Candidates Respond

Yvonne Palm

Routine analysis will become increasingly automated and standardised, meaning actuarial value will increasingly lie in professional judgement, ethical oversight, and the ability to translate advanced analytics into actionable business insight. As AI capabilities advance, actuaries should not simply be technical users of new tools; they should be leaders in applying AI, data science, and automation to business and risk management decisions.

To ensure the profession remains relevant and in demand, the CAS should continue investing in education, research, and professional resources for members. This includes expanding practical education on AI governance, model risk, decision science, and emerging technologies, and embedding appropriate AI-related competencies within the credentialling pathway and continuing education offerings. The CAS should also support research into both the opportunities and limitations of AI across the property and casualty insurance value chain. Practical case studies, implementation guidance, and tools for members would help accelerate adoption and application of these capabilities.

Finally, the CAS should provide guidance on the responsible use of AI, including governance, validation, explainability, accountability, management of bias, and professional standards. As AI becomes more powerful, organisations will place even greater value on professionals who can understand uncertainty, challenge model outputs, and make sound decisions in environments where risks are constantly evolving.

Avraham Adler

I think it is too early to give a definitive answer as to precisely how AI will reshape our day-to-day work, although we know that it will. Even at this stage, we can already see routine data handling, initial modeling, and early drafting of code or policy language being augmented—if not outright automated—freeing actuaries to concentrate on assumption setting, validation of outputs, communication of uncertainty, and judgment on complex or emerging risks. More broadly, the actuary’s role is evolving toward that of trusted orchestrator and ethical steward of AI-augmented risk management—precisely because of our quantitative depth and professional standards.

Our history shows that earlier technological revolutions took time to integrate into actuarial practice, yet once adopted they became permanent. However, I believe that the entry of AI/LLMs into our profession will be much faster than it was with prior technological revolutions due to the low barrier to entry. Herein lies the danger.

One of the key reasons our profession is so valued is the deep expertise we have in understanding financial risk from both a quantitative and qualitative perspective. In the initial years of AI adoption, subject matter expertise and domain knowledge will be extraordinarily valuable. The ability to separate valuable AI results from spurious ones is often difficult for someone who does not have a good grasp on the subject matter.

I think that when it comes to basic and continuing education, we must accept that students and practitioners will use these tools. The learning curve to get started is very shallow, given that the tools themselves can “teach” one how to use them. Moreover, when provided with relevant actuarial materials these tools produce more accurate and contextually appropriate outputs and their responses tend to appear more polished and authoritative.

Therefore, the CAS must place significant emphasis in both basic and continuing education on what I call proper AI “hygiene.” Practitioners need to understand that treating AI as a crutch can prevent us from recognizing spurious or misleading outputs. They should also recognize that many models are trained to be agreeable—creating an emotional pull that can sometimes overshadow rational judgment. Just as there is value to a closed-book test even though we all will check references in actual practice, there is value in understanding the mechanics of our profession so that we can be alert to the pitfalls.

How specifically to implement this in our syllabus will depend on the material. While I am a former teacher, I know that I am not an expert in the science of pedagogy, and as a board member, I would want actuaries to work with seasoned educators to prepare our candidates and practitioners to be the subject matter experts we are expected to be.

Beyond education, the CAS can champion research on effective human-AI collaboration in P&C contexts, validation frameworks suited to generative models, and potential biases in AI-driven insurance decisions. For professional guidance, we should build on the new AI Primer by developing targeted practice notes or frameworks that clarify actuaries’ responsibilities when using these tools—ensuring transparency, documentation, and ultimate accountability stay with the qualified professional.

Kendra Felisky

While AI can automate routine actuarial tasks such as data preparation, model execution, documentation and first-draft analysis, I think this is a great opportunity for P&C actuaries to shift toward higher-value work: framing business problems, validating models, explaining uncertainty and translating results into decisions. However, I do not believe that the CAS should make AI fluency part of credentialing. Instead, we should assist our members to understand how AI can have practical use and while translating that into skills around model governance and communication. Doing this will ensure that CAS actuaries remain trusted leaders as tools advance. 

James Guszcza

 

Nicole Harrington

AI will reshape both the work and the broader role of property and casualty actuaries, but it should not reduce the rigor the profession is known for. If anything, it should reinforce the CAS’s role in setting the standard for expertise, credibility, and professional integrity. AI can be a powerful tool, but as parts of the work become faster and more automated, actuaries will still need strong technical foundations, and often even more judgment, skepticism, and business understanding, to assess AI output, challenge assumptions, apply results responsibly, and communicate clearly in business and regulatory contexts.

