PRESIDENT’S MESSAGE 4 TH QUARTER CLOSE
AGENT / BROKER DIVISION AVIATION INSURANCE INFRASTRUCTURE: INDUSTRY GROWTH & THE LAW OF LARGE NUMBERS
ATTORNEY DIVISION SPACE LAW IN THE EU CLAIMS DIVISION JUST WHAT DO I DO?
UNDERWRITER DIVISION AN UPDATE ON PROPOSED PART 108
2025 AIA OPEN HIGHLIGHTS
Ian Wrigglesworth, Global Head of Aviation and Aerospace Specialty, Guy Carpenter aia president 2025–2027
Dear all,
I feel I am well into my tenure as President, and I appreciate the opportunity.
I trust that those who attended AIA’s golf outing in Atlanta on September 22 had a wonderful time. This has become an annual fixture and is very well supported by AIA members. The format enables players of all capabilities, and it is a great networking event. View the highlights on page 27 in this issue.
AIA’s annual London Symposium is scheduled for November 4. It is always a pleasure to see so many of you there. I will be there with nearly all the AIA board. We have a full schedule of excellent speakers followed by drinks. You are welcome to join as much as you can.
The aviation market’s technical ability to understand and calibrate risk has become ever more impressive. We live in an age where data is readily available, and models provide the backdrop to underwriting decisions and increase management’s comfort levels. There is also a deep understanding, by seasoned underwriting professionals, of aircraft or product manufacturers and portfolios of risks in the reinsurance world. This knowledge is impressive, but the supply and demand curve strongly influence these two essentials. When capacity and risk appetite increase, technical pricing and understanding risk become poor relations.
The aviation market’s technical ability to understand and calibrate risk has become ever more impressive.
Since July 1, I have been going through the process of listening to, planning with, discussing, and advising clients and reinsurers alike. This has been an extraordinary period with strong ideas for the upcoming renewals. These strong ideas, however, are being tempered by the significant amount of capacity available.
Even with fluctuating market pricing, we will continue to focus on how coverage is worded and ensure that every claim scenario is thoroughly explained. We all think we have a great deal of understanding in our respective insurance or reinsurance markets, but I learned many years ago that “that’s the way it has always been covered” is not an argument that a court understands. I value wording professionals very highly, and I believe they should be celebrated and encouraged in our aviation insurance market.
I also encourage all learning. I am proud that the AIA provides and promotes learning not only to those new to the aviation insurance business, but also refreshes learning each year for those who are seasoned professionals. Thank you to AIA’s Education Committee. Mark your calendars for our continuing insurance education (CIE) program at the 2026 AIA Annual Conference on Wednesday, May 6, in Dallas, Texas.
I wish you all a good 4th quarter as we work towards safer skies and a disciplined and professional marketplace.
Ian Wrigglesworth
Ian Wrigglesworth currently serves as Global Head of Aviation and Aerospace Specialty at Guy Carpenter, based in London, U.K. As an active AIA member for more than 25 years, Ian has served in several capacities on the AIA Board of Directors. He assumed the role of AIA President in April 2025.
Rachel Lewis, AMA-CPM, Operations Manager, Schrager Hampson Aviation Insurance Agency
AIA Director-Elect, Agent/Broker Division
Introduction
It’s no secret; the aviation industry is anticipating widespread growth over the next two decades, as the FAA has recently released projections spanning 2025 through 2045. This growth, however, isn’t in all the areas one might expect. Growth is expected in both current and emerging risks.
I should note that emerging risks aren’t just from drones anymore. Emerging risks in both the commercial space and Advanced Air Mobility (AAM) sectors are anticipated to grow substantially. According to NASA, the Advanced Air Mobility mission aims to bring “the movement of people and goods off the ground and into the sky. This… will include low-altitude passenger transport, cargo delivery, and public service capabilities.”1
The FAA Advanced Air Mobility (AAM) Implementation Plan, discussed at the 2025 AIA Conference, seeks to build the infrastructure to accommodate this lowaltitude flying and increased air travel.2 My immediate reaction to this segment was, “What about the aviation insurance industry’s infrastructure?” If low-altitude air travel becomes a frequent means of travel by 2030, does the industry have the bandwidth to handle that? And could we handle that combined with the projected growth in other areas?
Moreover, the aviation insurance industry has always been touted as the exception to the “law of large numbers,” which is a long-held principle of insurance. So, the other question I’ve been asking myself is: are we as an industry prepared with the technological tools needed to utilize the benefits that the law of large numbers could offer in our industry?
For general aviation, the bread and butter for the majority of our industry, the overall fleet is expected to grow from 214,222 aircraft (as of 2023) to 238,350 by 2045, a cumulative growth rate of about 11% over the next two decades.3 While overall growth is slowing after the post-COVID-19 boom, the interesting factor in the FAA’s projections is that largest segment of the fleet, fixed-wing piston aircraft, is predicted to shrink from 2023 to 2045 at an average decline of 0.1% per year due to the number of deliveries not keeping up with the number of retirements.4
This decline is offset by increases expected for all other segments, but primarily the turbine segment. The turbine fleet is expected to grow to 54,685 by 2045, a cumulative growth of 57.9%. 5 While the turbine fleet will still be a much smaller piece of the pie comparatively, this will be a notable shift in the coming years as domestic economic growth and corporate profits drive growth in the turbine sector.
