2018 Power Broker


Your First Call

Terence Bohan
Senior Broker
Aon, San Francisco

Carriers want to know that a company is mitigating its risk. Terence Bohan knows this, and he makes sure his clients do, too. Bohan uses his industry knowledge, including his perspective from his former role on the carrier side, to guide his clients through renewals, claims or just about anything they need.

Bohan and his Aon team devised a unique risk management solution for Boyd Gaming Corporation while trying to lower rates that had increased after Hurricane Katrina losses.

They split the Boyd portfolio into two separate programs: One program would encompass all the assets in Nevada, while the other program would cover the remainder of the Boyd assets throughout the Gulf Coast and central United States.

This strategy enabled the risk manager to maintain key relationships, especially in London, but introduced competition that helped drive savings to the tune of 25 percent.


Bob Berglund, vice president, benefits and insurance, said, “The mitigation is attributable to Terence.”

Another client, Lauren Young, managing director, chief risk officer, and chief compliance officer, PCCP, LLC, gave Bohan the highest recommendation.

“When we suffered damage during Hurricane Harvey and had questions about our coverage, it was clear that the fastest way to get an answer was to call Terence,” Young said.

“He knew our policy in and out and was helpful in explaining everything clearly.”

The Strength of the Bulkhead

Ryan Davidge
Vice President
Aon, Pembroke, Bermuda

Aon’s VP of Property Ryan Davidge is like a bulkhead. The sailors among us know that the bulkhead strengthens the boat. Located below deck, it’s not visible to all, but those in the thick of things understand that this element of the ship helps keep them safe.

“Ryan always has his client’s best interests at heart, and he has a depth and breadth of industry knowledge that is well-respected in our circle,” said one client.

Davidge was tapped by the organizer and sponsor of the 35th America’s Cup to be its local broker in Bermuda.

The temporary “event village” had specific insurance requirements —property, marine D&O, P&I, WC, hull, cargo, AD&D and liability to name a few. But no one person was in charge of procuring all the insurance. For Davidge, this meant a lot of last-minute calls.

The sponsor struck up a sponsorship and coverage deal with a local insurer. But both the insurer and the race sponsor soon realized that they needed an intermediary.

Davidge stepped in and never looked back. He pulled together a number of insurance lines, including property, marine liability, D&O and workers’ comp. Transportation issues, for instance Bermuda’s location 640 miles off the coast of North Carolina, made logistics and coverage considerations complex and demanding.

So successful was Davidge’s handling of the Bermuda event’s insurance needs that his colleagues in New Zealand called him to advise on how to handle the next America’s Cup event.

Mr. Go-To

Gerald Levine, CPCU
Managing Director
Beecher Carlson, Waterford, Conn.

When asked about what he finds exceptional about Gerald Levine’s work, Andrew Lee, vice president, architecture and construction, The Lam Group, responded, “Do you have a day and a half for me to tell you?”

On the top of Lee’s list is the tremendous savings Levine helped him achieve with a recent package.

“Gerry was able to negotiate coverage for us and the contractor together, so we saved a lot of money and reduced our risk,” Lee said.

“He is our 100 percent, trusted go-to person. We don’t sign anything until it has gone by Gerry’s desk.”

Lee also described a property loss on a building that was just about to open. “Gerry put a package together quickly to get it resolved, and he even managed getting people in for some of the repairs, so we were not taken advantage of,” Lee said.


Thayer Thompson, general counsel and VP-commercial, Virgin Hotels North America, said that when their partners meet Gerry and see what he does for Virgin, they sometimes switch to him for their brokerage needs.

“Gerry Levine is an absolutely amazing broker. We’ve worked with him for five or six years, and he is simply the best. Some of our partners have hired him as well.

“I can’t imagine a better advocate on insurance for our business than Gerry. He is incredibly responsive, 24/7, very knowledgeable and very proactive. He has a great team.” 

Risk Never Sleeps

Christian Ryan
Managing Director
Marsh, Dallas

Christian Ryan’s client philosophy is simple; colleagues and clients first — 24/7 — and never forget that clients’ risks can’t wait and don’t sleep. This philosophy has served him well, and more importantly, it’s served his clients best.

When a large gaming client merged with another large gaming company, Ryan and his team reviewed both risk programs and made recommendations for the structure of the merged programs.

Company size and different risk philosophies, including different retentions, limits and overall structures, made combining their coverage challenging, but Ryan’s team was able to recommend a program while also reducing millions of dollars of costs and volatility.

Another client, Sam Makani, director, portfolio strategy and reporting, Solid Rock Group, experienced Ryan’s expertise firsthand.

“Christian is very familiar and experienced with the various options for property insurance for hotels — both big and small. He has a breadth of knowledge with a depth of industry contacts to align clients’ interests with the proper carriers.

