The Best Young Insurance Professionals Under 35 in Canada | Rising Stars

Rising Stars judge and HUB International’s senior vice president of complex risks, Sara Runnalls, observed a common thread among this year’s best young insurance professionals that extends beyond job titles or technical expertise. 

“I was most impressed with the nominees who were involved with their communities and consistently went the extra mile,” she says. “It wasn’t about the numbers they brought in; it was the people who were going outside of their day-to-day duties and saying, ‘I want to make a difference in other ways.’” 

That mindset, she says, is one of the strongest indicators of long-term success. “It’s that desire to learn more and gain experience that is outside the box. That open-minded thinking is something that is just so valuable for our young people to have.” 

Canada’s general insurance market is expected to expand steadily, with gross written premiums forecast to rise from CAD 86.8 billion in 2024 to CAD 115.8 billion by 2029, according to projections from GlobalData. That reflects an estimated compound annual growth rate of 6 percent. 

That growth is being driven by demand for property, casualty, and cyber coverage amid rising climate and technological risks. Catastrophic losses, including wildfires and severe convective storms, hit record highs in 2024 with CAD 8.5 billion in insured losses, according to Catastrophe Indices and Quantification Inc. 

The 2024 total far surpassed the previous record of $6 billion set during the 2016 Fort McMurray wildfires. It came in at nearly three times the insured losses of 2023 and more than 12 times the annual average recorded between 2001 and 2010, which sat at $701 million. 

Meanwhile, Q1 2025 marked a softening trend. Insurance rates declined roughly 3 percent across major product lines in Canada, according to Marsh, a buyer-friendly signal fuelled by robust market capacity and competition.  

Brokers and independent agents wrote 55.7 percent of 2024 premiums, anchoring the advisory layer of Canada’s P&C insurance market, Mordor Intelligence reports. Growth is also expected to surge in specialty lines, with a projected CAGR of 14.35 percent through 2030, reflecting increasing complexity in risk and demand for tailored coverage. 

Additional insights from the Canadian P&C sector include: 

• by line of business: auto insurance led with 37.4 percent revenue share in 2024; specialty lines are projected to grow at 14.35 percent CAGR to 2030
   

• by distribution channel: brokers and independent agents held 55.7 percent of the market in 2024, while embedded partnerships are forecast to expand at 18.36 percent CAGR through 2030
   

• by end-user industry: large corporations accounted for 45.3 percent of the market size in 2024; the public sector and non-profit segment are expected to rise at a 9.45 percent CAGR by 2030
   

• by region: Ontario captured 35.6 percent of premium volume in 2024, while Alberta is forecast to post the fastest growth, with a 6.29 percent CAGR between 2025 and 2030

Technology continues to recast traditional insurance models. KPMG Canada highlights that insurers are ramping up investment in generative AI, predictive underwriting, and embedded insurance solutions to streamline workflows, improve risk assessment, and meet rising customer expectations.  

As adoption expands, insurance leaders are also facing new ethical and regulatory challenges related to AI governance, fairness, and ESG compliance. 

Key trends: 

• AI in insurance is projected to reach USD 80 billion globally by 2032
   

• embedded insurance is gaining ground, with premiums expected to exceed USD 70 billion by 2030
   

• 81 percent of financial executives see embedded coverage as a “must-have” for distribution

In Canada, embedded insurance relationships are projected to grow at an estimated 18.36 percent CAGR through 2030, with partnerships such as Canada Life–CapIntel, iA Financial Group–Symbiosis, and Beneva–Groupe Cloutier demonstrating how scalable ecosystems are integrating protection into e-commerce, payroll, and travel platforms.  

Accelerated adoption could push embedded solutions to a double-digit share of P&C distribution by 2030, further diversifying the market across digital channels. At the same time, ESG concerns, especially climate risk, are reshaping how products are priced, designed, and distributed. 

This year’s search for the Rising Stars took place amid significant shifts in the insurance industry, from technology to talent strategy. Starting in March, IB invited professionals nationwide to nominate the most exceptional young talent within their organizations. 

Nominees had to be aged 35 or under as of July 1, 2025, and actively committed to a career in insurance. To keep the focus on new and emerging professionals, only those who hadn’t been recognized previously were eligible. Nominees were evaluated on their current role, achievements, career goals, and the contributions they’ve made to strengthening the broader sector. 

Recommendations from senior leaders and managers were also considered. An independent panel of industry executives reviewed the final submissions to determine this year’s list. 