Aircraft Fleet projections by category as shown by the FAA.6
Additionally, the pilot trend of aircraft selection based on technological offerings has already been made clear as more pilots are opting out of updating avionics in aging airframes and setting their sights on newer, more technologically equipped aircraft instead. Like the turbine category, the light-sport-aircraft (LSA) fleet, which is often equipped with the latest technology, is forecast to grow by 3.1% per year, almost doubling its 2023 fleet to a total of almost 5,900 by 2045. As the MOSAIC ruling to expand the definition of LSA wasn’t noted in the FAA’s projections, it’s hard to say how much of this growth, if any, was attributed to that factor. Regardless, I know this is a sector we will all be watching very closely. As barriers to entry are lessened, it’s safe to say that insurance for recreational LSAs will be in higher demand. Brokers should expect the variety of requests to increase as the focus on the cookie-cutter piston aircraft shifts away to other categories.
It’s not just fleet size; the GA market is projected to grow even faster by hours flown, with a cumulative growth projection of 19% by 2045.7
Flight hours in single-engine piston-powered aircraft saw record increases in recent years, alongside record highs in new pilot certifications in almost all categories.8
Despite these statistics, hours for fixedwing pistons are projected to decrease in the coming years primarily due to retiring aircraft.
To add perspective, the FAA data shows that in 2023, 24.2% of the fixedwing piston aircraft were 60 years old or older, which is only projected to increase over the forecast period.9 Once again, this is set to be countered by an increase in the turbine hours flown.
units is expected to peak over the next five years to 1.93 million by 2029, while commercial units are projected to reach 1.18 million by 2029.12 While growth is expected to slow after 2029, the drone category holds the unique advantage of increasing efficiency and safety in the industries it serves, thus becoming an appealing solution to old and new problems alike.
Aircraft hours flown projections by category as shown by the FAA.10
On the broker side, we should expect to see a steady increase in transition pilots, industrial aid risks, and owner-flown turbines into 2045. Given these trends, it’s essential that transition training options be accessible both from an insurance and an overall cost perspective.
The UAS /drone sector has experienced steady growth over the last 10 years and is expected to continue growing as the introduction of drones in the National Airspace System (NAS) offers expansive possibilities, primarily in commercial operations.11 The number of recreational
Finally, emerging markets could lead to unprecedented changes to the way we do business. The commercial space sector is projecting record growth over the next 10 years. While the projections are limited by using only known operators’ data, the FAA has estimated between 2,067 and 4,010 authorized space operations by 2034, from just 148 recorded in 2024.13
The FAA defines Advanced Air Mobility (AAM) as: “an umbrella term for aircraft that are typically highly automated, electrically powered, and have vertical takeoff and landing capability.”15 In other words, eVTOLs. AAM is a newer and even less predictable market compared to commercial space. However, the FAA expects AAM
FAA Projected Commercial Space Launches 14
entry to service between 2025 and 2027, with gradual growth until 2030,16 and has led initiatives to prepare for the entry into service, including its 2023 Implementation Plan.
The plan outlines several areas of collaboration and infrastructure development necessary for this entry into service, including partnerships with both government and nongovernmental organizations, as well as plans to engage with community stakeholders.17
A drastic shift in transportation away from traditional motor vehicles to aerial vehicles could prove challenging for our industry if the technology and manpower are not in place to support it. With 296.6 million registered vehicles in the U.S. as of 2024,18 it is safe to say aircraft insurance won’t have the volume of data that the auto insurance industry has anytime soon.
Although the introduction of aircraft into everyday travel accessible to those of broader financial status is a territory we have not yet explored, it is one we must prepare for with the data we have now. As an industry, insurance relies on predictability, and while aviation technology will likely be forever changing and at the forefront of technological advancements, it is this advancement itself that becomes the predictability of our industry. Thus, our learned ability to adapt to a changing market will prove essential in the coming years.
Though it is true that the total number of aircraft in the market is dwarfed by the number of registered road vehicles, I never understood why the Law of Large Numbers couldn’t apply to the aviation insurance industry. The Law of Large Numbers is, in actuality, a statistical principle.
The Law of Large Numbers asserts that statistically, the outcomes of seemingly unrelated events tend to stabilize and become more easily predictable when the sample size is large enough. The predictability provided by the Law of Large Numbers enables insurers to set fair premiums for each risk, creating a pool of premiums for which the claims of the total client base can be paid. Within our industry, the lack of available tools — including quoting tools, training tools, and general supporting software — appears to be a direct result of the absence of the Law of Large Numbers. In other words, there isn’t enough predictability or volume to allow companies to invest in these tools.
