The Insurance Business Hall of Fame

Global President

Years in the industry: 42

Nominator’s view: “As he prepares to retire at the end of 2025, we celebrate a career that exemplifies the very spirit of the IBA Hall of Fame. Larry Thomas is not just a leader – he is a legend. His contributions have shaped the industry, inspired countless professionals, and will continue to influence the future of insurance for years to come.”

In 1999, Thomas made a pivotal move by taking the helm of a small, underperforming acquisition called Prism. With characteristic foresight and determination, he rebranded it as Contractor Connection, which under his leadership has become one of Crawford & Company’s most successful and respected business units.

His leadership has enabled the Contractor Connection network to process $2.5 billion in project costs and over 350,000 assignments annually.

“We created proprietary platforms and integrated other third-party technology,” he says. “We drove the restoration industry to adapt and embrace this technology to better connect with the insurance industry.”

 

 

Under his guidance, the concept of ‘contractor direct repair’ evolved into what it is widely known now as ‘contractor managed repair’. This transformed how insurance carriers and restoration professionals collaborate.

Thomas explains, “We digitized the repair process that allows us to track the timelines and allow communication tools direct from the contractor to the property owner.”

His visionary leadership has earned him deep respect across both the insurance and restoration industries, where he is seen as a trailblazer.

With Contractor Connection established as a benchmark in the industry, widely emulated and admired Thomas’ legacy grew even more as he moved to lead Platform Solutions, an industry-leading segment known for innovation, client satisfaction, and operational excellence.

This continued ability to build high-performing teams and foster a culture of integrity and service has had a lasting impact not only on Crawford & Company but on the broader insurance ecosystem.

Conclusion: Thomas’ leadership spans a diverse range of business segments and geographies, including loss adjusting, catastrophe, aviation, class action, and Asia-Pacific operations. His client-centric approach has consistently delivered innovative solutions, earning the trust of industry leaders and forging long-term partnerships.

Chief Underwriting Officer 

Years in the industry: 36 

Nominator’s view: “His leadership has resulted in the successful launch of new divisions, the development of cutting-edge risk management protocols, and the implementation of advanced analytics and AI in underwriting. Jude DiBattista is also a dedicated mentor and role model, known for building high-performing teams and fostering the next generation of insurance professionals.”

DiBattista has made a reputation for leading and being a source of inspiration within the insurance sector by prioritizing the advancement and integrity of the industry as a whole.

In his current role, he oversees a $2.8-billion portfolio, and ensures innovation through advanced technology, AI-driven underwriting, and process optimization.

He has also held senior executive roles at leading organizations, including GuideOne Insurance (head of casualty underwriting, risk engineering & operations), Nationwide Mutual Insurance Company (chief casualty underwriting officer, E&S/specialty), QBE North America (SVP, head of E&S national property & casualty), Aspen Insurance (SVP, national casualty & environmental), and Allied World Assurance Company (VP, general casualty).

Throughout his career, he has launched and transformed business units, driving double-digit profitable growth, and implementing innovative underwriting strategies and technologies.

 

 

At Nationwide E&S/specialty, he led the transformation of a $450-million division by implementing a vertical structure focused on specialization and technology-driven underwriting. This not only improved internal processes but also set a benchmark for industry best practices.

Then, while at QBE North America, DiBattista launched a $350-million excess & surplus division, developing comprehensive business plans, underwriting guidelines, and pricing models that positioned the unit for long-term success.

Notably, he pioneered Aspen and Nationwide’s first AI-driven underwriting platform, reducing quote turnaround time by 40 percent and improving risk selection accuracy, which resulted in a 15-percent increase in profitability within the first year.

Always operating with an innovative mindset, DiBattista remembers when data insights transformed the insurance industry a little over a decade ago.

“The rise of data and analytics has fundamentally altered how we underwrite, process claims, and engage with our customers,” he explains. “To stay ahead, I’ve always championed digital transformation initiatives. I actively encourage the use of data to provide that forward view to respond more quickly to regulatory and market shifts, identify issues within portfolios, ensuring compliance and maintaining flexibility and speed to market.”

When developing new business, DiBattista prioritizes putting together a quality team and the right controls around underwriting, making the operational efficiency seamless while delivering and listening to customers and brokers.

“I like to build a portfolio that’s niched and balanced, but broad enough that I can read markets with certain KPI data to go in and out per market cycle,” he says. “That started about 10 years ago for me, and it’s something I bring through every business unit that I manage.”

