Q. Tell us about your career journey and how you came to be Syndicate Finance Manager at Asta.

ER. I started out in finance at Mitsui Sumitomo Insurance Group straight out of university, originally covering a tax role on maternity leave. About three months in, a position opened up in the syndicate finance team, and I jumped at the opportunity. From there, I stayed through the merger with Amlin to become MS Amlin, and after four years, I was looking for a new challenge. That’s when I joined Asta, initially as a Syndicate Accountant.

Over the years I’ve worked across a wide range of clients – some in run-off and others under full management. Now I manage six syndicates and no two days are the same. It’s been a fast-paced and rewarding journey, and I’ve definitely found a niche in syndicate finance that plays to both my strengths and my interest in problem-solving.

Q. What do you enjoy most about working at Asta?

ER. The variety. You deal with such a diverse mix of clients, and no two syndicates are alike. Some have established finance teams where we take on more of an oversight role, while others – particularly newer ones – require a lot of hands-on support. You need to be able to switch between different approaches quickly, which can be quite a mental gear shift. But I find that challenge really engaging.

It’s also great for developing communication skills. You’re constantly working with external stakeholders, adapting your approach depending on the client. That exposure has been incredibly valuable.

Q. What are the biggest challenges you face in syndicate finance today?

ER. Without a doubt, the Lloyd’s reporting rationalisation project has been a big one. It will be a positive change in the long run, creating more consistency and aligning the market’s financial reporting with broader financial services. But there have been a lot of teething problems – especially around tagging and the technology needed to support it. I’ve learned more about tagging than I ever thought I would!

Then there’s the usual challenge of data – ensuring we have the right inputs, in the right format, with the right level of granularity. That’s improved a lot thanks to support from our data team, but there’s still an educational element when working with newer syndicates that might not have the same internal finance capabilities. It’s an ongoing process.

Q. How is technology transforming your role and the wider finance function?

ER. There’s a definite shift happening, even if we’re still in the early stages. Like a lot of finance teams, we’re heavily reliant on Excel – but that has its limits. If Asta is going to keep growing, we’ll need to move toward greater automation and standardisation. Having consistent reporting formats across syndicates will make it much easier for any member of the team to pick up where someone else left off.

There’s also a finance transformation project underway, though it’s taken a bit of a back seat recently due to year-end pressures. But the direction of travel is clear – automation, standardised systems, and smarter reporting are where we’re headed. Ultimately, the goal is to reduce the time spent on repetitive tasks and increase the time spent on valuable analysis.

Q. You recently completed the Lloyd’s Advance programme. What was that experience like?

ER. I’ll admit I was apprehensive at first – it’s not the kind of thing I’d usually put myself forward for. But I’m so glad I did it. The experience really pushed me out of my comfort zone and helped me find more confidence in how I present myself and contribute in different environments.

One of the most valuable aspects was being paired with a mentor from outside of finance. Mine was from a marketing background, and she offered a completely different way of thinking about communication and problem-solving. Just having that alternative perspective was incredibly helpful.

The group discussions were great, too. Listening to how other women across the market approach challenges helped me see things differently. We were a real mix across both Lloyd’s and Market, so it brought a lot of insight.

Q. Has anything from the programme changed the way you work?

ER. Definitely. I realised I had a bit of a bad habit – when my team asked for advice, I’d often just give them the answer. Now, I’ve made a conscious shift to ask more questions instead. Things like, “What do you think?” or “Have you encountered this type of problem before?” It encourages them to think for themselves and grow their own confidence.

It’s a small change, but it’s had a big impact. The team has noticed, and it’s helped create more of a learning environment, which is exactly what you want to build if you’re trying to grow future leaders.