You may be asking yourself, “So, what’s the magic number that allows the Law of Large Numbers to apply?”
The truth is, there is no one number; the principle just asserts that as the data sample grows, there will be stabilization of the data average and thus, predictability. There are far too many possible variables in any given circumstance to give one magic number.
The last two pages of Ars Conjectandi showing Bernoulli’s estimation of minimum sample sizes needed to achieve specified degrees of accuracy. 21
While there isn’t a clear number now, there might have been a few clear numbers for Jacob Bernoulli, the mathematician credited with first discovering the Law of Large Numbers and incidentally the uncle of the famed Daniel Bernoulli, who most aviators will recognize as the author of Bernoulli’s Principle. Around 1687, Bernoulli started working on the final part of his magnum opus Ars Conjectandi (The Art of the Conjecture). He posed the question: “How do you determine the true probability of an event in situations where the sample space isn’t fully accessible?”19 Bernoulli’s question led him to discover the mathematical equation Bernoulli’s Theorem, later called “The Weak Law of Large Numbers.”20 Interestingly enough, his book records the sample sizes he used to discover this theorem. He estimated minimum samples sizes such as 25550, 31258, 36966, etc., for varying degrees of accuracy. Though it remains that there truly is no magic number, what will remain fundamentally true, is that as the sample size grows, accuracy improves.
How can the aviation insurance industry prepare for growth in so many different areas? As someone who began their career in the tech industry managing data and automation, the answer is clear. The embracing of technology will be the difference between successful partnerships with current and emerging industries and a burnt-out aviation insurance workforce with high turnover and inadequate capacity to service those industries.
In recent years, new insurance companies have emerged, leading to a much-needed shift towards more automated quoting and servicing processes provided by some of these companies. However, some carriers still rely on manual underwriting review for most of their aircraft quotes, along with manual endorsement and certificate processes.
As insurers prove that many risks can be quoted automatically with success, the lack of large numbers can no longer be used as an excuse for inefficient processes. Although individual brokers cannot control the technology offered by each insurance company, we can use the tools at our disposal to automate as much as possible.
The most essential tool in the toolbelt of any aviation insurance broker is partnership.
Relationship building, with clients and insurance companies alike, has always been a crucial part of an aviation insurance agency’s success. Expanding partnerships with new vendors and software providers for automations and integrations, when feasible,
can offer relief as the number of aviation risks rises. Brokers who adopt this mindset will be the ones who continue to grow and thrive in a changing world.
Finally, and most importantly, I believe that supporting and empowering the upand-coming brokers in our firms will be essential to managing our growing books of business. Being the second director-elect in a row to run unchallenged, it is clear we need to empower the next generation of aviation insurance brokers to become involved and give them a seat at the table. Additionally, I’d like to encourage brokers to get involved. AIA members of any membership level can support our industry and its emerging stars by volunteering to serve on committees within the AIA. To find out more about these committees and other ways to become involved, visit the AIA website here
While the anticipated growth is in some ways daunting, I’m confident that our industry will rise to the occasion as it has in the past. To do this, the aviation insurance industry must embrace technology, tools, and new ways of doing business to emulate the growth in technological advancements that fuel the greater aerospace industry. Additionally, empowering the next generation of brokers with education and the tools they need to be successful will prepare the industry to keep up with the demand that everyday aircraft travel could bring.
Rachel Lewis began her career as an assistant to the president at Schrager Hampson Aviation Insurance and is now a licensed insurance agent. In May 2025, Rachel was elected to the AIA
Board of Directors as the Agent/Broker Division’s Director-Elect. She will serve as Director-Elect for one year before beginning her two-year Director term.
Cited
1. National Aeronautics and Space Administration. 2025. Advanced Air Mobility Mission. 04 10. https://www.nasa.gov/ mission/aam
2. Federal Aviation Administration. 2023. Advanced Air Mobility (AAM) Implementation Plan: Near-term (Innovate28) Focus with an Eye on the Future of AAM Version 1.0. July.
3. Federal Aviation Administration: Forecast and Performance Analysis Division. 2025. FAA Aerospace Forecast Fiscal Years 2025–2045. PDF — Forecast, Washington, DC: Federal Aviation Administration.
4. – 16. Ibid
17. Federal Aviation Administration, Advanced Air Mobility (AAM) Implementation Plan
18. Hedges & Company. 2025. How Many Cars Are In the US: US Vehicle Registration Statistics. Hudson, OH, June 11.
19. Statistical Modeling and Forecasting, Sachin Date. n.d. On Jacob Bernoulli, the Law of Large Numbers, and the Origins of the Central Limit Theorem. Accessed 08 28, 2025. https://timeseriesreasoning. com/contents/history-of-law-of-largenumbers/
20. Ibid.
21. Bernoulli, Jakob. 1713. Jacobi Bernoulli profess. basil. & utriusque societ. . . . Ars conjectandi, opus posthumum : accedit Tractatus de seriebus infinitis, et epistola Gallice scripta de ludo pilæ reticularis. Basileæ : Impensis Thurnisiorum, Fratrum. Accessed 08 28, 2025. https://archive.org/details/ jacobibernoulli00bern/page/238/ mode/2up.