Canada’s Rising Stars represent nearly 30 employers nationwide, from brokerages and carriers to MGAs and claims firms, demonstrating how emerging professionals are transforming every corner of the business. Their roles span broking, underwriting, claims, analytics, marketing, client experience, and operations, underscoring the depth of skill rising through Canada’s insurance ranks. 

The 2025 cohort is driving change in meaningful ways, proving that age is no barrier to industry impact: 

• piloting new programs and shaping product strategies
   

• mentoring junior colleagues and building team culture
   

• influencing national initiatives through thought leadership and collaboration
   

• modernizing internal systems and processes
   

• driving cultural change within their organizations
   

• leading tech adoption and innovation from the front lines
   

Emerging professionals in Canada’s insurance sector are entering a market in motion. Climate volatility, workforce attrition, and digital acceleration are forcing insurers to rethink how they recruit and develop talent, particularly at the beginning of the talent pipeline. 

In 2024, insured losses from severe weather events in Canada exceeded CAD 8 billion, according to PwC and Gallagher, driven by record-breaking wildfires and convective storms. 

This level of loss is no longer rare. Demand for adjusters is expected to grow by 10 percent to 20 percent over the next five years due to retirements and capacity gaps. For emerging professionals, that means faster exposure to complex files and accelerated advancement. 

The Insurance Institute of Canada’s 2023 demographic research remains the authoritative source for the projection that by 2028, half of the Canadian insurance workforce will be eligible to retire. Roughly 8.5 percent of insurance professionals plan to retire within the next five years, and turnover has increased from 9 percent to nearly 16 percent between 2017 and 2022. 

In 2022, over half of the surveyed employees had 10 years or more of experience in the industry. However, the share of workers with less than two years of experience has grown, indicating career churn and the influx of new talent entering the field.  

In response: 

• firms are investing in structured mentorship, career pathing, and upskilling
   

• others are using flexible contracts to retain retirees and bridge the gaps

Runnalls says, “For people who are first getting into the industry, it’s difficult to get a start. We’re experiencing some of the most challenging economic conditions, and a lot of companies are trimming back on things such as their summer programs and internship programs.” 

She adds that community colleges’ insurance business programs are valuable in helping young people stand out as dedicated to entering the insurance industry. 

According to Statistics Canada, 65 percent of insurance and finance workers had access to hybrid or remote work schedules in early 2024. That flexibility is fuelling performance. 

Benefits Canada reports: 

• 79 percent of hybrid workers say their well-being has improved
   

• 72 percent report higher productivity

But Runnalls warns that fully remote models can limit development for new professionals. “There is so much value in coming into the office and learning from your peers just by being the fly on the wall,” she explains. 

“That effect is so important because you learn about things you didn’t even realize you needed to learn about, just by listening to other people’s conversations. That helps build your toolbox for the future when you’re the one making those client phone calls.” 

For Gen Z and millennial professionals, who are projected to make up 74 percent of the global workforce by 2030, hybrid flexibility is essential to how they define job satisfaction and their workplace identity, according to a 2025 Deloitte survey. 

Insurers are accelerating investment in generative AI, predictive underwriting, and embedded platforms. According to research from EY, PwC, and KPMG, this technology is improving pricing accuracy, streamlining workflows, and increasing customer responsiveness. 

A CSS Professional Staffing Group study forecasts that 80 percent of AI investment in 2025 will be tied to hiring strategies. As automation handles more routine tasks, demand is rising for professionals who can: 

• lead across teams
   

• interpret complex data
   

• build trust 

That shift is already showing up in training choices. The Insurance Institute found that while certification remains a top priority, interest in leadership, ethics, decision-making, and analytics has grown significantly since 2017. 

Deloitte’s latest survey also shows Gen Zs and millennials are using GenAI regularly, but value soft skills such as communication and problem-solving just as much as technical fluency. 

With OSFI’s B-15 Guideline (for federally regulated financial institutions regarding the identification, assessment, management, and disclosure of climate-related risks) and similar frameworks tightening expectations, insurers face increasing pressure to balance profit, sustainability, and transparency. 

That’s raising the bar for emerging leaders. There’s demand for professionals who can: 

• work across disciplines
   

• understand regulatory and climate-linked compliance
   

• support ESG reporting and sustainable pricing decisions

Younger professionals are already tuned into that shift. Deloitte reports that 89 percent of Gen Z and 92 percent of millennials view a sense of purpose as critical to job satisfaction, and more than 40 percent have left roles or turned down projects that didn’t align with their values. 