Conclusion: By consistently placing the industry’s interests at the forefront, whether through developing risk-based solutions, enhancing underwriting standards, or advocating for technological advancement, DiBattista has not only driven organizational success but has also elevated the broader insurance sector.

CEO, North America and Global Regions 

Years in the industry: 37

Nominator’s view: “Lori’s influence is unmistakable. At industry events, attendees line up for the opportunity to speak with her directly. She dedicates time to clients of all sizes, demonstrating her belief that every relationship matters, and that listening is foundational to leadership. Lori’s impact extends through mentorship. Her ‘mentoring tree’ includes dozens of current and former Aon leaders who credit her with shaping their careers.”

In her current role as CEO of North America and global regions, Goltermann leads the strategic management and delivery of the firm’s risk capital and human capital solutions, helping clients navigate volatility and make better decisions about their people and risk strategies. She is responsible for embedding Aon’s client leadership model across the firm and delivering integrated solutions that strengthen client relationships and relevance.

Her career began at Travelers before she moved to Aon in 1993, holding a range of positions, including account executive, private equity and M&A practice leader, and ultimately running the St. Louis office, before being appointed as US health and benefits practice leader.

This was followed by a series of leadership roles including CEO, US commercial risk & health solutions, and chief client officer & CEO, global enterprise clients.

 

 

One of Goltermann’s most enduring contributions to Aon and the broader industry began during her tenure as leader of US health & benefits. Tasked with deepening client relationships, she recognized the need for a more unified, consistent approach to client service. Her vision was to deliver a high-quality, high-value experience at every client touchpoint. This led to the creation of Aon’s client leadership model, a transformative framework that redefined how Aon engages with clients.

What began as a business-specific solution evolved into the foundation of Aon’s global go-to-market strategy. It now underpins the firm’s 3×3 growth approach: delivering integrated solutions across risk and human capital, deepening relationships through consistent client leadership, and elevating service and analytics via Aon Business Services.

The client leadership model is built on five core promises – partnership, expertise, innovation, excellence, and results – and a structured methodology that aims to discover, develop, review, and deliver. Every new client-facing colleague is trained in this model, ensuring a consistent and elevated client experience across Aon’s global network.

For Goltermann, the basics of client services have remained the same since she started, though the market conditions have become exponentially more complex.

“We talk a lot about the megatrends at Aon, whether it’s trade and tariffs and geopolitical risk or technology and the massive transformation that every company is going through with artificial intelligence and generative AI,” she explains. “But when I started in the industry, the concept of trying to understand your customer’s strategy and how to underwrite their business and put together a proposal to help them transfer risk – that still holds true today.”

In addition, Goltermann is known for her accessibility, authenticity, and commitment to developing future leaders, especially women and underrepresented talent. Her ‘mentoring tree’ includes dozens of current and former Aon leaders. This likely stems from Goltermann’s own experience of senior team members’ guidance.

“I’ve had so many mentors that have helped me get to where I am. I never could have achieved this much without previous mentorship.”

Beyond Aon, Goltermann serves on several boards and community organizations, including the Lincoln Park Zoo, the Special Olympics, and Aon’s apprenticeship program, which creates career pathways for diverse candidates.

She is also a member of The Chicago Network, a coalition of the city’s most influential women leaders. Through Aon’s role as a founding member of the Network’s Equity Pledge, Goltermann is a visible advocate for gender equity in leadership, with a commitment to achieving gender parity in executive roles by 2030. Her example continues to inspire the next generation of entrepreneurs and business leaders to lead with purpose, empathy, and impact.

Conclusion: Goltermann’s ability to translate vision into scalable, enterprise-wide innovation exemplifies her leadership and lasting impact on both Aon and the industry more broadly.

Executive Managing Director of Executive Liability 

Years in the industry: 39

Nominator’s view: “Along with deep expertise in both the underwriting and brokerage side, Lattmann leverages his extensive market knowledge and understanding of complex exposures to help clients navigate directors and officers liability, professional liability, employment practices liability, fiduciary liability, crime and related lines.”

The executive liability practice at Beecher Carlson under Lattmann’s guidance, as one of its founders, has grown significantly driven by a client-first philosophy and a culture of collaboration and excellence.

Lattmann is an innovator in executive liability insurance; he spearheaded the development of the first predictive D&O analytics tool at a brokerage, originally called MARA, now known as D&O In-Site. This tool transformed how clients assess risk by leveraging historical loss data and tailoring insights to each client’s specific risk profile, which helps drive risk transfer decisions.