With 15 simulators, four locations, and 30+ experienced instructors, Executive Flight Training is proud to be expanding while ensuring individualized, custom instruction for our clients.
mark meyer, partner, hfw aia director, attorney division
This article focuses on the proposed harmonisation of space law in the European Union, continuing the theme covered in one of our panels at the CLE in Orlando about insurance for space risks and liability in the US market. This area of regulation is of increasing importance to the insurance market. Many thanks to Jean-Baptiste Charles, James Jordan, and Octavie Ralet of HFW for the update on EU Space law.
space activities, with heterogeneous standards and requirements imposed on companies operating across the bloc.
We also report briefly on Cambodia’s accession to the Montreal Convention and the judgment of the English High Court on whether aircraft and engines leased to Russian operators are considered an insured loss.
On 25 June 2025, the European Commission published its muchanticipated proposal for an EU Space Act. Currently, space-related laws in the EU are developed at the member state level for their respective national implementation. This results in inconsistent approaches to regulating
This fragmentation in the policy framework is detrimental to business and negatively affects the EU’s competitiveness in space, as explained by the Commissioner for Defence and Space, Andrius Kubilius. The EU Space Act is intended to create a harmonised framework designed to “ensure safety, resilience, and environmental responsibility, while helping companies grow and scale up across borders.” The act would also establish “ambitious new measures to make Europe’s space sector cleaner, safer and more competitive.”
The act would . . . establish “ambitious new measures to make Europe’s space sector cleaner, safer, and more competitive.”
The Space Act is set to address current challenges faced in the space domain, such as the increasingly threatening risks of collision due to increased congestion, and high-level threats from cyberattacks and electronic interference against space infrastructures.
The proposal is built on three key pillars:
Safety: Establishing new rules for the tracking of space objects and limiting the creation of new debris to preserve a secure and uninterrupted access to space
Resilience: Imposing tailored cybersecurity requirements alongside a duty for space operators to conduct thorough risk assessments to protect space infrastructure and ensure business continuity
Sustainability: Creating common responsibilities for operators to measure the environmental impact of their space activities to ensure consistent verified data, and encourage innovation by supporting the development of innovative technologies, such as in-space servicing, to extend satellite life and reduce debris
The new rules would apply to EU space assets and to both EU and non-EU operators who provide services in Europe. The EU Commission indicated that support will be offered to mitigate potential costs for companies.
The EU Space Act proposal will now undergo the ordinary legislative procedure, involving negotiations by the European Parliament and the Council.
In May 2025, Cambodia became the 141st nation to accede to the Montreal Convention 1999, leaving Laos and Myanmar as the only states within the SEA region not to have ratified it. The Convention enables Cambodia to standardise documentation and the liability regime applicable to the international carriage of passengers and cargo, bringing it into line with much of the global aviation community. Given the country’s strategic plan to grow its aviation presence, seen among other things by the recent opening of several airports in the country, its accession to the treaty is an important step along this path.
In June 2025, the English High Court ruled on claims by Western lessors of aircraft and engines leased to Russian operators that sought indemnification for their aircraft and engines said to be lost. The lessors
argued that the aircraft and engines were lost in the sense that they were unlikely to be returned during their service life, and the lessors should therefore be considered to be permanently deprived of them.
Indemnification was sought from insurers of the lessors’ Contingent Hull and Liability policies. The High Court considered that the effect of Russian government legislation, which came into force on 10 March 2022, was to restrain the return of the aircraft and engines. The legislation was therefore the proximate cause of an insured loss within the War perils endorsement. The High Court refused permission to appeal the judgment, although war insurers can apply directly to the Court of Appeal for permission to appeal. The lessors’ claims against the All-Risks insurers failed.
If you would like to contribute to future articles for The Binder, please contact Attorney Division Director Mark Meyer or the AIA office. We would like to cover a wide range of topics and developments from across the aviation and aerospace sectors.
Mark Meyer is an experienced insurance and reinsurance solicitor with almost 30 years of experience. Mark acts mostly for reinsurers with particular focus on aviation and property disputes.
Mark became Director of the Aviation Insurance Association’s Attorney Division in April 2025. He is also a member of the Professional Liability Underwriters Society and ARIAS.
Tuesday, November 4, 2025
2:00 – 2:30 PM | Registration
2:30 – 5:30 PM | Educational Programming 5:30 – 7:30 PM | Networking Reception
Tower Suites by Blue Orchid 100 Minories, London, EC3N 1JY
AIA Member Benefit: Attendance at this event is free to all AIA Members. Registration for non-members is $50/person.
Jeff Sheets, Vice President, Regional Claims Manager, Applied Underwriters Aviation
AIA Director, Claims Division
My son graduated from college and was like many graduates. He quickly became disappointed that companies weren’t rushing to hire him into their public relations department. He sent out dozens of resumes, but the only places that showed interest were cold-call sales jobs. After five months, we discussed what he really wanted to do. His list sounded a lot like what I get to do every day.