“He and his team have provided guidance on various property and supplemental policies for our portfolio, including earthquake, wind and cyber insurance,” Makani said.

Additionally, Ryan and his London team crafted Marsh’s exclusive PRIME Hospitality and Gaming property facility, including manuscript language around booking cancellations, broader loss of attraction language and other ancillary but important features. 

Over the Moon

Ronald Sung
Assistant Vice President
Aon, Chicago

Ronald Sung postponed his honeymoon so he could attend a strategic client meeting last year. Not a dentist appointment or a ballgame — his honeymoon. If that’s not dedication and exemplary customer service, we’ll never know what is.

“Ron acts with the customer in mind,” said hospitality risk manager Michael Dougherty.

“Ron provided several different solutions to restructure our professional/cyber liability product this past year and some of the options were drastically different than what was done in the past,” Dougherty said.

“Ron walked us through each of the solutions and explained the unique advantage of each option. He not only helps clients find the right product, but he further helps by working to adapt the product, so it can be a closer solution for his clients.”

And this was simply one example.


“Ron has been excellent,” said another client. “I talk to him at least once a week and he goes above and beyond for us. He’s very collaborative. He’ll walk me through things and he’ll make presentations to our carriers,” she said.

Sung worked with that client on a confidential program that will help cell phone carriers place emergency 911 calls more accurately.

“We had a lot of details to think about and a lot of risk to identify,” said the client. “We couldn’t do this without Ron.”

More from Risk & Insurance

More from Risk & Insurance

Risk Focus: Cyber

Expanding Cyber BI

Cyber business interruption insurance is a thriving market, but growth carries the threat of a mega-loss. 
By: | March 5, 2018 • 7 min read

Lingering hopes that large-scale cyber attack might be a once-in-a-lifetime event were dashed last year. The four-day WannaCry ransomware strike in May across 150 countries targeted more than 300,000 computers running Microsoft Windows. A month later, NotPetya hit multinationals ranging from Danish shipping firm Maersk to pharmaceutical giant Merck.


Maersk’s chairman, Jim Hagemann Snabe, revealed at this year’s Davos summit that NotPetya shut down most of the group’s network. While it was replacing 45,000 PCs and 4,000 servers, freight transactions had to be completed manually. The combined cost of business interruption and rebuilding the system was up to $300 million.

Merck’s CFO Robert Davis told investors that its NotPetya bill included $135 million in lost sales plus $175 million in additional costs. Fellow victims FedEx and French construction group Saint Gobain reported similar financial hits from lost business and clean-up costs.

The fast-expanding world of cryptocurrencies is also increasingly targeted. Echoes of the 2014 hack that triggered the collapse of Bitcoin exchange Mt. Gox emerged this January when Japanese cryptocurrency exchange Coincheck pledged to repay customers $500 million stolen by hackers in a cyber heist.

The size and scope of last summer’s attacks accelerated discussions on both sides of the Atlantic, between risk managers and brokers seeking more comprehensive cyber business interruption insurance products.

It also recently persuaded Pool Re, the UK’s terrorism reinsurance pool set up 25 years ago after bomb attacks in London’s financial quarter, to announce that from April its cover will extend to include material damage and direct BI resulting from acts of terrorism using a cyber trigger.

“The threat from a cyber attack is evident, and businesses have become increasingly concerned about the extensive repercussions these types of attacks could have on them,” said Pool Re’s chief, Julian Enoizi. “This was a clear gap in our coverage which left businesses potentially exposed.”

Shifting Focus

Development of cyber BI insurance to date reveals something of a transatlantic divide, said Hans Allnutt, head of cyber and data risk at international law firm DAC Beachcroft. The first U.S. mainstream cyber insurance products were a response to California’s data security and breach notification legislation in 2003.

Jimaan Sané, technology underwriter, Beazley

Of more recent vintage, Europe’s first cyber policies’ wordings initially reflected U.S. wordings, with the focus on data breaches. “So underwriters had to innovate and push hard on other areas of cyber cover, particularly BI and cyber crimes such as ransomware demands and distributed denial of service attacks,” said Allnut.

“Europe now has regulation coming up this May in the form of the General Data Protection Regulation across the EU, so the focus has essentially come full circle.”

Cyber insurance policies also provide a degree of cover for BI resulting from one of three main triggers, said Jimaan Sané, technology underwriter for specialist insurer Beazley. “First is the malicious-type trigger, where the system goes down or an outage results directly from a hack.

“Second is any incident involving negligence — the so-called ‘fat finger’ — where human or operational error causes a loss or there has been failure to upgrade or maintain the system. Third is any broader unplanned outage that hits either the company or anyone on which it relies, such as a service provider.”