“People weren’t using the term ‘data analytics’ back in the day,” he notes. “But being able to sift through a risk profile and identify hazard areas allowed me to understand the risk profile better and find the best insurance company to write that risk.”

Finding predictive risks was the ultimate goal of Lattman’s efforts.

“Over time, there was enough securities litigation against directors’ officers of boards to identify why one company got sued and another one didn’t. So, we invested heavily early on to basically buy as much data as we could both around the risk profile and then the claims data.”

Under Lattmann’s leadership, this analytics-driven culture expanded into EPL-InSite and Cyber-InSite, providing clients with forward-looking, data-informed strategies across multiple lines of coverage. These tools have become key differentiators for the firm, offering clients a level of insight and program customization previously unavailable.

 

 

Lattmann also helped launch CyberSelect, a tailored cyber insurance form, and led the creation of affinity programs that allow regional Brown & Brown offices to access D&O and cyber coverage, broadening access to sophisticated solutions across the organization. His ability to anticipate client needs and translate them into scalable, innovative solutions has positioned him as a visionary in the industry. Lattmann’s work continues to redefine how brokers deliver value in a rapidly evolving risk environment.

Prior to joining Beecher Carlson, Lattmann spent 15 years at Marsh, where he led a team focused on complex risk placements for Fortune 1000 companies. Earlier in his career, he served as a regional manager at National Union Fire Insurance Company (AIG), gaining foundational underwriting experience.

Since 2012, Lattmann has also been the president of the Professional Liability Underwriting Society (PLUS) and a member of its Board of Trustees since 2006. In addition, he serves on the AIG New York Advisory Board and previously held a position on the ACE (now Chubb) Bermuda Advisory Board.

He’s also keen to pay it forward and share his time to help others.

“I spend time on the board of a minority business development institute to help women minority and disabled veterans get their businesses off the ground. I like to give back and give to everyone else,” he says.

Conclusion: Lattmann’s career is marked not only by technical excellence and innovation but also by a deep commitment to mentorship, inclusion, and the industry’s long-term success.

🛡️ Resilience and breaking barriers

• Many Hall of Fame honorees began their careers in eras or environments where women and minorities were underrepresented in leadership. They faced and overcame biases, often being the first or only in their roles.
  
   

• Becky Patel, for example, challenged gender and cultural stereotypes, advocating for work-life balance and inclusivity, and turning adversity into a platform for change.

🌱 Mentorship and talent development

• Nearly all the professionals highlighted have a strong commitment to mentorship. 
  
   

• Brenda Austenfeld focused on shaping future leaders.
  
   

• Howard Siegel established or led formal mentorship programs, ensuring knowledge transfer and support for emerging talent.
  
   

• Jeff Lattmann worked with the Minority Business Development Institute and PLUS Women’s Leadership Network, demonstrating a dedication to supporting underrepresented groups.

🌍 Advocacy for diversity, equity, and inclusion (DEI)

• Many of these leaders are champions of DEI, not just in words but in action.
  
   

• Lori Goltermann advocated for gender parity.
  
   

• Charles Brophy intentionally included women in leadership discussions and M&A meetings.

💡 Innovation and visionary leadership

• Several honorees are recognized for pioneering new business models, technologies, or practices.
  
   

• Jude DiBattista launched new business units and focused on digital ecosystems and innovation.
  
   

• These leaders are not just maintaining the status quo; they are actively shaping the industry’s future.

🤝 Service beyond the workplace

🧭 Values-driven and authentic leadership

• Attributes such as integrity, empathy, authenticity, and purpose are repeatedly cited.

🌟 Legacy of inspiration and empowerment

• These professionals are recognized not only for their achievements but for the enduring impact they have on others. They serve as role models by leading by example, sharing their journeys, and empowering others to succeed.

“Integrity and trust are the foundation of success in the insurance industry,” adds Worters. “Resilience, adaptability, and curiosity are critical as risks and circumstances evolve. Analytical skills are important, but so are empathy and collaboration; balancing technical expertise with the human side of our work defines true success.”

Learning from crises

The Hall of Fame honorees have been present during some of the most consequential events of the past four decades. While these events presented major challenges to insurance leaders, Worters explains that the best in the business have overcome crises with resilience and new solutions.

“Each crisis provides insights into risk exposure, claims management, underwriting practices, and customer communication,” she says. 