When I stopped again to consider some of the deeper issues we deal with, I realized we are so very vital to the world. This is not an overstatement. Consider Artificial Intelligence (AI) as an example. AI can assist in many ways with my job, and some human may decide we are dispensable, but the reality is AI communication has no breath in it, no shared experience in being “human.” As much as the movies try to create the illusion that computers can be self-determining beings, AI is a collection of our experiences that they did not earn. AI is programmed by men and women who homogenize everyone’s experiences, and AI has never faced the loss of something treasured.
AI does not feel disappointment or deal with the repercussions of its decisions when something goes “off the rails.” No one is going to cause AI physical pain, or give it joy in the sense that we feel at the birth of a child, or a child receiving a puppy. AI won’t feel anything if it’s fired, or know panic when the faithful friend gets lost. AI cannot place a warm hand on a shoulder or even shake hands in agreement or thanks. Someday, someone may artificially learn to replicate these, but AI does not require air to fill its lungs thousands of times a day. It will never be “human.”
I say this because what I get to do every day is to be human. Through the career path I’ve taken, I get to meet new people and help them overcome their loss. Even if it is just a tear to the fabric of an old airplane, it matters to that person that I offered to help them fix it. It becomes personal.
the reality is AI communication has no breath in it, no shared experience in being “human.”
Life as we know it cannot
go forward unless we all work together every day. Insurance is not just a contract;
it is a means to let me live, to own a house, a car, an airplane, a horse… whatever. It allows me to travel to see things, and to even watch sporting events (Go Dodgers!). The fact is, without us all sharing in the risk associated with experiences, many people suffer needlessly. What I do stems from the fundamental agreement to help carry one another’s burdens when life is overwhelming. This is the core of what we are tasked to do. We actually get paid to just help people.
The human body is amazing in that everyone sees the head or hands or feet and want to be that part of the body that gets all the accolades and glory. But the truth is, the loss of a kidney can be more devastating than losing an arm or eye. It has the responsibility of cleaning our very life blood that we need to exist and live. Without everything functioning together on the inside of us (the parts that never get seen), we get sick and can die.
Claims is a critical function as we are the people who do the financial caring. We deliver the checks that enable people to
heal, even if it is just to repair a tear. We are important, and the decision to work in this industry as a claims person has never been more important.
My son is now working in the claims department of a personal lines insurer. We talked about this specifically when he asked if I liked my job. I gave him the off-the-cuff reply citing some of the above, but after a month, he says he does enjoy it. It has most of the things he had listed. Professional, yet personal.
I can probably count on two hands now the number of days in the past 30 years that I have not enjoyed my work. The nice thing is that after 20+ years in aviation, I have a lot of shared experiences with many of you, and the work we have done to just help people. I am proud to be an adjuster.
Jeff Sheets is vice president and claims manager with Applied Aviation. A private pilot, Jeff has been in the insurance industry since 2003, and he has spent the past 17 years in a management capacity. Jeff was elected as Director-Elect of the Claims Division in May 2023 and began his two-year term as Director of the Claims Division in May 2024.
The AIA is pleased to provide this series featuring women in the aviation insurance industry. Led by AIA Board Treasurer Nicole Wolfe Stout, interviewees will represent all facets of aviation insurance.
Nicole Wolfe Stout, Partner, Strawinski & Stout, P.C. AIA Treasurer
Name: Kristen Suarez
Title: Executive Manager
Company: BWI Aviation Insurance Agency, Inc. City / State / Country: Warrenton, NC
Years in the industry: 9
Can you share your journey into the aviation insurance industry? What was your first role?
My path into the aviation industry was unique. Before insurance, I earned my 4th degree black belt and worked as a Taekwondo instructor and program manager for two schools in Orange County, California. While I loved teaching and leading, I was looking for something more stable, and in May of 2016, I found BWI.
I started with BWI as a producer, working renewals and binding new business. That first role challenged me in all the best ways; it pushed me to learn the technical side of aviation insurance, develop strong client
relationships, and adapt quickly in a fast-paced environment. I discovered that the same discipline, focus, and leadership skills I had built through martial arts translated directly into helping clients navigate the complexities of aviation insurance.
That foundation transformed me into the leader I am today.
Over the years, I’ve grown from managing policies to managing people, overseeing operations, and driving strategy as Executive Manager of BWI. I’m also proud to serve as the Director for Agents/Brokers with the Aviation Insurance Association, where I have the privilege of contributing to the growth and future of our industry.
Who inspires you today and why?
My team truly inspires me every day. They inspire me not to give up, to keep pushing forward, and to continue striving to be a better leader and mentor. When I see how hard they work, how much they grow, and how they challenge themselves, it fuels me to do the same. The harder they push, the more I push — not just for myself, but for them. Their resilience and dedication remind me that leadership is about serving others and helping them reach their fullest potential.
