Interview with Airmic CEO, Diane Maxwell

Airmic’s new CEO is no stranger to tackling major financial and societal challenges. From addressing ageing populations as CEO of New Zealand’s Retirement Commission to establishing new regulatory regimes in multiple jurisdictions, Diane Maxwell knows what it takes to have an impact.

And with a turbulent and vulnerable global landscape forming the backdrop to her appointment, her experience in bringing diverse groups together to drive change has perhaps never been more pertinent.

“People say these are complex times, but I don’t think that does it justice,” she says. “Each of the fast-evolving risks our members face are challenging individually – but cumulatively they represent an unprecedented shift in the risk landscape. It is a privilege to be taking on this role at such a critical time for the risk profession.”

Empowerment and trust

Having worked in government, regulation and financial services Maxwell brings a
fresh perspective to Airmic. It is clear she will not be afraid to use her experience to make tough choices for the benefit of members:

“I enjoy working across different groups to find cohesion and consensus and drive positive outcomes. I don’t mind differences of opinion – healthy tensions are inevitable and require candid discussions. Healthy debate is important.”

Maxwell grew up in West London but spent over a decade living and working in Australasia before returning home in 2019. She credits her time in New Zealand to her more informal leadership style.

She also places great value on empowerment: “Build a great team, make sure they have what they need to succeed, and then don’t micromanage because it is the quickest way to lose good people. Also, have some fun along the way, particularly in today’s challenging times. It keeps some balance and perspective.”

Modernising Airmic

At the heart of Maxwell’s agenda is a commitment to delivering high-quality support to members. She sees active engagement and open dialogue as critical to ensuring the association can meet their needs as the risk landscape evolves.

A top priority is to modernise the association with investment in digital infrastructure, including a redesigned website, improved CRM capabilities and a progressive member portal, enabling more dynamic engagement.

The aim is more two-way communication where Airmic can hear more on what members want and tailor the work programme accordingly:

“We want our online presence to be an extension of the Airmic community with faster feedback loops to test ideas, respond to member needs and deliver relevant content,” she explains. 

Equipping members for a dynamic risk landscape

Maxwell is keenly aware of the growing accumulation of risks facing businesses, including a volatile geoeconomic landscape, climate change and digital disruption, as well as risks incubating below the radar, such as talent shortages, civil unrest and national debt.

Under her leadership, Airmic will prioritise practical support for businesses, strengthening Airmic’s role in thought leadership and horizon scanning while also providing guidance on everyday challenges, such as managing internal stakeholders.

Responsive support structures will be key. For example, Special Interest Groups (SIGs), will be developed more strategically, with plans to consolidate and expand their reach. ‘Emergency SIGs’ are being explored to address fast-moving global developments, ensuring members can access timely insight and support.

With risk management rising up boardroom agendas and increasingly recognised as a standalone discipline, Maxwell plans to widen Airmic’s membership to include more non-insurance professionals.

“I’d like to reach a wider range of risk professionals, as well as those for whom risk management forms just part of their responsibility. We have a lot to offer them, they just might not know it yet. Building awareness of who we are and what we offer will be a focus,” she says.

The market: facing tough questions

Airmic has a strong and constructive relationship with the insurance market, and collaboration must continue to play a vital role in supporting risk professionals, Maxwell believes.

“I do believe our relationship with partners should be robust and candid. They have commercial objectives and our engagement should be well timed, proactive, effective and clear.”

The industry is facing important questions that it cannot afford to ignore: is the insurance market effectively serving its commercial customers in the face of new risks? Where is meaningful innovation taking place? And what barriers are preventing progress?

“It’s in the interest of both our members and partners that we take on these challenges together and have an appetite for managing the areas of grey. That’s where the interesting stuff sits,” says Maxwell.

Identifying areas of synergy will be important; for example, the Middle East presents a clear opportunity for collaboration and shared growth. With many insurance partners exploring opportunities in the region, Airmic is evaluating the benefits of a small but carefully aligned presence to support local risk professionals.

Driving change through advocacy

Maxwell intends to draw on her deep and varied experience across policy and regulation to strengthen Airmic’s lobbying and advocacy.

Having worked from multiple vantage points, she brings a rare, rounded skillset. “I’ve worked from all sides: industry, government and regulator, and can understand those multiple perspectives and at times, competing agendas,” she explains.

Working with the PRA on a successful and competitive UK captive regime will be a priority and Maxwell is optimistic about the outcome.

“The UK has all the ingredients to create a world-class regime. Captives can choose their jurisdiction and having an engaged regulator is a key consideration, and we have that.

“But we are still early in the process and I urge all our members, whether they have a captive or not, to provide feedback to the PRA consultation due this summer.”

Looking further ahead, she is assessing how the market can work together to support captives, including expanding Airmic’s captive SIG to meet increased demand, and in the longer-term exploring the need for a Captive Association.

“Our captives SIG is active and engaged and fills that role in the interim. We will put more resource behind it to expand it and create a regular cycle of meetings so members get maximum value. Then let’s see where the market gets to and whether that SIG should or could evolve into an Association in the longer term.’

Tapping the neurodiverse talent pool

Maxwell is keen to highlight the value of neurodiversity, noting that many associated traits align strongly with roles in risk and insurance, from data analysis to process improvement.

“With attracting and retaining talent a top priority, it makes sense to understand what neurodiverse applicants and employees need to succeed.”

Maxwell’s daughter is neurodiverse and works in insurance in claims. “She’s in heaven working on reports, data, spreadsheets and improving systems. For her, it doesn’t get any better.

“Her employer has been proactive in asking what she needs which builds strong loyalty and is a win for both sides. Frankly, it doesn’t take much, largely good communication and a bit of awareness.”

Maxwell is already engaging with partners and members on how they can better attract, recruit and support neurodiverse talent, and has invited GAIN – the Group for Autism, Insurance, Investment & Neurodiversity – to have a stand at Airmic’s annual conference.

Airmic’s North Star

Maxwell says she comes out of meetings with members and partners buzzing with ideas and excitement for Airmic’s future. So how does she relax when she’s out of the office?

In her spare time, she loves to paint superheroes, as visitors to Airmic’s office may observe. She’s also an avid reader, rows 5km every morning on a water rower and - a lesser-known fact – was a keen skateboarder.

It is clear that Maxwell thrives on diversity, in both her professional and personal life. But her guiding principle is simple: the voice of Airmic’s community should be the association’s North Star, and she is committed to listening, engaging and ensuring those perspectives drive meaningful impact.

“The most effective associations are in-tune with their members and partners. All opinions, grievances, ideas – big or small – are welcome, I urge people to get in touch. My listening ears are firmly on.”