Juan de Castro

speaker

569 appearances 7 recordings 1 series first heard Jun 2026 last heard 11 Aug

Juan de Castro’s voice in public audio — every appearance, attributed to the second.

Trend

recordings per month · last 12 months

Recordings per month over the last 12 months — 7 in all, peaking in Jul 2026 with 3.

Appearances

newest first · ▶ plays the moment

Making Risk Flow | The Future of Insurance · [Greatest Hits] Re-Architecting Insurance for Speed, Data and Resilience | David McMillan, Jensten · 4 Aug 2026 podcast

So, I mean, the insureds, the policies, the claims together and connected, like, nobody would argue with that.

But reality is, like, very few insurers can even do basic things like matching a policy to a claim, right?

So I think it's huge.

You're more mid-term focused.

That was one of the points I wanted to ask you.

You mentioned your transition to Agile earlier on, and in one of our previous conversations, we touched on conceptually Agile makes a ton of sense and obviously drives value, and it's very focused on customer value and driving value fast.

How do you manage that with a private equity investor, which I assume would be kind of more used to like business cases, long-term investments?

Tell me a bit more about those dynamics of when you went to your board and said, well, we're moving to Agile.

We will deliver value, but we cannot tell you what's going to be delivered next month.

And so what did it look like in practice?

I assume did you commit to certain business outcomes for a given fiscal year?

Like this year we're going to reduce or whatever it is, reduce expense ratio or profitability?

So that is clearly different from how probably you drove change or saw or oversaw change in some of your previous experiences.

So with what you've seen now at Esure,

Is that model applicable in a larger like a QB or an Aviva?

Is it just not fit for purpose or what would you have done differently in those?

That's a very interesting question.

And listening to you tell this story, it sounds like probably also one of the enablers of this different way of driving change is that alignment.

So I guess two things.

One is the alignment within the executive team, like the whole executive team focused on the same objectives.

Showing 61–80 of 569 · page 4 of 29