What are some of the most rewarding aspects of your job?
One of the most rewarding aspects of my job is the ability to pour into people and watch them grow, both personally and professionally. I love seeing team members challenge themselves, step outside their comfort zones, and realize just how capable they are.
What makes it especially meaningful is that many of our team members came to BWI with no aviation background at all. Through training, mentorship, and a willingness to work hard, they’ve built successful careers in an incredibly specialized industry. Watching that transformation — from someone unsure of aviation to becoming a confident expert who clients rely on — is inspiring.
For me, leadership is about more than just running operations; it’s about investing in people, giving them the tools and support they need to succeed, and celebrating their milestones along the way. That sense of growth and development, both for the individual and for the team as a whole, is what truly fuels my passion for this work.
What has been the most surprising thing you’ve learned in your career?
Something surprising I’ve learned in my career is how much of this industry is truly about people, not just policies. When I first started in aviation insurance, I thought success would come from mastering the technical side — understanding coverage, navigating underwriting, and learning the ins and outs of aviation risks. While that knowledge is critical, I quickly realized that the heart of this business is in relationships.
It’s about building trust and connection with clients, of course, but also with industry leaders such as underwriters, and even with competitors. The aviation insurance community is unique in that way: strong relationships often open doors, create collaboration, and push the industry forward as a whole.
What surprised me most is that the true reward isn’t just in closing deals or hitting goals — it’s in the relationships you build and the impact you can have on people’s lives and careers along the way.
How do you stay updated with industry trends and developments?
I stay up to date with industry trends by staying actively engaged with the Aviation Insurance Association. I make it a priority to collaborate with underwriters,
peers, and even competitors to share insights and best practices. Most importantly, I listen closely to our clients — their evolving needs often highlight where the industry is heading.
How do you balance short-term goals with long-term vision?
I balance short-term goals with longterm vision by focusing on execution that delivers results today while always tying those efforts back to our broader strategy. Hitting immediate targets is important, but I view them as stepping stones toward sustainable growth, team development, and the future we’re building as a company and as an industry.
What is one of your most memorable experiences in the industry so far?
One of my most memorable experiences in the industry has been becoming a Director for the Aviation Insurance Association. Honestly, it wasn’t something I ever imagined myself pursuing when I first started in aviation insurance. A former AIA President, Greg Sterling, encouraged me to get more involved, and that ultimately led me to join the Board. Walking into a room full of aviation professionals — all with the
same goals in mind and a shared passion for the industry — was both humbling and inspiring. Taking that leap has given me the opportunity to contribute on a larger scale, connect with industry leaders, and help shape the future of our field.
What are some key trends you see shaping the future of the aviation insurance industry?
One of the biggest trends shaping the future of the aviation insurance industry is the use of artificial intelligence (AI). From streamlining underwriting to enhancing claims processing and improving customer service, AI is transforming how we work and deliver value. It also has the potential to provide deeper insights into risk, which can help us be more proactive and responsive to client needs. Balancing this innovation with the human side of our industry — the relationships and expertise that can’t be replaced — will be key moving forward.
specialized and complex. Every aircraft, pilot, and operation is unique, and policies are highly customized to reflect those risks. Another misconception is that coverage is prohibitively expensive, but with the right guidance, there are competitive options tailored to fit a wide range of aircraft owners and operators. Most importantly, people are often surprised to learn how relationship-driven this industry is; success comes not just from technical expertise, but from strong connections with clients, underwriters, and industry partners.
What skills do you think are essential for success in this field?
What are some common misconceptions about the aviation insurance industry?
A common misconception about aviation insurance is that it’s just like auto or home insurance, when in reality it’s far more
I think the most essential skills in aviation insurance are people skills, honesty, and integrity. This is a relationship-driven industry, and being able to connect with clients, underwriters, and peers is just as important as technical knowledge. At the end of the day, trust is everything. People want to work with someone they know is transparent, dependable, and has their best interests in mind.
As a leader, if you could give one piece of advice to a young woman starting her career, what would it be?
If I could give one piece of advice to a young woman starting her career, it would be: just go for it. Don’t hold yourself back waiting until you feel 100% ready. Growth comes from stepping into challenges and figuring things out along the way. Believe in yourself, trust your instincts, and don’t be
afraid to take up space in rooms where your voice deserves to be heard.
Surround yourself with mentors and peers who will support you, but also challenge you to grow. And most importantly, don’t be afraid of failure — every setback is an opportunity to learn, adapt, and come back stronger.
Meghan Griffin, Senior Underwriter, sompo international AIA Director, Underwriter Division
Although I did not specialize in unmanned aerial systems (UAS) at the beginning of my career, I could not ignore the significant changes in the airspace that occurred between 2014 and 2016. Section 333 exemptions began in 2014 on a case-by-case basis for commercial UAS usage. Part 107 was proposed in February 2015, went into effect in August 2016, and establishes the basic rules for commercial and recreational drone usage. It was expanded in 2018 to provide regulations for flying over crowds, and again in 2021 to regulate night operations. Still, UAS usage worldwide has remained relatively restricted, with most commercial operations flying under a waiver.