 

Strategy, trust, and execution define Hailey Kranics’ approach to insurance. Now a people leader overseeing an underwriting team in Intact’s Central and Atlantic regions, she’s focused on developing talent while staying close to the technical work that earned her early recognition. 

“I’ve built trust by doing the work and taking initiative to find new opportunities to develop my expertise,” she explains. “I try to balance high expectations with transparency and support. I’m honest about the challenges we face and open to ideas on how we’re going to tackle them together.” 

Kranics manages a broad portfolio that includes D&O for non-profits, private firms, and public companies, as well as employment practices, fiduciary, and crime coverage. Her promotion to manager came shortly after she piloted a newly created role as growth lead, an initiative Intact launched to bring business development and underwriting into closer partnership. She was the first person selected for the role and helped shape how it’s used to drive regional expansion. 

Standout moments 

• selected for The Intact Leader, an ongoing, months-long internal program focused on shaping future people leaders
   

• leads the ambassador team for the Young Insurance Professionals of Toronto, helping early-career professionals grow industry networks and leadership capacity 
   

Kranics calls being a part of Intact’s leadership development program “a huge honour.” “I had the goal of stepping into people leadership, and to be selected for that training was a big milestone, she says.” 

She’s also actively involved in mentoring talent within the company. Kranics supports succession planning through Intact’s specialty development underwriter program and provides coaching through formal and informal channels. 

Her industry involvement was one of the initiatives that her first mentor encouraged her to get involved in. Kranics says, “It pushed me outside of my comfort zone and helped me build connections. I wanted to pay that forward by formally volunteering because it was so instrumental in my ability to build confidence and my network early on.” 

She describes growth as a unique combination of opportunity, exposure, and taking initiative, and says the culture she tries to create prioritizes curiosity and accountability. “I’ve been very fortunate to have mentors and leaders who truly care about my development and have supported me along the way,” she says. “So, I try to pay that forward.” 

Kranics also keeps a close watch on market risk and regulatory shifts, using those insights to help brokers and clients adapt. One area she’s tracking closely is the rise of social engineering fraud and how generative AI is making it harder to detect. 

“These attacks are getting more and more convincing and harder for individuals to realize when they’re being scammed,” she says. “We’re seeing a rise of deepfake audio, real-time spoofed emails, and highly personalized phishing attempts.” 

On the flip side, she’s also thinking about how the team might learn from this technology and explore how it could help them support stronger verification practices and internal safeguards. 

Service is the foundation of growth, Kranics believes. “If I say I’ll look into something, I’ll follow through. And when a decision is tough, I’ll explain the background and the reasoning behind it. Over time, those habits build credibility and trust.” 

In 2024, following the abrupt closure of OTT Risk, Samuel Wong faced a pivotal career reset. Rather than retreat, he used the setback as fuel, rebuilding his career from the ground up. 

Stepping into this new chapter at HUB International, he sourced his own leads, cultivated client relationships from scratch, and quickly positioned himself as a trusted advisor in the commercial insurance space. 

The turning point came after a valuable piece of advice from Chris Coke, his former head of product and engineering. “Take the realistic maximum amount of time that you’re able to be without a job and try to maximize it. Decrease your burn and elongate your runway. The first opportunity that comes your way is not going to be the right one.” 

“You’re going to have a knee-jerk reaction to find a job that is the same as what you did previously,” Wong recalls. “And the greater you’re able to resist that urge, the better off you’ll be in the long run.” 

Today, Wong focuses on high-growth sectors such as cross-border logistics, renewable energy, and agribusiness, industries where risk is complex and fast-moving. He collaborates with underwriters, consultants, and claims teams to deliver tailored solutions for clients with layered exposures. 

For Wong, advisory support comes first, helping clients think strategically and draw on HUB’s national network of expertise. He’s also active internally, contributing to team development. He collaborates with colleagues in personal lines and employee benefits to deliver integrated service models, and he also sits on the regional sponsorship committee. 

Wong’s commitment to mentoring practicum students from the University of the Fraser Valley stems from his own uncertain start. Everything shifted when Johnny Cheung, a senior wealth advisor and portfolio manager at National Bank Financial – Wealth Management, gave him a shot in that department. 

Back in university, with a combined major in political science and philosophy, Wong wasn’t sure what would come next. “I owe the entire trajectory of my career to the chance he took on me,” he says. 

