Brilliance in Focus: John Beres, Chief Business Officer, SterlingRisk

As part of covering the best brokers in the commercial insurance space, Risk & Insurance®, with the sponsorship of Philadelphia Insurance Companies, is expanding its coverage of Power Broker® winners and finalists with its Brilliance in Focus series.

Look for these expanded profiles on the Risk & Insurance website and in your social media feeds throughout the year. Here we speak to John Beres, chief business officer with SterlingRisk and a 2026 Power Broker in the Real Estate category.

Risk & Insurance: How have you guided property owners through these whiplash cycles, and what single placement or restructuring strategy stands as your proudest professional win?

John Beres: Over the years, I’ve learned that clients don’t need someone who can predict the market. They need someone who can help them navigate uncertainty without overreacting to it. The property insurance market has swung dramatically over the course of my career. When rates are rising, capacity is tightening, and underwriting scrutiny increases, it’s easy for owners to focus solely on premium costs. My role has always been to help clients take a broader view, balancing cost, coverage, lender requirements, and long-term risk management objectives.

One of the accomplishments I’m most proud of involved helping a large real estate owner restructure its insurance program during a period of significant market disruption. Rather than simply absorbing a substantial increase, we redesigned the program, adjusted deductibles and retentions where appropriate, diversified carrier participation, and introduced greater flexibility into the client’s risk financing strategy. The result wasn’t just a more favorable renewal outcome. It provided the client with stability and predictability at a time when the market offered very little of either. For me, success isn’t measured by securing the lowest premium. It’s measured by helping clients make decisions that still prove to be the right ones several years down the road.

R&I: What was the pivotal moment early in your career that taught you how to command trust in a high-pressure real estate environment?

JB: Early in my career, I worked with leaders who taught me that expertise gets you in the room, but trust is what keeps you there. One mentor in particular impressed upon me that clients never forget how you perform when things go wrong. Anyone can look smart when a renewal goes smoothly. The real test comes during a major loss, a difficult claim, a lender issue, or an unexpected market event. He taught me that trust is built through honesty, responsiveness, and consistency. If there’s bad news, deliver it early. If you don’t know the answer, say so and then go find it. Most importantly, advocate for the client’s interests, even when the conversation is difficult.

I’ve carried those lessons throughout my career. In commercial real estate, many client relationships span decades. Trust isn’t earned through a single transaction. It’s accumulated through thousands of interactions where clients learn that you’ll be there when they need you most.

R&I: Real estate emergencies, from sudden water mains breaking to severe storm damage, don’t keep business hours. How do you draw a firm line between being an indispensable advisor to large property managers and preserving dedicated personal time for yourself and your family?

JB: This is something I’ve become much better at over time. Earlier in my career, I thought being dedicated to clients meant being available every minute of every day. What I’ve learned is that clients don’t necessarily need that. What they need is confidence that when something important happens, they’ll receive thoughtful guidance and support. The key is building a strong team. I have the privilege of working alongside incredibly talented professionals who share the same commitment to client service. Our clients know they’re supported by an organization, not just an individual, and that creates the ability to maintain balance while still delivering exceptional results.

I also try to be intentional about family time. When I’m with my family, I want to be fully present. That’s not always perfect in our business, particularly during catastrophe events or major claims situations, but clear priorities and a strong team make it possible. Interestingly, I’ve found that maintaining that balance actually makes me a better advisor. A little perspective goes a long way in a business where everything can feel urgent.

R&I: When you are constantly assessing catastrophic risks, property valuation shortfalls, and lender compliance headaches, what personal habit or hobby clears your head after a grueling renewal season?

JB: One of the realities of this business is that you’re constantly focused on what could go wrong. We’re evaluating risks, solving problems, and helping clients prepare for events they hope never happen. To stay effective, I’ve found it’s important to have activities that force you to be completely present in the moment.

For me, that comes from spending time with my family, especially sailing and skiing. They’re two activities we genuinely love doing together, and both require a healthy respect for conditions you can’t control. Whether you’re adjusting to changing winds on the water or changing terrain on a mountain, success comes from preparation, situational awareness, and adapting to what’s in front of you. There are certainly parallels to business and risk management, but when I’m sailing or skiing with my family, the focus isn’t on work. It’s simply about being together and enjoying the experience.

Professionally, I also enjoy exploring how technology can improve the way businesses operate. As our industry evolves, I’ve become increasingly interested in how AI and automation can eliminate friction from complex processes, allowing people to spend more time on strategic thinking, creativity, and client relationships. I find that kind of innovation energizing because it’s not just about efficiency; it’s about making people more effective.

At the end of the day, though, the best reset comes from family. Sailing and skiing give us the opportunity to unplug, challenge ourselves, and create memories together. Those experiences provide perspective, and perspective is one of the most valuable things a leader can bring back to the office. &