BVLOS regulations. Canada has also set regulations for microdrones (drones weighing less than half a pound), particularly for noncommercial use.
In early August, the United States released a draft Part 108, which, as I’m writing this article, is coming to the end of its 60-day public comment period. While Part 108 doesn’t touch on EVLOS, it adds more requirements for corporate drones, as well as expanding requirements for operating under BVLOS. It is worth noting that we do not know when Part 108 will go into effect, though hopefully we will see movement towards the end of 2026.
In early August, the United States released a draft Part 108, which . . . is coming to the end of its 60-day public comment period.
Ten years in, both Canada and the United States have started expanding the guidelines, specifically for UAS usage beyond visual line of sight (BVLOS). Starting November 4, Canada’s regulations will extend to drones used in extended visual line of sight operations (EVLOS) as well as low-risk
So, what are the major takeaways from the proposed Part 108?
Automated Data Service
Providers (ADSP), FAAregulated entities that are a key proponent of BVLOS, will be used to provide real-time data to operators, specifically in strategic deconfliction and conformance monitoring.
While Part 108 requires their use, ADSPs will likely have their own FAA Part in the future.
Part 108 introduces three categories of UAS to be assigned under a Part 108 Certificate or Permit. Permits are for small, low-risk drones up to 55 pounds, with limits to fleet sizes depending on the type of operations.
Part 108 Certificates are geared towards riskier operations with drones up to 110 pounds under one category, and up to 1320 pounds in the other. In addition, the U.S. will be divided into five population-density categories with Cat 1 being sparsely populated, Cat 5 being dense cities, and Cat 3 being suburbia.
Part 108 focuses on both cyber security and physical security. For example, detect-and-avoid methods are required for operating in B or C airspace. The proposed regulation also expands the TSA background check currently required in Part 107 of all commercial remote pilots to designated key personnel, especially in BVLOS operations. Part 108 adds a rest requirement for these pilots, as well as creating two new operating positions: Operations Supervisor and Flight Coordinator.
still be pulled before launch. All sorties, maintenance actions, unplanned landings, communications lost, and damage over $500 must be reported to the FAA.
The final focus of the proposed FAA Part 108 involves UAS manufacturers. While Part 107 initiated some limits on drones, Part 108 increases manufacturer responsibilities. Speed limits, weather and distance limitations, and repair sign-offs all must come from the manufacturer.
I might have assumed we were still a few years away from seeing [unmanned vehicles], but Joby’s recent airport-to-airport flight shows they’re coming sooner than we expect.
While Part 108 brings exciting new changes to the sky, it doesn’t fully address all questions regarding unmanned vehicles, as it has no other requirements for other electric vertical takeoff and landing (eVTOL) aircraft. I might have assumed we were still a few years away from seeing these aircraft in our skies, but Joby’s recent airport-to-airport flight shows they’re coming sooner than we expect. Seeing the FAA’s expansion on UAS gives me hope that the eVTOL requirements may follow shortly.
Part 108 also addresses filing flight plans by requiring corporate operators to submit a concept of operations, including a map that indicates the exact box the UAS will be flying in with take-offs and landings marked, and an estimation of their busiest days’ flight counts. NOTAMS must
Meghan Griffin currently serves as Senior Underwriter at Sompo International. With over a decade of underwriting experience, Meghan specializes in general aviation. She holds three professional designations: Associate in Reinsurance, Certified Aviation Insurance Professional (CAIP) and Chartered Property Casualty Underwriter (CPCU). Meghan serves as the AIA Director of the Underwriter Division.
The AIA hosted its 5th AIA Open at Bear’s Best in Atlanta on September 22. Over 75 golfers along with sponsors and volunteers participated in this year’s event. Thank you to everyone who joined us for a day of fun and networking on and off the greens. See highlights from the day on the following pages with the full photo gallery available on our website here
Insurance), Daniel Walker (Great American Insurance Group), and Pete Falcone (Insurance Office of America)
Putting Green Contest Winner: Matt Barton (Starr Companies) with contest sponsor Jim Cohrs (Underwriters Salvage Company)
A Insurance Services), and Robin Graham (Class A Insurance Services)
Closest to the Pin: Steve Allen (Applied Underwriter Aviation, not pictured)
Contest sponsor Bob McAlear (Simply Easier Payments) with Peter Guy (Applied Underwriters Aviation, accepting prize for Steve Allen) along with Class A Insurance Services’ Josh Ray (second place) and Jack Barker of RenaissanceRe (third place)
A special thank you to the AIG Ambassadors who volunteered at the AIA Open.
Thank you to our Sponsors who made the 2025 AIA Open possible.
Kyle Freiburger, CEO, First Class Leaders
In the insurance world, our business hinges on identifying, assessing, and mitigating risk. We build models, evaluate trends, and advise clients on how to insulate themselves from costly exposure. However, there’s a subtle, often overlooked risk that can have major consequences for policyholders across various industries: a leadership gap among their line personnel.