To ensure the CAS leads thoughtfully in this space, I would focus on these key areas:

• Education: Build practical AI learning across the full career arc while preserving strong technical foundations and clear expectations for actuarial rigor. That should include more applied learning through case studies, practical examples, examinations, and continuing education.
• Research: Invest in applied research on where AI creates value in casualty practice, where it introduces risk, and how to evaluate it responsibly, including bias, validation, and governance.
• Professional guidance: Provide clear guidance and standards of practice on responsible use of AI, including documentation, review, data considerations, model oversight, and where human judgment must remain central.

We also need to be honest about talent development. AI may reduce some of the routine work that historically helped train entry-level analysts. That does not make early-career talent less important. It means we need to be more intentional about building technical depth, judgment, communication, and leadership for the next generation. That matters both for succession planning and for the long-term strength of the profession.

AI is evolving quickly, and while interest is high, adoption at scale is often hindered by unclear impact, limited understanding, and uncertainty about where it can be used responsibly and effectively. Many organizations are experimenting with AI, but they are still trying to determine where it creates real value, where it introduces new risk, and what level of oversight is needed. In many cases, the challenge is not access to the technology itself. It is knowing how to evaluate outputs, validate results, document use, and apply sound judgment before incorporating it into real decisions. That is exactly where actuaries can add value, and where the CAS can help lead through applied research, practical education, and clear professional guidance on responsible use. AI will not diminish the actuarial role. It will expand and elevate it.

Meagan Mirkovich

As AI continues to evolve, it is essential that CAS actuaries learn to incorporate AI in their daily work. AI is increasingly becoming a larger part of the day-to-day role of property and casualty actuaries. AI is enabling users to help with traditional data entry and routine tasks, creating more time for analysis. AI is also helping to look for efficiencies in processes or help in data review.

In order to help ensure the profession remains relevant, the CAS needs to continue to offer sessions on AI at their meetings as well as offer webinars on the topic. These sessions need to evolve beyond simple panel discussions to more hands-on formats where attendees can learn how to incorporate this technology. It is also helpful to see use cases and learn how others in the profession have incorporated AI in a specific work product. As new AI capabilities expand, it is important that the CAS remains at the forefront and keeps up with professional guidance in using AI in cooperation with other actuarial associations. AI is already being introduced in underwriting and claims handling, and it will continue to evolve. As AI is incorporated in more traditional actuarial work, the CAS needs to grow with its expansion. A culture of innovation should be embraced across the CAS, and we should create an environment where ideas and research in its usage are encouraged.

Mindy Moss

Artificial intelligence is one of the most important shifts facing the property and casualty actuarial profession, and it can be an opportunity if we approach it thoughtfully and proactively. AI will certainly change how we do our work, primarily by creating efficiency gains and reducing the amount of time spent on repetitive and manual tasks. This will allow actuaries to focus more on where we add the most value: solving complex problems, applying professional judgment, communicating clearly with stakeholders, and most importantly, justifying decisions in a regulated environment. As long as insurance remains a regulated industry, there will be a need for actuaries who can explain, defend, and stand behind model-driven decisions.

On a day-to-day basis, the role will evolve, not disappear. As AI takes on more of the mechanical work, actuaries will need to spend more time interpreting results, identifying when outputs do not make sense, and ensuring decisions are aligned with both business objectives and regulatory expectations. The ability to clearly articulate what a model is doing, why it is appropriate, and where its limitations lie will only become more important.

At the same time, AI introduces new risks that insurers will need to understand and manage. Issues like bias, lack of transparency, model drift, and overreliance on complex systems are real risks that can have financial and reputational consequences. Actuaries are well positioned to help quantify and manage these risks. Our training is rooted in understanding uncertainty, evaluating model performance, and making decisions under imperfect information. Those skills translate directly to the challenges AI presents.

Ethical AI adoption will also require strong governance and validation frameworks. This is an area where actuaries already have a foundation. We regularly validate models, document assumptions, monitor performance, and operate within governance structures designed to ensure accountability. These same principles apply to AI, which make actuaries natural candidates to play a leading role in ensuring these tools are used responsibly and appropriately.

To keep the profession aligned with these changes, the CAS should focus on practical, actionable support for members. First, it should continue developing resources that help actuaries understand both how to use AI and where its limitations are. The CAS AI Primer is a great example of this, and expanding on that type of resource is imperative to the successful upskilling of CAS members. Second, the CAS should invest in research and education focused specifically on AI validation, governance, and best practices. Conducting this research and then sharing recommendations with members ensures that we are equipped to evaluate AI systems rigorously. Finally, the CAS should create more opportunities for discussion among actuaries, regulators, and industry leaders so the profession can help shape expectations around transparency, fairness, and accountability.

The most important thing the CAS can do now is empower actuaries to lead AI strategy instead of reacting to decisions made by others. If we equip members with the right knowledge, the profession will remain not only relevant, but indispensable.

