Top Young Insurance Professionals in Australia, New Zealand and Asia | Rising Stars 2025

• Many had to earn credibility early. They were the youngest in the room, leading people who had more years in the seat. Respect didn’t come with a title. It came from doing the work, making sound calls and showing up prepared. That is how they built influence. 
  
   

• They all worked through a sector that will not sit still. New rules, tougher compliance, shifting risk, AI everywhere and clients wanting answers faster. The winners learned quickly, stayed curious and made judgement the anchor when the pace picked up. 
  
   

• They moved from doers to leaders. Bigger teams. More coaching. Higher stakes. They learned to delegate, to keep quality high while the workload grew and to keep clients confident when challenges arose. 
  
   

Put simply, this cohort did not wait for perfect conditions. They adapted, delivered and earned their prestigious recognition on Insurance Business’ Rising Stars 2025 list. 

As Jean-Pierre Hung, managing director at LMA Recruitment, notes, today’s rising talent blends technical depth with adaptability and digital fluency. “The demand for professionals who combine technical expertise with regulatory insight and digital agility continues to rise,” he says. “The insurance sector in Asia-Pacific is undergoing one of its biggest transformations in decades, driven by digitalisation, AI adoption and a sharper focus on ESG and customer experience.” 

He adds that leaders like IB’s Rising Stars act as catalysts for change, bridging legacy systems with AI-driven models and turning technology into business outcomes. “Whether improving customer experience, optimising underwriting or enhancing distribution, they view technology as a strategic enabler rather than a separate function.” 

From the insurance broker perspective, Katherine Wilson, CEO of the Insurance Brokers Association of New Zealand (IBANZ), says the most promising young professionals in the broker sector combine people skills with curiosity and technical strength. 

“The best insurance brokers really understand their clients and their unique circumstances and then work with insurance providers to tailor covers to match,” she explains. “The strongest up-and-coming brokers are great listeners with a genuine sense of curiosity. They take the time to understand clients deeply and become true advocates. Rising Stars in broking bring together technical and soft skills in equal measure.” 

IB invited nominations from across Australia, New Zealand and Asia for the 2025 Rising Stars list. Eligible nominees were 35 or under as of 31 October 2025 and working in, or influencing, general insurance. From hundreds of nominations, the editorial team reviewed achievements, career goals and leadership impact to select 35 standout professionals. 

Respondents ranked hard work and emotional intelligence as the key traits of rapid career growth, with nearly every participant marking them “very important.” Industry knowledge followed, emphasising practical expertise over credentials. 

A relevant degree carried moderate weight, while longevity with one employer and formal management training ranked lowest. The results point to a profession that prizes adaptability, insight and consistent effort over traditional career markers. Rising Stars, in the eyes of peers, are not defined by tenure or titles but by how effectively they learn, connect and deliver results under changing demands. 

As Hung observes, expectations for young insurance professionals have changed dramatically. He says, “Junior roles used to be more defined and task-based; you would spend years building expertise before stepping into leadership. Today, expectations are broader, and progression is faster.” 

He adds that the top young insurance professionals in the APAC region are now leading cross-functional projects, managing vendors and taking on ESG or digital transformation work much earlier in their careers. “Adaptability, communication and commercial acumen now carry as much weight as technical skills,” he says. 

IBANZ’s Wilson, meanwhile, agrees that expectations have evolved sharply. “The best performers will have approached the challenges of the changing insurance environment as an opportunity to demonstrate the value that brokers bring to the business relationship,” she says. “Rising Stars have embraced this rather than shied away from it.” 

 

The Asia-Pacific life and non-life market is valued at about US$2 trillion in 2025 and is projected to reach US$2.59 trillion by 2030 at a 5.26% CAGR. Drivers include demographic shifts, regulatory liberalisation and rapid digital adoption. 

Rising middle-class incomes in India, Indonesia and Vietnam are pushing first-time health and savings policies that renew over time. Climate-related loss events are forcing carriers to recalibrate risk and launch parametric covers that pay quickly. Health and medical non-life are expanding at a 7.89% CAGR as medical costs continue to climb. 

