Leadership, locality and long-term value in African insurance technology

Stuart Redfearn, Managing Director: Insurer, SSP Worldwide

Leadership in technology businesses is often misunderstood. It is frequently seen as direction-setting or control. In reality – particularly in insurance – it is far more about enablement. It is about setting a clear vision and then removing the barriers that prevent teams from achieving it.

That is how I approach my role. My responsibility is to create the conditions in which our teams can succeed around the world. This means coaching, supporting and aligning, while ensuring that we remain focused on delivering the right outcomes for our customers. Crucially, it also means recognising that the best solutions come from teams that are close to their markets.

Nowhere is this more evident than in Africa. Across the continent, there is a strong sense of innovation and opportunity. These are not markets constrained by legacy thinking. They are evolving rapidly, often using technology to leapfrog traditional models. This creates a very different environment to more mature markets, where change is often slower and more incremental.

Innovation

In Africa, the opportunity is not only commercial. There is real potential to improve outcomes for individuals and businesses through insurance innovation. Technology is enabling new products and services that would not have been viable even a few years ago. That sense of possibility is shaping how insurers think about growth and transformation.

However, it also requires a different approach. A one-size-fits-all model does not work in a region as diverse as Africa. The needs of insurers vary widely across markets and regulatory environments.

The challenge is to balance global best practice with local relevance. This is where flexibility, both in technology and in approach, becomes critical.

Our role is to bring together global innovation and local insight. We draw on experience from across multiple markets, but we apply it through teams that understand their specific regions. These teams work closely with clients to navigate decisions about what should change and what should remain, ensuring that technology investments deliver meaningful outcomes rather than simply replicating existing processes.

Importantly, innovation is no longer a one-way flow into Africa. We are increasingly seeing ideas and approaches developed in African markets influencing thinking elsewhere. In areas such as product design and customer engagement, the need for agility is driving solutions that are relevant globally. Africa is not just catching up. In many cases, it is leading.

Supporting change

For insurers making technology decisions, this has clear implications. Value is no longer defined only by functionality. It is defined by how well a platform supports change over time.

Cost remains a key consideration, particularly in markets where investment capacity is constrained. This makes it essential that technology enables faster product development, easier updates and long-term efficiency.

At the same time, global trends continue to shape priorities. Artificial intelligence is a clear example. It is a topic in every market, but the way it is applied needs to reflect local realities. The focus should be on practical use cases that deliver measurable value, rather than adopting technology for its own sake.

Technology alone does not deliver outcomes. It is the teams behind it that make the difference. In Africa, we see strong technical capability combined with deep market understanding. Empowering these teams, while giving them access to global best practice, creates a powerful foundation for success.

Being part of a broader ecosystem also plays a role. Access to shared knowledge and long-term investment support allows us to operate with both agility and stability. It enables us to focus on sustainable outcomes rather than short-term gains.

Looking ahead, leadership will become even more important. The industry is entering a period of accelerated change, driven by technology and shifting expectations. This will require leaders to focus on enabling their teams, managing uncertainty and supporting continuous adaptation.

Strong leadership in this context is not about control. It is about creating an environment in which people can succeed. For the African insurance market, this presents a significant opportunity.

With the right balance of technology, local expertise and supportive leadership, insurers can move beyond reacting to change and begin to shape the future of the industry.