Elizabeth Riczko

AI is the latest in a long line of transformative shifts in how we work. Yet the core need for risk experts who can apply analytics to help organizations make sound decisions in the face of uncertainty remains unchanged. AI is reshaping, but not replacing, the work of property-casualty actuaries. Automation will reduce time spent on data preparation, reporting, and routine analysis, allowing actuaries to focus on judgment, governance, and strategic insight. Advanced models and real-time data continue to expand our analytical toolkit, while explainability, fairness, and regulatory alignment remain important core responsibilities.

At the same time, AI is overhyped in the near term. Many organizations are still experimenting, and relatively few production-level solutions exist today. Nonetheless, its long-term impact on actuarial practice will be profound. That is why we need a balanced approach—one that cuts through the noise, focuses on what is real and practical, and prepares actuaries to use emerging tools with confidence and credibility.

The CAS has already built strong momentum with AI content at conferences and webinars, the AI Fast Track Program, and the CAS AI Primer. We should continue expanding this library, especially with applied case studies that let actuaries practice using AI in real-world contexts. As our body of material grows, we must be intentional about design and organization of our online library so members can easily find what they need.

Jeremy Shoemaker

It is important to acknowledge that AI is currently automating much of the traditional entry-level actuarial work. In the short term this can eliminate analyst roles and reduce costs. Over the long term, however, it risks a shortage of experienced practitioners if fewer analysts gain the hands-on skills needed to replace senior actuaries as they become upwardly mobile and eventually retire. The CAS should partner with employers to redeploy entry-level analysts so that they develop the requisite data-science skills while also absorbing the actuarial knowledge and judgment necessary to become the actuaries of the future.

To keep actuaries relevant and lead in AI, the CAS should:

• Accelerate integration of AI and data-science topics into the credentialing pathway and remove outdated content more quickly. Modern tools, including AI, should be used to streamline syllabus revisions on an ongoing basis.
• Offer training in communication and leadership so that actuaries can translate technical insights into trusted advice. Analytical work has limited value if it cannot be clearly communicated.
• Create rapid-response teams in addition to a standing committee to research and share cutting-edge AI breakthroughs, best practices, and reproducible examples with members so that the community can stay current and apply these advances responsibly.

These steps are crucial if the CAS is to lead the profession through the AI transition.

Yvonne Palm

Routine analysis will become increasingly automated and standardised, meaning actuarial value will increasingly lie in professional judgement, ethical oversight, and the ability to translate advanced analytics into actionable business insight. As AI capabilities advance, actuaries should not simply be technical users of new tools; they should be leaders in applying AI, data science, and automation to business and risk management decisions.

To ensure the profession remains relevant and in demand, the CAS should continue investing in education, research, and professional resources for members. This includes expanding practical education on AI governance, model risk, decision science, and emerging technologies, and embedding appropriate AI-related competencies within the credentialling pathway and continuing education offerings. The CAS should also support research into both the opportunities and limitations of AI across the property and casualty insurance value chain. Practical case studies, implementation guidance, and tools for members would help accelerate adoption and application of these capabilities.

Finally, the CAS should provide guidance on the responsible use of AI, including governance, validation, explainability, accountability, management of bias, and professional standards. As AI becomes more powerful, organisations will place even greater value on professionals who can understand uncertainty, challenge model outputs, and make sound decisions in environments where risks are constantly evolving.

Avraham Adler

I believe the best way to move the CAS’s vision for DEI forward is to increase both the size and the diversity of the population from which qualified actuaries are drawn. The larger and more varied the group that enters our cohorts, the more qualified actuaries will emerge from the rigorous syllabus.

When I was in elementary and high school, I had no idea the actuarial profession existed. Even in college, where my math department offered an actuarial track, no one really explained what it was, so I chose a different path. I only learned about the profession years later from a family friend who was an actuary. I was fortunate to have had a strong mathematical foundation and timely guidance when I changed careers in my late twenties. Many talented people never get that exposure or support.

Kendra Felisky

The CAS should move its DEI vision forward by broadening access to awareness, preparation and opportunity, while maintaining fair and consistent standards for all candidates. Many talented students in underserved communities simply do not know the P&C actuarial profession exists, so the CAS should partner with schools, universities, employers and community organisations to introduce the career earlier, explain the credentialling pathway, and provide mentoring, exam resources and exposure to real actuarial work. The goal should not be preferential treatment or lowered standards, but removal of avoidable barriers so that more people can discover the profession and compete on equal footing.

James Guszcza

 

Nicole Harrington

I strongly believe in the importance of our work and our expertise, but the people who do that work matter just as much. Our differences in background, perspective, and experience are not just valuable, they are necessary. They make the CAS stronger and help build a profession that is more relevant, resilient, and responsive.

