Board Governance Part 3 - The Experts You Rely On

This is the third article in our series of board governance. Catch up by reading the first and second articles here.

When you sit on a board, you’re faced with decisions that carry real weight. Shareholders, employees, customers and regulators all expect you to make choices that safeguard the organization’s future.

But you can’t (and you shouldn’t) try to do it all on your own.

The most effective boards lean on a group of trusted experts who provide the insight, analysis, and perspective needed to make confident, well-informed decisions.

Why boards rely on experts

Serving on a board means being accountable for strategic oversight rather than operational details. But the complexity of modern business makes it impossible for directors to have deep knowledge in every domain.

Financial markets, insurance structures, audit standards and actuarial models evolve constantly. Without expert support, a board risks a range of consequences from approving strategies based on outdated assumptions and overlooking significant financial, legal or reputational risks.

Specialists help boards ensure decisions are grounded in rigorous analysis, not guesswork. The challenge lies in knowing what each expert contributes and how to integrate their advice into boardroom discussions.

Below, we’ll outline some of the essential experts that boards of insurance entities rely on: the broker, the actuary, the auditor and the investment manager, and some tips to leverage their expertise into stronger decision-making.

The role of the broker

First, a broker acts as the board’s eyes and ears in the insurance and risk-transfer marketplace.

Their job is to identify and quantify risks that could affect the organization, from cybersecurity breaches to supply chain disruption. They also help to design tailored insurance or reinsurance programs that balance cost, coverage and risk appetite.

Great brokers will negotiate with insurers to secure competitive terms and policy wording and provide strategic advice to boards on emerging risks and regulatory changes.

For boards, brokers are invaluable because they translate the technical world of insurance into business-focused recommendations. When reviewing the operating budget, for example, a broker can explain whether proposed premiums reflect genuine market movements or whether the company is paying more than necessary for certain coverages.

The role of the actuary

Actuaries specialize in modelling risk, uncertainty and financial outcomes over long horizons.

While they are most often associated with insurance, pensions, and employee benefits, their expertise can be valuable in broader corporate planning.

An actuary provides boards with quantitative analysis of risk exposure, for instance, the probability of catastrophic events and their financial implications. They can also help with forecasting and valuation models for long-term liabilities. They can also help organizations stress test assumptions around growth, claims or investment returns.

When a board is considering next year’s operating costs, actuaries can help move the discussion away from “last year plus inflation” by grounding forecasts in actual risk probabilities. For example, they might show that costs are expected to grow faster than general inflation, requiring a specific budget allocation.

The role of the auditor

Auditors serve as the board’s safeguard for transparency, accountability and financial integrity.

Their responsibilities include evaluating the accuracy of financial statements, assessing internal controls and risk management practices, as well as highlighting compliance issues with accounting standards and regulations.

Boards need auditors for assurance that the financial information driving decisions is reliable. Auditors can also point out recurring inefficiencies or risks hidden in the financial data.

The role of the investment manager

For organizations with significant reserves or invested assets, investment managers are crucial.

Their responsibilities include developing an investment strategy aligned with the organization’s risk tolerance and long-term objectives, as well as selecting and managing portfolios across asset classes.

Their role includes monitoring performance against benchmarks as well as adapting the strategy to market shifts and economic conditions.

Boards must oversee the investment process. The investment manager’s insights should inform how much risk the organization can prudently take on, and whether investment returns can subsidize operating budgets or capital projects.

How experts interact (and why that matters)

Each expert has a distinct role, but their value multiplies when they interact. Consider the examples listed below.

Broker + Actuary: This team can evaluate whether the organization should retain more risk internally or transfer it to insurers.

Auditor + Broker: Auditors may flag areas where financial reporting on risk doesn’t align with actual insurance coverage recommended by brokers, prompting deeper review.

Actuary + Investment Manager: Both bring long-term modelling skills, but from different angles, such as liabilities vs. assets. Their combined insight helps boards manage balance sheet health.