The importance of cyber BI covering negligent acts in addition to phishing and social engineering attacks was underlined by last May’s IT meltdown suffered by airline BA.

This was triggered by a technician who switched off and then reconnected the power supply to BA’s data center, physically damaging servers and distribution panels.

Compensating delayed passengers cost the company around $80 million, although the bill fell short of the $461 million operational error loss suffered by Knight Capital in 2012, which pushed it close to bankruptcy and decimated its share price.

Mistaken Assumption

Awareness of potentially huge BI losses resulting from cyber attack was heightened by well-publicized hacks suffered by retailers such as Target and Home Depot in late 2013 and 2014, said Matt Kletzli, SVP and head of management liability at Victor O. Schinnerer & Company.


However, the incidents didn’t initially alarm smaller, less high-profile businesses, which assumed they wouldn’t be similarly targeted.

“But perpetrators employing bots and ransomware set out to expose any firms with weaknesses in their system,” he added.

“Suddenly, smaller firms found that even when they weren’t themselves targeted, many of those around them had fallen victim to attacks. Awareness started to lift, as the focus moved from large, headline-grabbing attacks to more everyday incidents.”

Publications such as the Director’s Handbook of Cyber-Risk Oversight, issued by the National Association of Corporate Directors and the Internet Security Alliance fixed the issue firmly on boardroom agendas.

“What’s possibly of greater concern is the sheer number of different businesses that can be affected by a single cyber attack and the cost of getting them up and running again quickly.” — Jimaan Sané, technology underwriter, Beazley

Reformed ex-hackers were recruited to offer board members their insights into the most vulnerable points across the company’s systems — in much the same way as forger-turned-security-expert Frank Abagnale Jr., subject of the Spielberg biopic “Catch Me If You Can.”

There also has been an increasing focus on systemic risk related to cyber attacks. Allnutt cites “Business Blackout,” a July 2015 study by Lloyd’s of London and the Cambridge University’s Centre for Risk Studies.

This detailed analysis of what could result from a major cyber attack on America’s power grid predicted a cost to the U.S. economy of hundreds of billions and claims to the insurance industry totalling upwards of $21.4 billion.

Lloyd’s described the scenario as both “technologically possible” and “improbable.” Three years on, however, it appears less fanciful.

In January, the head of the UK’s National Cyber Security Centre, Ciaran Martin, said the UK had been fortunate in so far averting a ‘category one’ attack. A C1 would shut down the financial services sector on which the country relies heavily and other vital infrastructure. It was a case of “when, not if” such an assault would be launched, he warned.

AI: Friend or Foe?

Despite daunting potential financial losses, pioneers of cyber BI insurance such as Beazley, Zurich, AIG and Chubb now see new competitors in the market. Capacity is growing steadily, said Allnutt.

“Not only is cyber insurance a new product, it also offers a new source of premium revenue so there is considerable appetite for taking it on,” he added. “However, whilst most insurers are comfortable with the liability aspects of cyber risk; not all insurers are covering loss of income.”

Matt Kletzli, SVP and head of management liability, Victor O. Schinnerer & Company

Kletzli added that available products include several well-written, broad cyber coverages that take into account all types of potential cyber attack and don’t attempt to limit cover by applying a narrow definition of BI loss.

“It’s a rapidly-evolving coverage — and needs to be — in order to keep up with changing circumstances,” he said.

The good news, according to a Fitch report, is that the cyber loss ratio has been reduced to 45 percent as more companies buy cover and the market continues to expand, bringing down the size of the average loss.

“The bad news is that at cyber events, talk is regularly turning to ‘what will be the Hurricane Katrina-type event’ for the cyber market?” said Kletzli.

“What’s worse is that with hurricane losses, underwriters know which regions are most at risk, whereas cyber is a global risk and insurers potentially face huge aggregation.”


Nor is the advent of robotics and artificial intelligence (AI) necessarily cause for optimism. As Allnutt noted, while AI can potentially be used to decode malware, by the same token sophisticated criminals can employ it to develop new malware and escalate the ‘computer versus computer’ battle.

“The trend towards greater automation of business means that we can expect more incidents involving loss of income,” said Sané. “What’s possibly of greater concern is the sheer number of different businesses that can be affected by a single cyber attack and the cost of getting them up and running again quickly.

“We’re likely to see a growing number of attacks where the aim is to cause disruption, rather than demand a ransom.

“The paradox of cyber BI is that the more sophisticated your organization and the more it embraces automation, the bigger the potential impact when an outage does occur. Those old-fashioned businesses still reliant on traditional processes generally aren’t affected as much and incur smaller losses.” &

Graham Buck is editor of gtnews.com. He can be reached at riskletters.com.