As risks become increasingly interconnected and unpredictable, insurers are reassessing how they work with clients. One of the biggest property and casualty players is taking action to address the rapidly evolving and complex challenges faced by multinational businesses.
Liberty Mutual Global Risk Solutions (GRS) recently appointed Wes Hyatt (pictured) as its first global chief client officer. Hyatt, who has been with Liberty Mutual for over two decades, believes the role reflects a broader shift in how carriers need to operate.
“The reason for the global nature of the role now is really to mirror what our client companies face,” she told Insurance Business. “Large companies often have global operations and need insurance protection around the world.”
Geopolitical instability, economic volatility, supply chain disruptions, and cyber risks top the list of client concerns, according to Hyatt. But the difficulty, she said, is less about covering known risks and more about anticipating the ones clients “don’t see coming,” particularly at the intersection of different risk categories. Cyber risk is a prime example, with threats becoming more sophisticated and operating across borders.
“Clients want brokers and carriers to sit down with them and act as advisors, not just providers of policies,” Hyatt said.
Concerns over tariffs and inflation are also prompting proactive outreach to clients, although Hyatt admitted that some issues, such as tariffs, remain too uncertain to plan around.
“We’re focused on monitoring these trends closely and having open conversations about potential impacts,” she said.
Legal system challenges, especially in the US, are another area of concern. Liberty Mutual, like many insurers, works with trade associations to advocate for reforms while keeping clients informed about evolving risks.
While Hyatt’s appointment is specific to Liberty Mutual, it mirrors broader trends in the insurance industry. Companies with global operations face risks that don’t neatly align with traditional product categories or geographies. Insurers, in turn, are being pushed to collaborate across business lines, streamline operations, and deliver solutions that match the interconnected nature of modern risk.
Aside from responding to clients’ most urgent concerns, Hyatt is also seeking to deepen Liberty’s understanding of specific industries, with construction and infrastructure as a starting point.
“We already have significant expertise in this area, but large projects, whether data centers or renewable energy, require a coordinated approach,” Hyatt said. This involves bringing together different business units and underwriting teams to address the full scope of a client’s needs.
Another early focus is culture and collaboration. Hyatt wants to ensure that local teams remain close to regional markets while still contributing to a cohesive global strategy. “It’s about balancing global resources with local execution,” she said.
Broker relationships remain central to Hyatt’s strategy. She plans to strengthen connections with broker industry leaders and client executives, particularly in industries with increasing complexity.
It’s a team effort between broker, client, and carrier,” she said. “Brokers see the risk landscape from another perspective. Collaborating with them helps us anticipate client needs.”
Hyatt also noted that risk managers within client organizations are now playing a more strategic role, which impacts how they engage with brokers and carriers.
“(Risk managers) now have a seat at the table as decision-makers, not just as insurance buyers,” she said. “They want to know their insurance partners are proactive, working to make things better, whether that’s in the legal system or in analyzing weather patterns, to help turn uncertainty into confidence.”
Liberty Mutual, founded in 1912, has grown consistently through acquisitions. Such expansion can create organizational silos, which Hyatt acknowledged can hinder client service.
Her focus is on ensuring underwriters and teams across the company coordinate effectively so that clients experience a consistent relationship regardless of geography. GRS operates in 29 countries, and Hyatt’s role includes building stronger connections between these regions.
“Sometimes underwriters in different locations don’t realize they’re working with the same global client,” she said. “We want to fix that by creating account team alignment.”
For Hyatt, the goal is less about selling products and more about helping clients prepare for what’s next.
“The most important thing we can do is help clients understand how risks are changing and how different exposures are linked,” she said. “In today’s environment, that understanding is just as critical as the coverage itself.”