Intermediated channels still dominate. Agencies, financial advisors, bancassurance and brokers account for over 90% of sales in most markets, according to APAC Insurance Market Trends To Watch For Growth In 2025. Direct-to-consumer remains slower than expected. The opportunity is to tighten partnerships with existing channels and rebuild journeys that feel modern end-to-end. 

 

APAC is entering an “Age of Aging”. By 2035, the median age will sit around 45–50 in China, Thailand, Singapore and Hong Kong and 30–35 across much of Southeast Asia. Around 80% of people expect a retirement funding gap and to outlive savings by about 10 years, which pushes demand for protection and long-term savings solutions. 

 

APAC leads in generative AI adoption, as 54% of insurers had gen-AI in production last year, ahead of Europe at 42% and North America at 28%. The proof-of-concept era is over. Scaling real use cases is the next hurdle. Open-API rules, digital ID programs and smartphone penetration are lowering onboarding costs and opening new micro-segments.

 

Hong Kong expects steady hiring with 3–4% salary increases for existing staff and up to 15% for job changers. Employers plan to expand sales and BD (34%), technology (22%) and digital transformation and AI (16%) roles, but 62% cite a skills shortage. Compliance expertise is in demand as Insurance Authority rules tighten, and transformation talent is needed in claims, underwriting automation and data. 

• Philippines snapshot: employment in insurance reached 24,383 people, 1,830 establishments operate in the sector, and insurers generated US$8.14 billion in revenue in 2022. 

LMA Recruitment’s Hung points out that talent competition across Asia-Pacific is tightening. “Over the past year, higher inflation, medical cost escalation and tighter margins have increased scrutiny on headcounts and budgets across the insurance industry. Naturally, that has slowed mobility and advancement opportunities for younger professionals.” 

He adds that many insurers are still weighed down by legacy systems even as they push digital transformation, which puts younger professionals “in the middle, expected to innovate but constrained by outdated processes”. 

Despite that tension, he says the standout top young insurance professionals are those who stay proactive. “Don’t play it safe. Take smart risks, build your network and use digital tools to work smarter and faster. In a world of automation, professionals who remain curious, visible and human will always stand out.” 

 

Competition is intensifying as global carriers seek scale through M&A, while tech platforms embed usage-based cover in ride-hailing, e-commerce and OEM ecosystems, squeezing traditional commission structures. Expect more ecosystem plays and pricing pressure on legacy models. 

From the broker side, Wilson says rising premiums and economic strain have tested even the most capable young professionals. “The past 12–18 months have been characterised by significant insurance price rises as insurers react to recent severe weather events and begin to apply risk-based pricing more widely. Young insurance brokers have faced this combination of circumstances for the first time in their careers, and it’s meant having to lean into some challenging conversations with clients.” 

Her advice to emerging brokers is, “Be hungry for wisdom. The most successful brokers form long-term business partnerships built on trust, understanding and great service, all of which take time to develop.” 

 

 

• Skills that move the needle: data literacy, AI fluency, distribution know-how and regulatory savvy. 
  
   

• Where to work: roles involving partner channels, product design and digital operations. 
  
   

• Execution gap: organisations are racing to scale AI and fix data quality and integration so transformation sticks. This is where the next wave of leaders will stand out. 

 

 

As a senior account executive and partner, Irene Zhu has been central to the Adelaide brokerage’s rise from start-up to a firm writing more than $4 million in gross written premium with a five-person team. She manages more than 1,500 SME and corporate clients while also mentoring staff, overseeing onboarding and driving business growth. 

Zhu says the biggest lesson was learning to grow structure and culture simultaneously. “When you start out, you focus only on your own work,” she says. “But building a team means creating a culture where everyone feels ownership of what they do. Efficiency is everything for a small team. We’re young; our average age is about 35, and we use technology to handle admin so we can focus on clients.” 

Digital tools make the work smoother, but Zhu says the human connection remains central. Her team’s shared purpose is the real differentiator. “Everyone understands why we do what we do, which is protecting clients’ assets, businesses and dreams,” she says. “We share experiences, learn from each other’s underwriting and claims stories and keep improving together.” 