A skilled board chair or committee ensures that these experts are not working in silos but are part of a coordinated approach. That way, advice is not contradictory but complementary.

Budget approval: beyond “last year + inflation”

One of the board’s most visible responsibilities is approving the annual operating budget. Too often, this process is reduced to taking last year’s budget, adding a percentage for inflation, and moving on.

This approach is indeed easy, but it fails to account for real risks and opportunities.

The broker can tell you if rising insurance premiums reflect market realities or inefficiencies in your insurance program.

The actuary can project future claims and liabilities more accurately than a simple inflation adjustment.

And the investment manager can forecast potential returns that could offset operating costs.

These experts can help boards push management toward zero-based budgeting (where every expense must be justified) or scenario-based budgeting (where costs are planned under different assumptions).

The result is a budget that reflects the organization’s true position, not just a copy of last year’s spreadsheet.

5 practical tips for getting the most out of experts

Experts can provide immense value to boards, but only if their insights are applied in the right way. The following are five practical tips that will help you ensure that expert advice translates into stronger decision-making.

1. Engage them early

Too often, boards bring in experts only when the budget is already locked in or when a problem has escalated into a full-blown crisis.

Unfortunately, by that point, the expert’s role becomes reactive rather than strategic.

The better approach is to involve them upfront. This includes during the planning phase, when their insights can shape direction, uncover risks, and highlight opportunities before decisions are cemented.

2. Ask the “so what?” question

Experts can easily overwhelm directors with data, technical detail or lengthy reports. But information only becomes valuable when its relevance is clear.

Encourage experts to move beyond the “what” and address the “so what.” How does this risk, opportunity, or finding impact the business strategy, financials, or reputation? What trade-offs should the board be weighing?

Directors ensure expert advice is grounded in decision-making rather than abstract analysis by asking “so what?”

3. Encourage collaboration

Many issues faced by boards (such as cybersecurity, financial risk, regulatory compliance or strategic growth) don’t exist in silos.

Hosting joint sessions where multiple experts present together allows the board to see the bigger picture. For example, hearing from both the actuary and investment manager in the same session can illuminate the tension between risk management and returns.

Collaboration encourages experts to challenge and complement one another, providing directors with a more holistic, integrated perspective.

4. Insist on clarity

Even the most brilliant advice is useless if it’s buried in jargon or overly technical language.

Boards should set the expectation that experts communicate in plain, business-focused terms. A good litmus test is whether every director, regardless of their professional background, can walk away understanding the key risks, options and implications.

Encourage the use of analogies, visuals, or short executive summaries where helpful. Clarity builds confidence in the advice given and ensures directors can act on it.

Understand the legal framework around cybersecurity

In Canada, the Personal Information Protection and Electronic Documents Act (PIPEDA) requires organizations to report breaches of security safeguards that pose a “real risk of significant harm” to affected individuals.

In these breach reports, organizations must include a wealth of information such as the details of the breach and when the breach occurred.

5. Measure effectiveness

Engaging experts should not be a “tick-the-box” exercise. Boards should periodically assess whether the advice being provided is genuinely improving decision-making and governance.

Are board discussions sharper, more informed, and more forward-looking as a result of expert input? Has the board been able to avoid costly mistakes, seize opportunities earlier, or navigate regulatory complexity more effectively?

Boards can refine how they use experts to ensure ongoing value.

Looking for the right experts to help your board?

As a board member, your role is to ensure the organization is guided by the best available expertise. Brokers, actuaries, auditors, and investment managers each bring unique insights that, when combined, create a powerful foundation for sound governance.

At Axxima, we understand the complex ecosystem of experts that boards rely on. We act as a strategic partner, ensuring you have access to the right expertise at the right time.

Our brokers and actuaries will work alongside auditors, and investment managers to deliver integrated advice, and provide clear, actionable insights that boards can use immediately.

Contact Axxima today to discover how we can connect you with the experts you need to lead with confidence.