Leading the next generation of claims professionals

When Jonathan Hubbard, President of Crawford & Company Australia, takes the stage at this year’s ANZIIF Liability Conference, he will speak about what he sees as the insurance industry’s most urgent challenge – and its greatest opportunity: how to identify, nurture and retain the next generation of talent.

For Hubbard, who has spent more than three decades in loss adjusting and claims leadership, the issue goes to the heart of sustainable performance.

“Leaders must show through action, not just words, that people are their top priority,” he says. “Authentic role modelling is essential to fostering a culture where talent thrives.”

It’s a philosophy that reflects both his own journey and the distinctive culture he’s shaping at Crawford & Company, which is grounded in people, purpose and professionalism.

In a world where automation and regulation are transforming the nature of claims, Hubbard is focused on one thing above all: building high-performing, human-centred teams.

From the farm to claims leadership

Hubbard’s journey began far from the boardrooms of corporate insurance. “I grew up in England before moving to Australia in the mid-1990s, which is when I really started my career in insurance, initially as a Liability Loss Adjuster,” he shares.

“Growing up on a farm taught me the value of hard work, but I knew early on agriculture wasn’t for me,” he says.

After working as a clerk at a legal firm and spending some time travelling, Hubbard found himself handling liability claims.

That experience became his gateway into the insurance industry. It was loss adjusting, however, that captured his imagination.

“The unique challenges presented by loss adjusting truly interested me,” he says. “I discovered I had a natural aptitude for the role, which demands not only technical expertise but also strong people skills and the ability to handle the pressures inherent to the work.”

He credits two early mentors — Keith Henry and David Radcliff from his time at GAB Robins (now Sedgwick) — with shaping his outlook.

“They were both excellent leaders and forward-thinking strategists who anticipated many of the changes that later shaped loss adjusting and the wider claims industry.

"Their guidance and example played a big role in my development as a business leader.”

Over time, that “mix of challenge, variety (no two claims are alike), and the ability to make a real difference” gave Hubbard both professional satisfaction and enduring friendships.

“Some of the most rewarding experiences have come during major catastrophe events, such as the Sydney hailstorm in 1994 and the Black Friday bushfires in 2009, where being part of the response made a significant impact.”

Leadership through culture

Since stepping into the presidency of Crawford & Company Australia, Hubbard has placed culture at the centre of his agenda.

“I’ve focused on building on the great work of those before me and continuing to nurture the positive culture we’re known for — a place where people can genuinely thrive and grow their careers, ,” he says.

“The continuity of leadership at Crawford has been a major advantage, giving us a solid foundation to build upon and maintain momentum.”

He believes that leadership is behavioural before it is strategic. “Establishing the right patterns of behaviour is essential, and while it may sound simple, how you conduct yourself each day truly sets the tone for the business,” Hubbard explains.

“By role-modelling the behaviours we value and consistently reinforcing what we encourage and discourage, we create a better flow and reduce the time spent on management.”

That consistency — anchored in clear strategy and a connected leadership team — has allowed Crawford to maintain “an effective operating rhythm and sound decision-making across the board”.

Looking ahead, Hubbard’s goal is to strengthen “high-performing teams” across every segment of the business.

“This comes down to maintaining high standards of quality, technical expertise, and customer service,” he says.

“Harnessing technology will also play a crucial role in enhancing the customer claims experience; we’re always seeking opportunities to innovate and streamline our processes to provide even better outcomes.”

But perhaps his greatest passion is people development. “Above all, I am deeply passionate about developing the next generation of leaders within the business,” he says.

“This year, I introduced a Senior Leadership Program in Australia, designed to align leadership development with our strategic business objectives—an initiative of which I am particularly proud.”

Building high-performing teams

Hubbard says leadership potential is not a function of hierarchy, but of hunger. “While a certain base level of ability is a given, it is truly a blend of positive attitude, ambition, and a strong sense of accountability that makes for a good leader,” he says.

He’s quick to point out that leadership is also borderless. “Leadership potential is not defined by age, nationality, affiliation, race, or gender; rather, what sets future leaders apart is their hunger to learn, their willingness to upskill themselves, and a knack for problem-solving and thinking on their feet.”

Crawford’s commitment, he says, is to turn potential into performance. “When someone brings the right attitude and drive, we are committed to ensuring they are given every opportunity and the developmental tools needed to grow into formidable future leaders.”

That approach, he believes, underpins the company’s long-term success: “It reflects our commitment to nurturing talent and building high-performing teams at Crawford Australia, fostering an environment where everyone can genuinely thrive and reach their full potential.”

At the crossroads

Hubbard is frank about the challenges facing loss adjusting. “One of the main challenges is the talent gap, with an aging workforce and insufficient new talent entering the field,” he says.

“This shortage has led to unsustainable practices like poaching, which ultimately undermines a strong, unified culture.”

The solution, he argues, lies in developing and retaining people internally. “At Crawford, we prioritise developing and retaining our own people, as this fosters consistent performance and builds motivated, aligned teams.”

And with challenge comes opportunity. “There is a growing emphasis on regulatory compliance and operational resilience,” he says, citing frameworks such as GICOP and CPS 230 as examples of rising professionalism.

“Crawford's strong governance and compliance culture — bolstered by our status as a publicly listed company — along with our scale and commitment to maintaining a countrywide field force, give us a competitive edge in serving customers.”

While technology is transforming the sector, Hubbard sees it as a supportive force, not a replacement. “While the human element remains irreplaceable, technology and AI present key opportunities to automate manual tasks, streamline processes, and empower claims professionals to bridge the gap between good and great performance,” he says.

“Rather than replacing people, AI is designed to support and elevate the expertise at the heart of our work; human judgment remains central to the claims process.”

Facing the storm

As Australia continues to experience severe weather events, Crawford’s preparation is both strategic and deeply human.

“By planning ahead, we ensure our triage teams and adjusters are primed to respond rapidly as soon as requests come in,” Hubbard explains.

That readiness extends across borders. “A key strength of Crawford is our global reach and depth of experienced adjusters.

When large-scale events demand additional resources, we can seamlessly call upon support from our teams in other countries such as the UK and Canada to bolster our local response.”

Technology, again, is an enabler. “We’ve equipped field adjusters with iPads for direct site report updates,” Hubbard says.

“Our proprietary mobile platform now includes a CAT Report function for rapid field data capture during catastrophic events like Ex-Tropical Cyclone Alfred.”

Tools like “Negative Sentiment Identification” and the “Resolve” complaints system ensure compliance and speed, while the “Stages of Claim” function gives instant visibility into progress.

For Hubbard, the goal is clear: empower adjusters to focus on people, not paperwork. “By combining rigorous advance planning, global resource capability, and innovative technology-driven solutions, Crawford ensures our teams are empowered to focus on customer outcomes and resolving claims efficiently,” he says.

People-first future

As he prepares for his ANZIIF keynote, Hubbard’s message to the industry is one of authentic leadership and investment in people.

“To identify, nurture, and retain the next generation of insurance talent, the industry needs an authentic, people-first approach,” he says.

It’s a reminder that, even in an age of algorithms and automation, the strength of loss adjusting and claims management still lies in its people — their judgment, empathy and expertise.

Hubbard sums it up best: “Ultimately, these strategies strengthen not only individual organisations but also elevate the industry as a whole by developing a skilled, engaged, and future-ready workforce.”

It's not too late to secure your ticket for the 2025 Australian Liability Conference.

Book now