Hello, Matthew Grant here, and in a few moments, we'll be heading into the studio for a live recording with Haley Maynard and Duncan Gamble of Chaucer.

Now, we hear a lot about what technology companies are doing these days, but it's also good to find out what the buyers of technology and those deploying underwriting capital are up to. So hang in there for some

great perspectives on what's new, what's working, and what's coming in the future.

So, Heli Duncan, great to have you here. I'm very pleased for actually doing this sat down on the sofa, Haley, because the last meeting I had with you, you took me on a walking meeting around London, and it was quite exhausting.

And as evigorating as it was, I'm not quite sure that we could have had a productive discussion.

So, you're a leading specialty insurance group, providing support around the world, partly through Lloyds,

partly through the company market, based in London, but you've got about 500 people worldwide.

I'm really interested to see that actually, of those 120 are underwriters, so it's a kind of good

ratio of underwriting to everyone else. Syndicate 1084 is what you're writing through Lloyds,

where you've got a capacity of 1.5 million,

of which is about 1.8 in US dollars, I think. And then you've put you in one of the top 10

insurers in Lloyd's. I see, found it back in 1920, and you're offering insurance and reinsurance

across a whole wide range of classes around the world. Duncan, you are chief strategy

officer, which makes you responsible for strategy, corporate development, marketing, distribution,

and innovation at Chaucer. And Haley, you're head of innovation with responsibility for driving

and delivering Chaucer's innovation agenda across the group. So, Duncan, you started off your

career as an energy underwriter, and then you had your own analytics business, You've been at Chaucer for 15 years. Can you talk a little bit

about what it means to be looking after strategy at Chaucer? As you said, Matthew, we had our

100-year anniversary last year, so we've done a few things right over time. We've had a strategic

agenda for the last six or seven years around growth and transformation.

We think growth is really important in order to maintain influence, in order to be able

to generate the returns we need for our shareholder while enabling the right customer focus

...