“For instance, the lessons from 9/11 led to innovations in terrorism coverage and reinsurance structures, while the COVID-19 pandemic highlighted gaps in business interruption policies and remote workforce risks. Climate change is prompting insurers to rethink catastrophe modeling, pricing, and sustainability strategies.”

Remaining calm and reliable during times of crisis served Goltermann particularly well through the tumultuous pandemic.

“Whenever those moments happen, it’s a chance for our leaders to be inspirational, confident, and maybe not show as much vulnerability in how you feel,” she says. “It builds a bond with your team when you can get through tough times like that.”

During turbulent markets, Lattmann has redistributed his own salary raises and bonuses to reward his teammates in lean years.

“I needed to make sure the team stayed intact, but it had to be the right team with the right leaders,” he explains.

Adapting to technological changes

IBA’s Hall of Famers have gone from using manuals for underwriting to leveraging AI to do the same task in the space of nearly four decades.

When Thomas began his career as a claims adjuster, he would carry a pocket full of quarters to report back to his office through a pay phone. Having seen the impact of technology, Thomas has maintained a curious attitude.

“Those that resisted were left behind, but those that embraced it and wanted to learn about technology made a difference,” he says. “The team and I were innovative, looking at technologies of the future, not just using the technology that is available in today’s market.”

Leaving a legacy

This select group of industry veterans is also paving the way for the next generation.

Goltermann’s own challenges of balancing career goals with personal obligations motivates her to pass on advice.

“Women often have to navigate the path of a high career performance and trajectory with trying to figure out how to also be a wife and a mom or a daughter to an aging parent,” she explains.

“A lot of times, I don’t know that I have the answer to the perfect equation of work-life balance, but even just sharing how I’ve navigated those different stages of my life and helping rising stars work through that question is something I get a lot of enjoyment out of.”

Hall of Famer DiBattista notes the diminishing talent gap between leadership and general underwriters, a phenomenon he says stems from increased coaching and skills development.

“We’ve started to close that gap over the last few years. That’s done with simple things like lunch and learns, and talking about subjects like emerging issues and trends. It’s very important to be able to bring young talent up.”

Holding numerous leadership positions across his career, DiBattista shifted his mindset to enable a more collaborative approach.

“My leadership style has really evolved in a positive way. It was historically more of a directive style of leadership, but now it’s more collaborative and empowering,” he says. “Over time, I’ve learned the value of trust. Trust, but verify. My evolution as a leader really involves not just setting a vision but also promoting an environment with diverse perspectives that I value in my team. And I think that really motivates the team to want to do better, learn, and respond.”

Taking on branch management at 24, Lattmann understood the importance of leadership through education. Now with decades of experience, he points to an open-door policy that facilitates innovation and excellence.

“I tell all of them, ‘If I’m looking left and I should be looking right, it’s your responsibility to wake me up and challenge me,’” he explains.

Having competed in college athletics and coached high school football, Thomas finds many parallels between the leadership skills needed.

“Everyone’s got a game plan, but that’s why there’s halftime. You make adjustments and revise your game plan to what is necessary, but the goal never changes.”

Conclusion

The Hall of Fame 2025’s achievements, prowess, and expertise have earned them this prestigious honor. Not only have they raised the bar across the industry, but they’re also examples to other colleagues due to their:

• Role modeling: Sharing personal stories of overcoming adversity, balancing work and life, and breaking new ground, these leaders show that success is possible.
  
   

• Mentorship: Both formal and informal mentoring provides guidance, support, and opportunities for others to learn and grow.
  
   

• Advocacy: Commitment to DEI and creating inclusive environments inspire younger professionals to pursue leadership roles and advocate for others.
  
   

• Innovation: Willingness to embrace change and drive innovation encourages younger professionals to think creatively and be proactive in shaping the industry.
  
   

• Community engagement: The honorees demonstrate the importance of giving back and building networks beyond the workplace.
  
   

• Values: They emphasize integrity, empathy, and service, setting a standard for ethical and impactful leadership.
  
   

• Becky Patel
  
  Advisor and Former CEO, Amwins Connect
  
  Amwins
• Charles Brophy
  
  Regional President, East President and CEO, HUB New England
  
  HUB International
• Claudia Mandato
  
  Executive Vice President, Operations Executive
  
  Lockton
• Jude DiBattista
  
  Chief Underwriting Officer
  
  Starr Insurance