The Asta Interview with Julie Flello
Head of Client Management
Julie Flello’s career has been anything but conventional. From her early days as one of the first female Cargo Surveyors in South Africa to her current role at Asta, she has continually broken barriers and embraced challenges. With extensive experience in claims, loss adjusting, and client relationship management Julie brings a wealth of knowledge to her role. In this interview, she discusses how her diverse background shapes her approach to client management, the importance of trust and leading a collaborative team. Julie’s story highlights the value of resilience, adaptability, and strong communication in building a successful career while maintaining a focus on delivering exceptional client experiences.
Q. Could you share a bit about your career journey so far?
JF. My journey has been somewhat unconventional. Being brought up in South Africa (having left England as a child), I left school and had planned to go to university, but I ended up working in insurance instead. I started my first job with a Lloyd’s Agent (responsible for Marine claims) and quickly discovered that I loved the industry. By the age of 19, I was already a Claims Adjuster and moved onto becoming a Cargo Surveyor (becoming one of only two women in this field at that time).
After many years in the surveying industry, I became a director of a global Loss Adjusting firm. My career then took another turn when I moved back to England with my husband and daughters.
I joined a large TPA and that then led to me joining Lloyd’s where I worked for 12 years. The last four years were spent as an Account Manager, where I built strong relationships with Managing Agents and Syndicates. It prepared me well for this role at Asta, where the focus on client relationships and strategic partnership is so important. The move to Asta was a perfect next step – everything I’d learned along the way seemed to align with what this role required, and it felt like the right place for me to bring my experience.
Q. What are the main goals of the Client Management team at Asta, and what was the inspiration behind creating it?
JF. Our Client Management team is not just about looking after external clients – it’s about managing internal stakeholders as well. That’s something I find particularly rewarding because, in addition to supporting our clients, we also need to ensure our internal business functions are aligned. We focus on understanding our clients’ strategies and objectives, and it’s our role to help them navigate their growth while ensuring they meet regulatory expectations.
The real heart of what we do is about relationship management, and that’s something I’m very passionate about. It’s about being a strong communicator, recognising when issues need to be escalated, and ensuring both clients and our internal teams are on the same page. Trusted relationships are the key to this, as they create a foundation of understanding and collaboration.
On top of this, we maintain a strong relationship with Lloyd’s, one of our key stakeholders. Clients come to Asta because of our expertise in navigating the Lloyd’s framework, and it’s critical that we keep our alignment with Lloyd’s principles at the forefront of what we do. It’s a delicate balance of regulatory oversight and helping clients grow, but it’s one that I think we do well.
Q. How do you work with clients to align their strategy with their objectives day to day?
JF. It’s a combination of regular meetings and ensuring clients understand what’s expected of them at every step. The Client Management team is there to make sure the clients know how to engage with our internal teams and meet key expectations. It’s all about helping clients navigate the often complex journey they’re on ensuring they’re aware of what steps they need to take, processes to follow and what Lloyd’s expectations will be.
We also hold regular engagement meetings with clients and these meetings are vital for keeping everyone on the same page and making sure we’re aligned. On top of that, we regularly bring together our internal teams – such as compliance, risk, exposure management, underwriting, IA – to ensure we’re addressing any issues before they escalate.
Q. As the Lloyd’s new entrant process changes, how do you ensure they understand the expectations from both Asta and Lloyd’s?
JF. Some clients come to us with limited knowledge of how Lloyd’s operates or what the responsibilities of a Managing Agent entail, so we must be adaptable. From the outset, it’s crucial that they understand what we need from them – especially around data, which is critical to align to our reporting deadlines.
We also ensure they’re familiar with Asta’s governance structures, which are robust and well thought out. Some clients are leaders in their industries but may not be familiar with how Lloyd’s works, while others might be brand new start-ups or could be transitioning from another Managing Agent. Each client has unique needs, and we tailor our approach to ensure they understand what’s required of them.
Q. How do you balance a client’s eagerness to grow with regulatory requirements and oversight?
JF. That’s always a tricky balance, but it’s essential. We want to help our syndicates grow, but we also need to ensure they stay compliant with regulations.
The key is communication and building trusted relationships with our clients. It’s about showing them that governance and compliance are not barriers but essential parts of long-term success.
Q. At what point do you get involved with a new client?
JF. I like to get involved as early as possible. This way, I can start understanding the client’s needs and how Asta can best support them. Client management work closely with our Business Development team and early involvement helps us set expectations from the beginning and ensures we’re ready to provide the necessary guidance once they’re fully onboarded.
We’re also getting client managers involved earlier in the process, which helps the client understand what will be required of them. It’s all about laying the groundwork early, so there are no surprises later on.
Q. Tell us about your team.
JF. I feel incredibly lucky to work with such a talented and diverse team. We all come from different backgrounds, which brings a richness of thought and perspective to everything we do. It’s not just about what I bring to the team as a leader – it’s a true collaboration where we all contribute ideas and solutions.
We communicate constantly, and I encourage an open environment where everyone feels comfortable sharing their challenges and successes. Listening is just as important as speaking, and we make sure to address any concerns as they arise.
Recently, we’ve also integrated the Committee Operations function into the wider team, which has been a great addition. Committee Ops plays a crucial role in managing the governance and reporting processes for our syndicate boards and other committees, ensuring that everything runs smoothly. Having this function as part of the Client Management team helps us streamline communication and enhances the overall support we provide to our clients. It allows us to maintain a holistic approach to both governance and client service, which is vital as we grow.
The way the team collaborates and supports one another makes a huge difference in delivering the best outcomes for our clients. I’m incredibly proud of how we’ve built such a strong team culture, and I’m always excited to see how we can continue to evolve together.
Q. What does the next 6-12 months look like for the Client Management team?
JF. Busy, for sure! We’re growing rapidly, and I want to make sure we have the right people in place to continue providing excellent support to our clients. Beyond that, I want to take some time to look at how we can refine our processes to better serve both our clients and Asta.
One of my top priorities is making sure the client experience is exceptional – that’s why clients come to Asta, and it’s something we’re very proud of.
Q. How has remote work impacted your team’s approach to managing client relationships?
JF. I’m a big believer in flexibility. For me, it’s about finding a balance. I start work early in the mornings, and I also try to work from home one day a week to reset and focus on the bigger picture. Remote work has its benefits, especially for more routine meetings, but I think face-to-face interaction is still crucial for more complex or sensitive discussions.
I also make time for informal catch-ups over coffee, which I find really valuable. People tend to open up more in those relaxed settings, and it’s a great way to stay connected. We adapt to our clients’ preferences – some are in the office five days a week, while others are more remote – but we always aim to maintain that personal touch.
Q. What’s the most challenging and rewarding part of your role?
JF. The most rewarding part is definitely the team. We have something really special, and I’m incredibly proud of the collaborative environment we’ve built.
The challenging part is prioritising everything that needs to be done. In the first few months, it was a bit overwhelming trying to figure out where to focus first, but I’ve found that asking questions and talking to colleagues helps a lot. I also have a mentor, which has been a game-changer. Each year, I choose a new mentor who can offer fresh insights, and it’s been instrumental in helping me navigate the challenges of my role.
Q. What advice would you give to your 13-year-old self?
JF. Never let anyone tell you that you can’t do something. Life is all about choices, and you’ll make some great ones and some not-so-great ones. But the important thing is to learn from every experience and build resilience. That’s what gets you through the tough times. Resilience has been key in my career and life – moving countries, changing roles, and navigating challenges has made me stronger. And it’s those moments where you really learn what you’re capable of.