by setting a high standard and remaining true to my values. To achieve this, I am committed to continuous learning, ongoing professional development and seeking opportunities that stretch my capabilities. I also believe in the importance of mentorship, both receiving guidance and providing it, to help others grow in their careers.
Ultimately, my ambition is to define success not only in terms of personal advancement but in the positive influence on others – breaking through limiting beliefs, whether my own or others’, and showing what is possible through determination and purpose.
How do you stay motivated and continue to learn in such a dynamic sector?
I stay motivated in this dynamic and evolving sector by remaining intentional, steadfast and grounded in my approach. I prioritise staying open to new information and embracing opportunities that foster learning, growth and meaningful connections. For example, I like to attend conferences and have recently obtained an associate in insurance services (AIS) designation from The Institutes, further strengthening my technical expertise.
Equally important, I view my role as an opportunity to model perseverance and dedication for my children. This motivates me to approach challenges with resilience and adaptability. The insurance and reinsurance industry is rich with learning opportunities, and the constant evolution of the sector challenges me to continue growing.
Through these experiences, I’ve learned that true success lies in striving to become the best version of myself – not only for my own professional development but also in a way that benefits the organisations I work with, the industry and the people I aim to inspire.
What do you think differentiates strong reinsurance professionals or teams in today’s market environment?
In today’s market, the professionals and teams that really stand out are those who combine deep technical expertise with a strong sense of strategic foresight. The reinsurance landscape is evolving rapidly – whether it’s the impact of climate trends, capital market convergence or regulatory shifts – and success depends on being able to see beyond the immediate transaction and understand the broader risk implications.
The best teams I’ve worked with are cross-functional, agile and proactive in their risk thinking. They don’t just respond to events; they anticipate them. They share information freely, challenge assumptions and use data to guide smart, forward-looking decisions.
Ultimately, I think what differentiates strong reinsurance professionals is the ability to balance quantitative discipline with sound judgment and communication – translating complex risk analysis into meaningful insight that supports leadership decision-making. That’s the kind of mindset that adds real strategic value in the current market.
What professional skills or approaches have been most important to your success in the reinsurance space?
The most important skills are those that help bridge technical analysis with enterprise-level risk perspective. As a risk manager, I’ve learned that it’s not only about identifying exposures – it’s about understanding how they interact across portfolios, counterparties and capital structures, then communicating that clearly to support smarter strategic choices.
I place a strong emphasis on structured thinking, clear communication and situational awareness. The ability to translate complex quantitative insights into actionable guidance for decision-makers has been invaluable.
Another important aspect is maintaining calm leadership under pressure. Reinsurance is a business of uncertainty – how you manage ambiguity and maintain clarity of thought in volatile environments says a lot about your ability to lead.
I also believe in a forward-looking, collaborative approach – engaging with underwriting, finance and capital management teams to ensure that risk isn’t viewed in isolation but as a driver of resilience and opportunity.
How do you define effective risk leadership in today’s reinsurance environment?
Effective risk leadership is about creating clarity, confidence and connection. It’s not only about identifying potential threats but helping people throughout the organisation understand why they matter and how to respond strategically.
A strong risk leader needs to balance analytical depth with influence – guiding decisions through insight, not instruction. That means engaging with diverse perspectives across underwriting, finance, operations and investment teams, ensuring risk management is seen not as a control function but as a strategic enabler of performance.
Ultimately, effective risk leadership is about cultivating a culture of accountability and foresight – where teams are empowered to think in terms of resilience, not just compliance. That mindset shift is what distinguishes good governance from truly strategic risk management.
What role does risk culture play in building a resilient reinsurance organisation?
It is absolutely foundational. You can have the best models, metrics and frameworks, but without the right culture, they won’t deliver their full value.
A strong risk culture means that everyone – from the front line to senior leadership – feels ownership for risk outcomes. It’s about fostering transparency, encouraging healthy challenge and ensuring difficult conversations happen early and constructively.
In reinsurance, where so much depends on judgment and timing, this shared mindset is critical. I believe resilience comes from embedding risk awareness into daily decision-making, not treating it as a separate review process. When people naturally think about volatility, exposure and opportunity in the same breath, that’s when risk culture becomes a real competitive advantage.
How do you approach evolving risks such as climate change, cyber and geopolitical volatility?
Emerging risks are complex precisely because they don’t fit neatly into traditional models – they require a multi-dimensional and forward-looking approach.
For me, the starting point is structured curiosity: asking the right questions early and ensuring emerging risk discussions are integrated into regular strategy and capital conversations, not handled as one-off assessments.
I focus on blending quantitative and qualitative perspectives – leveraging data and scenario analysis, but also engaging external intelligence, market peers and internal specialists to form a rounded view.
Ultimately, my approach is about maintaining strategic agility; building frameworks that are robust enough to guide decisions, but flexible enough to adapt as new information emerges. In a world of accelerating change, that adaptability is the essence of sound risk management.
What drives your passion for risk management?
What I find most rewarding about risk management is that it sits at the intersection of strategy, people and performance. Every decision has an element of uncertainty, and helping an organisation navigate that – with clarity and confidence – is deeply fulfilling.
It’s also a discipline that never stops evolving. Each day brings new data, new dynamics and new lessons. That constant challenge keeps me engaged and motivates me to continue growing and contributing to organisations that value resilience, innovation and sound decision-making.
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