That third-year internship proved pivotal, ultimately paving the way for him to enter the insurance industry. Now he pays it forward, helping practicum students find their feet and transition into the profession. 

All three of HUB’s spring 2025 interns joined full-time. “That kind of retention is huge,” he says. “It means we’re giving them something real.” 

Standout moments 

• advocated for innovation by leading early-stage conversations around parametric insurance and cyber liability, helping prepare HUB for new risk models
   

• helping to lead the formation of a Canadian chapter of the Asian American Insurance Network, a professional community focused on collaboration, connection, and career growth 
   

Currently, Wong is pursuing his CIP designation and expanding his technical expertise in emerging markets. He’s especially drawn to coverage innovation. “Insurance is a very slow-moving industry,” he says. “A lot of the clauses and wordings are still structured the same way they were 200 years ago.” 

He sees parametric products as part of the industry’s future, reshaping how risk is priced and delivered. 

As for what’s next, Wong believes tomorrow’s brokers will need to prioritize tech fluency with emotional intelligence. It hit home when a friend showed him a custom AI tool that could analyze policies, flag differences, and suggest coverage. “I saw it, and I was like, ‘Whoa, I didn’t know that AI was coming for my job, too,’” he says. 

But tech alone won’t win clients, he says. One recent prospect told him she’d never even met her previous broker. “Within 24 hours, I said, ‘Hey, are you available for me to come and visit you at the property?’” 

That in-person visit clinched the deal and better terms, because Wong took the time to listen, assess risk, and show up. 

Recognized for driving national momentum in one of BFL CANADA’s fastest-growing portfolios, Ryan Johnston helps agricultural clients utilize insurance as both a safeguard and a tool for long-term growth, especially in a sector shaped by geopolitical pressure, weather volatility, and global trade uncertainty. 

His connection to the space is personal. “I’ve always had a passion for agri, food, and beverage,” he says. “That comes from my family and their involvement in the industry. Even before I got into insurance, I knew I wanted to work in this space.” 

Standout moments 

• championed “Buy Canadian” initiatives that tie insurance decisions to the strength of domestic supply chains
   

• founded a cancer endowment fund that has raised nearly $200,000 for young adult cancer patients after surviving Hodgkin’s lymphoma in his early 20s 
   

Since joining BFL’s Waterloo office in 2018, Johnston has built a reputation for balancing strategic vision with speed of execution. He now oversees accounts ranging from local

producers to large multinationals and guides the national direction of BFL’s agriculture practice, connecting growth goals with the current concerns of producers. 

“Culture is everything at BFL, especially within the agriculture team. It shows through in how we work and how we build client relationships,” he says. That culture, he adds, was built step by step. “It’s been a lot of little moves that laid the foundation. That’s helped us stay proactive nationally while allowing local regions to flourish.” 

Beyond strategy, Johnston invests heavily in people. He meets weekly with junior colleagues for mentorship, supports accessibility across leadership levels, and works closely with service teams to deepen their understanding of client and industry concerns. 

“It’s been really cool to watch them take ownership,” he says. “Even when it’s not their account, they care. They’ve learned to put themselves across the table and understand what keeps the client up at night.” 

That hands-on style has defined Johnston’s leadership. Early in his career, he faced skepticism because of his age. He responded by mastering the technical side. “I used to take it personally,” he says. “Then I realized the answer was to know the product better than anyone. You want to earn trust? Start by showing them what their policy actually says. Experience doesn’t always mean expertise.” 

Now he models that same technical discipline for his team, using tangible scenarios to boost their skills and keep focus in a market that doesn’t sit still. 

Johnston’s impact also stems from his personal resilience and commitment to community. His involvement extends to sector groups, such as the Ontario Agri-Business Association, where he brings an industry perspective to his national leadership. 

Vast sector knowledge and a practical, forward-facing approach have defined his career in construction and infrastructure risk. O’Connor manages a national portfolio spanning general, civil, and specialty contractors, helping clients make long-term decisions about risk, capital, and continuity. 

His technical strengths and instinct for communication have made him a trusted voice on the job and at job sites. He also collaborates with industry associations, such as the Electrical Contractors Association of Ontario and the Mechanical Contractors Association of Canada.  

Standout moments: 

• seven-time winner of Aon’s Summit North Award, recognizing consistent top-tier production across a national construction portfolio
   

• earned the peer-nominated North America Living Our Values award in 2024 for leadership, mentorship, and professionalism
   

• serves on the board of the Barrie Construction Association, broadening industry impact by helping member firms understand and manage emerging risks 
   

O’Connor’s participation on the Barrie Construction Association board has helped shape his view of industry responsibility. “This opportunity has little to do with insurance and everything to do with what’s going on in their contracting world,” he explains. 

