Charities and social enterprises face rising financial and operational pressures. Insurance expert Richard Talbot-Jones (pictured) outlines how values-led advice can help them navigate overlooked risks in 2025.
Talbot-Jones didn’t plan to become an insurance broker. After a short career in the Army and a few unfulfilling jobs, he found his way into the industry by chance and quickly realised it was a place where he could make a difference.
“I was talking to brokers at Zurich and realised they weren’t necessarily any smarter than me, but they were making more money,” he said. That realisation led him to the northeast of England, where he eventually founded Talbot Jones, a specialist brokerage focused on the third sector and professional services.
While many brokers chase growth targets and acquisition multiples, Talbot-Jones is clear about his priorities: client fit, long-term impact, and ethical practice. "For the last few months, we've been offloading clients who aren't the best fit. There’s so much business out there, it’s not a mad scramble."
His team applies a strict internal rule: one large client per £500,000 of gross written premium. "If someone came to us now with a £250,000 programme, we’d say ‘no’. That’s how we maintain service standards and integrity."
He draws a sharp line between ethical broking and simply working with charities. "Doing charity insurance doesn’t make you ethical. Integrity is doing the right thing even when no-one’s watching. But everyone has a different view of what 'right' is."
Talbot-Jones often begins client conversations not with insurance, but with governance. "Most liability claims I’ve seen in nearly 20 years trace back to governance failures. People become trustees and don’t always understand their responsibilities."
He advocates for clear roles, training, and communication, especially when volunteers are involved. "Volunteers can sue just like employees. So treat them like employees. Provide agreements, training, and risk assessments."
He shares a recent example from an inquest involving a fatal volunteer accident: "The key question was: did you have a risk assessment? The audit trail matters, for claims defence and for delivering your mission safely."
Cyber and data liability are top concerns for Talbot-Jones, particularly because third sector organisations often handle sensitive personal data. "Cyber liability is often misunderstood. It's not just about computers, it's about how you handle data."
He urges clients to build toward the prerequisites for cyber cover, even if budgets are tight. "If you can’t afford the insurance yet, get to a point where you could qualify. That process itself reduces risk."
He also challenges the notion that good intentions excuse weak processes. "That desire to be nice and do good doesn’t override safeguarding or data protection. You still have to follow the rules."
For Talbot-Jones, ethics are inseparable from long-term sustainability. "Insurance and risk management aren't about saying ‘no’. They're about enabling you to keep doing what you do best, safely and sustainably."
His firm avoids price-led marketing and engages instead through community ties. "We don’t do pay-per-click. We don’t mention price. Our community doesn’t value that. We’re there to serve and protect."
As for industry consolidation, he offers a grounded view. "Every business has a life cycle. If our kids don’t want to take this on, we’ll sell. But we’re not here to build an empire."
For brokers, ethical advice isn’t just a moral position, it’s a business discipline. Knowing your limits, staying aligned with your values, and helping clients do the same isn’t just good ethics, it’s good broking.