With that in mind, I would move the CAS’s DEI vision forward by continuing to evolve this work thoughtfully, strategically, and with accountability. The CAS is already making progress, and I would want to build on that in practical ways. That means continuing to broaden awareness of actuarial careers, attracting and developing high-quality candidates, using data to understand where barriers exist throughout the journey from candidate to experienced leader, and making sure this work is reflected in how the CAS thinks about pipeline, member engagement, leadership development, and the overall member experience.

The CAS also does not have to do this work alone. Partner organizations such as IABA, SANA, NAWA, OLA, SAGAA, and Abacus Actuaries are already doing important work to address barriers to entry, expand awareness of the profession, and support candidates through exam resources, scholarships, and a strong sense of community. I would want the CAS to continue partnering with and learning from organizations like these as part of moving this work forward thoughtfully and strategically.

I know this can be a difficult topic for some. But our profession is built on working through uncertainty and complexity, not retreating from it. The goal is a CAS that is stronger, more relevant, and better equipped for the future because more people can thrive and authentically lead within it.

Meagan Mirkovich

DEI is a topic that I feel strongly about having been a member of multiple employee resource groups as well as NAWA. The CAS should continue to maintain their strategic partnerships with organizations such as Abacus Actuaries, IABA, NAWA, OLA, SAGAA, and SANA. These organizations have established memberships and programs and partnering with them will enable us to move the CAS’s vision forward.

Additionally, we should look for opportunities to reach out to students in underserved or underrepresented areas such as through career fairs, connections with local actuaries, or events at local high schools through their STEM programs. As our population becomes more global due to more hybrid and remote roles, it is easier for the CAS to reach a broader population. Having moved from a larger metropolitan area to an area without a large concentration of actuaries, I have spoken with prospective actuaries, but they are unsure of how to find an actuarial position. This creates a disadvantage for those in the underserved and underrepresented communities. Creating an avenue where college students in a comparable situation have a way to find opportunities and connect with others in the field is something I would like to advocate for to move the CAS’s vision forward.

Mindy Moss

Advancing the CAS’s vision for DEI starts by strengthening the full pipeline so that individuals from all backgrounds not only enter the profession but thrive within it. That means broadening who learns about actuarial careers, ensuring the pathway is equitable once they arrive, and modernizing how we recognize diverse experiences along the journey.

First, diversity of thought and background begins with who enters the pipeline. The CAS should continue and expand university outreach, particularly at institutions that have historically been underrepresented in actuarial science. Partnering more deeply with actuarial diversity organizations will amplify our message and ensure that, regardless of background, talented individuals are aware of the opportunities the CAS offers.

Second, once candidates enter the pathway, we must ensure the experience is equitable. Focusing on the candidate experience benefits all candidates by reducing unnecessary friction points. Clear, consistent policies around exam accommodations are essential, as is ensuring those accommodations are granted appropriately. Expanding exam fee reimbursement programs can also reduce financial barriers that disproportionately impact underrepresented groups.

Finally, the CAS should better support nontraditional candidates, including career changers. Expanding project-based assessment would allow candidates to demonstrate applied knowledge and leverage prior professional experience. This creates a more inclusive pathway that recognizes different ways of learning and contributing to the profession.

Elizabeth Riczko

The CAS Vision calls for “an environment in which sharing ideas is welcomed and encouraged, each member’s unique perspective is valued, and individuals from all backgrounds are treated with respect.” I believe this is the foundation of a successful professional society.

Here are two things that I propose to move us forward:

1) We need to disagree more. When everyone appears to agree, it often means some voices feel silenced or hesitant to speak. We need more open, respectful debate and dialogue among members. Healthy debate helps communities grow. When people feel safe to speak openly and disagree constructively, we broaden understanding, strengthen relationships, and build a more resilient profession.

2) We need to listen more. As our community has grown, the quiet moments to meet one another and build relationships have become more challenging. Creating intentional spaces for members to share their lived experiences and truly hear one another will build trust and strengthen our profession. In my own experience, when I take the time to listen to the stories of others, my heart opens to their perspective. That kind of listening expands understanding, softens assumptions, and helps us see one another with greater empathy and respect.

Jeremy Shoemaker

DEI should start from one premise: it’s not a zero-sum game. Greater diversity of background and experience strengthens organizations and improves outcomes… I’ve seen that across multiple large companies where I’ve worked.

To advance the CAS’s DEI vision, I propose these priorities:

• Create psychologically safe spaces so members from underrepresented communities can be their authentic selves.
• Design equity-minded programs that benefit many, not one-off initiatives. Rather than race-based fee waivers, provide need-based waivers and perhaps even subsidize exam-prep resources for candidates with limited means.
• Invest earlier in the talent pipeline by doubling down on our current outreach to K–12 schools, community colleges, and underserved undergraduates. Partner with educators and university math and insurance communities to introduce actuarial science earlier in students’ academic career.

DEI progress takes time, but by focusing on inclusive policies, removing barriers, and investing in the pipeline, the CAS can become an organization that appeals to everyone.