Aegis’ Wade on profiling, progress and powering through: 'You’ve got to be heard to be seen'

By Sophie Roberts

June 12 - (The Insurer) - Aegis London CFO Katie Wade has urged female leaders in the insurance sector to actively profile themselves and invest in building strategic networks.

Speaking to The Insurer TV as part of a series with the Lloyd's Market Association profiling senior women in the industry, Wade said such efforts are essential for visibility, influence and progression.

“Networking is harder for women,” she admitted. “You’re juggling home life and work, and many of the invites are for boys’ events – golf, racing, shooting. Not exactly on my list of priorities.”

But she stressed that this shouldn’t be a blocker. Instead, she advocated for structured and purposeful networking, tailored to professional goals.

“Women need to feel empowered to say what they want, where they want to go, and what they bring to the table,” she said.

BREAKING BARRIERS AND REWRITING ASSUMPTIONS

Wade also highlighted the damaging impact of workplace assumptions, particularly about women with families.

“There’s this urban myth that women with children don’t want promotions or travel,” she said. “That simply wasn’t true for me. What we need is notice and flexibility – not decisions made on our behalf.”

For Wade, flexibility isn’t just helpful – it’s critical. And she wants to see more organisations rethink how roles are measured.

“We need to be performance-managed on outcomes, not desk hours,” she said. “Ask what a role really needs, not just how it’s been done before.”

Wade’s career has been anything but linear, and that’s precisely how she likes it.

From PwC in Bermuda to transformation-heavy CFO roles at Aspen and a private equity-backed motor insurer, her career trajectory has been shaped by a hunger for challenge and change.

“I realised I’m not a ‘business-as-usual’ CFO. I love change and transformation,” she said.

At Aegis London, she led a significant finance transformation, but not without pausing to bring her team along with her.

“There wasn’t buy-in when I joined. So we slowed down, co-created our target model, and piloted with a key provider. When we launched, the team understood it and owned it.”

LEADERSHIP WITH PURPOSE AND PRESENCE

Wade described her leadership style through four pillars: learning and development, open communication, role modelling, and trust.

“Everyone in my team has a development plan,” she said. “Learning should never stop. It’s what keeps us fresh.”

But her approach is also deeply personal. She makes space for well-being, leading by example – even scheduling gym time in her calendar – and isn’t afraid to listen to intuition.

“Every time I’ve ignored my gut, it’s come back to bite me,” she said.

Wade is also deeply values-driven: “It’s about treating people how you’d like to be treated. Clear, respectful communication matters – even when the news is hard.”

She is clear-eyed about the progress made and what still needs to shift.

“There are definitely more women in finance now, and you feel it when you walk into Lloyd’s. But at executive level? Still more to do.”

Her focus for the future is twofold: flexibility and confidence.

“Women often won’t apply unless they tick every box. But if you tick every box, you’re probably overqualified.”

When it comes to leadership lessons, for Wade, it’s not about delivering alone.

“We lead through our teams. Understand what motivates each person and know that will evolve. If you can adapt your style to support that, you’ll get the best out of them, and they’ll thrive.”

Wade’s closing advice to future female leaders is simple but powerful:

“Ask for help. Reach out. Even if someone doesn’t know you, if they can help, they will and then you can pay it forward.”

Because, as she put it, you don’t always know what you’re capable of until someone gives you that first nudge.

“My Saturday job manager told me, ‘You’ll never know what you can do unless you try.’ That advice shaped my whole career. And I’ve never stopped learning since.”