By spending time with contractors across various trades, he has gained a comprehensive understanding of the pressures they face, including health and safety issues, municipal roadblocks, and shifting government policy. 

“What we do is an important piece, but not an overwhelming piece of all the things that they’re dealing with running their businesses.” That perspective, he says, has been the most valuable part of his industry involvement. 

Colleagues describe him as cool under pressure, emotionally intelligent, and focused on progress. Clients value his ability to identify exposures early and help contractors weigh which risks to retain versus transfer, an approach that supports risk reduction and capital efficiency. 

Working with mechanical contractors, O’Connor often addresses the rising threat of water damage, which is now a leading cause of loss in the sector. Rather than sidestep the risk, he pushes for honest discussion. 

“Water damage and floods are different from a peril standpoint, but the reality is that water is causing more damage. It overtook fire as the leading cause of losses from a claims standpoint,” he says. 

He helps clients map out different paths, whether that means ensuring or developing operational safeguards. “Different clients have very different perspectives on what to do, but painting a path, or multiple paths, that can be taken allows for strategic advisory along the way.” 

The result is a more intentional, informed approach to long-term risk. He’s known for building programs that protect balance sheets and position companies for growth. Disruption in insurance and construction, he believes, is not a challenge to manage but a chance to lead. 

That mindset, combined with a strong moral compass and operational discipline, has made him a Rising Star at Aon and a trusted partner to many of Canada’s top contractors. 

Early in his career, O’Connor spent three weeks with senior Aon leaders through the firm’s Construction and Infrastructure Institute. “Just getting to spend time with some of our North American leaders created substantial opportunity going forward,” he says. 

Those mentors had decades of experience, and he made the most of it. “I was soaking it up like a sponge as much as I could early and quickly, building on my skills.” 

Another takeaway that’s stuck with him is that nothing will be handed to you. “You have every ability to put up your hand when opportunities come about.” 

   

• Ten years ago, being under 35 in a leadership role was the exception. Today, it has become the norm. The fact that nearly 70 percent of Rising Stars are already in senior or mid-management roles shows that the industry is recognizing influence, contribution, and adaptability. 

Organizations must update internal frameworks to match this faster pace of progression or risk losing top performers to faster-moving sectors. 

 

• That 80 percent of Rising Stars have fewer than 10 years of experience in the industry highlights how quickly talent can advance when given the right opportunities. This trend challenges conventional definitions of leadership readiness. 

Member of the judging panel, Runnalls views the rapid progression as a reflection of effort, not entitlement. “If you are smart and you have ambition, a work ethic, and empathy, whether it’s 30 years ago or today, you have the makings for success,” she says. 

Employers must ensure these professionals gain access to governance training, cross-functional exposure, and strategic development to support long-term enterprise leadership. Speed without support creates risk. 

 

• For the third consecutive year, EQ ranks just below hard work as the top trait for advancement, above degrees, tenure, or credentials. This signals a workforce capable of leading through uncertainty, building trust, and connecting across complex systems.

“Getting your broker license, CIP, or other credentials is more and more valuable for young people,” Runnalls says. “I think they’re table stakes now.” 

Leadership development strategies must now prioritize interpersonal capability alongside technical depth. 

 

• With nearly 30 employers represented, this year’s cohort confirms that high-impact talent is emerging everywhere, not just within global players. Brokerages, MGAs, claims firms, and carriers are all cultivating the next generation. 

Sector-wide strategies for leadership development are needed to strengthen the entire insurance ecosystem, not just individual organizations. 

 

• Most winners fall within the age range of 33 to 35. That timing reflects a pivotal moment, not when professionals are just starting, but when they are actively influencing business results. 

Employers have a narrow window to challenge, stretch, and retain these individuals before external competitors take notice. 

This year’s Rising Stars are already influencing strategy, leading teams, and shaping client outcomes. If employers are serious about building resilient, future-facing organizations, it’s imperative to stop thinking of next-gen talent as potential and start treating them as partners. 

What that means for insurers: 

• invest in cross-functional exposure and decision-making access now
   

• rebuild leadership development models for speed, not seniority
   

• pair technical mentorship with emotional intelligence coaching
   

• make retention a shared leadership metric, not just HR’s responsibility