Her career began outside of insurance, working as a mortgage broker’s personal assistant. With no background in the sector, she has learned from the ground up and built a reputation for technical expertise, resilience and client advocacy. That progression has made her a trusted leader within the firm and an impressive figure in the wider industry. 

Zhu is recognised for combining operational discipline with cultural outreach. Key achievements include: 

• designing systems and workflows that enabled KeyInsure to scale without losing personalised service 
  
   

• delivering seminars in Mandarin to support multicultural business owners
  
   

• educating underserved communities on financial literacy and the value of insurance
  
   

• building trust with migrant clients by bridging cultural and language gaps 

 

Much of KeyInsure’s growth, she says, comes from bridging cultural and language gaps, an advantage rooted in her own experience. “I came to Australia with my parents about 20 years ago, so I understand what it’s like to be part of a first-generation migrant family trying to navigate complex systems,” she says. “For many of my clients, English is a second language. Insurance is full of technical wording and long product disclosure statements. Even if you translate them, it’s hard to make sense of what they actually mean.” 

 

To close that gap, Zhu delivers bilingual seminars and uses real claims scenarios to make insurance tangible. “I explain policies visually and in plain language, so clients can see how a claim works in practice,” she adds. “Once people understand the why, they see insurance not as a cost but as protection for their business and family.”

That approach has built deep trust and loyalty across KeyInsure’s multicultural client base. “It’s become a natural source of growth for us,” says Zhu. “We’ve earned a reputation as a broker that truly understands and communicates with clients from diverse backgrounds.” 

Mentorship has shaped her leadership journey, including her participation in the CBN Mentor & Mentee Program under 2024 NIBA Broker of the Year Matthew Bates. She now shares those lessons with her team, fostering a culture of excellence and empathy. 

Reflecting on her rise from assistant to partner, she says the hardest part of leadership was letting go. “When you start a business, you do everything yourself – every file, every call and every client,” she explains. “The biggest challenge was learning to step back and empower others to do their best work.” 

Now she’s paying that forward. Zhu says, “Mentoring new brokers is one of the most rewarding parts of my career. Younger professionals sometimes struggle with confidence or finding their voice with clients. I tell them there’s always something you can learn from others and something others can learn from you. That’s what keeps this industry moving.” 

 

When Tom Lima entered New Zealand’s insurance industry in late 2021, he had no prior experience. He’d worked in supermarkets, real estate and non-profits while completing his law degree. In just a few years, he has become a liability broker at Auckland-based ICIB, specialising in liability lines and supporting branches nationwide. 

Lima’s path shows adaptability and initiative. After starting in broker support at WTW, he completed his law degree and worked briefly in criminal law before returning to insurance.  

By 2024, he was the sole support to ICIB’s head of liability during the firm’s merger and was promoted to broker later that year. His legal training adds depth to liability work, helping him interpret policy wordings and support clients in complex risk environments. 

Lima treats every submission like an advocacy exercise, as his criminal law stint taught him to “find an angle or solution”, a mindset he now applies to tough risks and complex claims. Instead of accepting “uninsurable”, he reframes the exposure, asks sharper questions and builds the best case for cover without sugarcoating the facts. 

That legal training also shows up when carriers decline. He reviews case law, hunts for misreads and drafts counterarguments brokers can use. He recalls overturning several decisions, including one worth about six figures, by challenging the interpretation rather than the process. 

It also shapes his front-end work. He reviews client contracts for insurance traps, such as run-off obligations and hold harmless provisions, or limits that don’t match the indemnities. “There’s no legal advice involved whatsoever,” he explains. “But there are little bells and whistles you need to keep professional indemnity insurance in place.” 

He has also shown leadership beyond his formal role, including: 

• organising liability training for ICIB branches nationwide
  
   

• mentoring junior colleagues across the firm 
  
   

• helping initiate the foundations of a medical scheme to support staff wellbeing 
  
   

“Knowledge sharing is how the industry stays strong,” he says. “I can’t look back on past experiences wishing I’d had somebody to guide me and then not do the same for others.” 

That philosophy now shapes how he leads and collaborates. He spends time with newer brokers, walking them through complex policies and client scenarios rather than leaving them to figure it out alone. “It confuses me when I see people who don’t share knowledge,” he says. “What’s the good in keeping it to yourself?” 

 

When his manager went on maternity leave, he stepped up to lead the team, training a new senior broker and mentoring support staff to ensure continuity. “I can tell you my hairline went back about a quarter inch,” Lima says with a laugh. “It was stressful and challenging, but it forced me to grow quickly.” 

He went from the most junior team member to running the liability function solo. “I had to lean on other parts of the business, work with executives on strategic initiatives, and onboard a new senior broker while managing my own workload.” 

The experience sharpened Lima’s sense of accountability. He says, “When you move from being part of a team to leading one, you see how every action or inaction carries weight. It changes how you think. You stop asking why we’re doing something and start thinking about what impact it will have.” 

He calls it his real education in leadership. “It was a sink-or-swim moment, and I’m glad to say I swam,” he adds. “But more than anything, it made me a better teammate.” 

In 2024, Lima was admitted to the bar at the Auckland High Court, and in 2025, he attended the Tysers Broker Summer School in the UK, a recognition of his potential as a future leader. 

 

What began as a foot in the door in insurance became something much more. Kon Laspas discovered that he enjoyed solving problems, guiding people through complex situations, and understanding how insurance supports businesses and communities. 

Now a business development manager in Melbourne, Victoria, Laspas is a key growth driver and a trusted partner for brokers and clients across Australia’s strata sector. He oversees a portfolio worth about $115 million and contributes to targets above $250 million. 

Since joining CHU in 2024, he has: 

• stabilised and grown major broker relationships
  
   

• supported complex strata accounts 
  
   

• delivered insights that inform strategy 
  
   

• earned recognition for responsiveness, empathy and technical strata risk expertise 
  
   

He turns challenges into opportunities. When he inherited a dissatisfied broker account, he listened first and delivered. “Trust is earned through consistency, not promises,” he says. “Rather than trying to win it back overnight, I focused on understanding their frustrations, their pressures and what success looked like for them.” 

He rebuilt the relationship with transparent communication, quick responses, and follow-through. “Every conversation had to show that CHU was committed to partnership, not just placement.”  

 

 

Over time, that approach turned a fragile account into one of CHU’s strongest partnerships. He adds, “Strong relationships are built on shared accountability. Once that foundation is rebuilt, growth, retention and advocacy naturally follow.” 

His impact goes beyond revenue, as he leads training sessions, mentors colleagues and represents CHU at industry events. The balance of commercial results and professional development is intentional. 

“Commercial outcomes are essential, but they have lasting impact only when backed by strong teams and a healthy culture,” he explains. “Mentoring is a natural extension of leadership. Sharing knowledge, providing context, and creating space for others to grow strengthens the business as a whole.” 

Through CHU’s Future Forum 2025, he supported initiatives that encouraged collaboration and innovation. His group project on complex strata risks earned leadership recognition and helped inspire Flex Complex, a product for strata buildings with complex risk factors. 

Laspas sees the strata sector entering a defining phase. “The complexity of risks, from building defects and climate exposure to compliance and affordability, means we can’t rely on traditional approaches alone,” he says. “Innovation will come from collaboration, data insight and a deeper understanding of how we can support sustainable communities, not just insure them.” 

He believes the next chapter of leadership belongs to those who balance commercial results with purpose. “We have a duty to ensure insurance remains accessible, relevant and forward-looking. Our focus is on evolving products and service delivery to meet the changing landscape, whether through new underwriting solutions for complex risks or initiatives that promote resilience and trust.” 

 

 

• 1. Faster ramp: early mentorship and exposure are compressing the path to leadership.
  
   

• 2.  EQ wins trust: empathy, listening and consistency now separate the top performers.
  
   

• 3. Hybrid skill sets: legal, finance and data fluency are redefining advisory value.
  
   

• 4. Shared leadership: collaboration and mentorship strengthen teams and retention.
  
   

• 5. Culture as edge: curiosity and knowledge-sharing will unlock more value than tools alone.

   

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