Whether it’s a manufacturing floor, a flight deck, a construction site, or a logistics hub, many frontline teams are led by technically proficient individuals who have never received formal training to lead. These leaders are promoted for operational skill, not people leadership, and it shows up in ways that directly increase risk: poor communication, unresolved conflict, low morale, disengagement, and ultimately, safety lapses or claims events.
Leadership: Not a Position, but a Way of Being
People may be technically excellent, but who teaches them how to be mindful and aware of the impact they have on those around them? We all encounter difficult teammates. But who helps us lead them effectively, instead of simply deflecting blame or distancing ourselves?
And what if you’re the difficult one? Wouldn’t you want those around you to know how to lead with empathy and clarity, to help you recognize how you’re coming across while also preserving your dignity and sense of worth?
These are the nuanced human dynamics that often go unaddressed in operational environments. Yet they are fundamental to reducing risk and improving outcomes.
Leadership isn’t defined by titles or hierarchy. It’s a mindset. It’s a way of being that influences how we present ourselves to others and how we respond to challenges.
In claims investigations, you can often trace the root cause of incidents to a breakdown in human interaction. Consider a near-miss that escalates because someone was afraid to speak up, or a claim that spirals out of control due to a supervisor who is defensive or authoritarian. These aren’t technical failures; they’re leadership failures.
Poor leadership creates environments where psychological safety is low, turnover is high, and teams become reactive rather than proactive. These dynamics drive up both the frequency and severity of claims. Yet, few clients consider people leadership a risk vector, and fewer still invest in developing their frontline leaders.
Here’s where the insurance sector can make a real impact. By recognizing leadership capability as a critical control point, brokers, underwriters, and claims professionals can introduce a proactive strategy: recommend leadership training programs that specifically target the behavioral, emotional, and interpersonal dimensions of risk.
It’s not about sending managers to a generic seminar. The most effective programs are industry-specific and focused on practical, scenario-based learning.
They teach skills such as:
Navigating difficult conversations without defensiveness.
Building trust and accountability on the front lines.
Leading under pressure and in uncertainty.
Cultivating self-awareness and emotional regulation.
One such example is our DISC Catalyst workshop offered by First Class Leaders.
The most effective programs are industry- specific and focused on practical, scenario-based learning.
This immersive one-day experience helps frontline leaders understand their behavioral patterns, recognize team dynamics, and adjust their communication for more effective leadership. This kind of targeted training empowers line leaders to create safer, more engaged teams that translate to fewer losses.
If you’re going to recommend leadership development to a policyholder, it’s important to vet the options.
Here are three questions to guide your evaluation:
Is it interactive, not a lecture? The best programs engage participants in real scenarios, role-play, and reflection. Leaders learn best by doing, not just by listening. Does it provide a clear and usable framework? Training should empower participants with tools they can apply immediately, so the learning sticks and becomes a daily leadership habit.
Is it built for growth and reflection? Look for programs that help leaders understand themselves, not just manage others. Selfaware leaders are more adaptable and better equipped to manage conflict.
Bringing this idea to a client is all about framing the message effectively. You’re not pointing out a flaw; you’re offering an insight that enhances their resilience.
Try something like:
“One trend we’re seeing in claims data is that incidents often stem from communication breakdowns or low trust in frontline teams. We’ve found that leadership development, especially at the line level, can significantly reduce these risks. Have you considered investing in that area? There are great programs out there; I’d be happy to connect you.”
This opens a consultative dialogue, positioning you as a trusted advisor who’s looking beyond the policy terms and into real operational risk.
Leadership may not be readily apparent in a traditional risk matrix, but its influence is pervasive. A culture of poor leadership amplifies exposure; a culture of trust, accountability, and clarity mitigates it.
As an insurance professional, helping clients build safer, more cohesive teams isn’t just good service, it’s good risk management. And with the right leadership training programs, you can arm your policyholders with tools that prevent incidents before they ever reach a claims file.
The leadership gap is real, but it’s also bridgeable. Let’s help your clients get there.
Kyle Freiburger is a professional pilot with over 10,000 flight hours in aircraft such as the Embraer 190, Boeing 767, Airbus A320 series, and the Gulfstream G450. After stepping away from his role as a captain at Air Canada, Kyle now flies privately and leads First Class Leaders, a company focused on strengthening leadership in aviation.
President
ian Wrigglesworth
Guy Carpenter
London, United Kingdom
VICE PRESIDENT
Luke Uithoven
Kimmel Aviation Insurance Agency, Inc. Greenwood, MS
Treasurer
Nicole Wolfe Stout
Strawinski & Stout, P.C. Atlanta, GA
Secretary
David Hampson
Schrager Hampson Aviation Insurance Agency Bedford, MA
Director, Agent / Broker Division
Kristen Suarez
BWI Aviation Insurance Agency, Inc. Warrenton, NC
DIRECTOR-ELECT, AGENT / BROKER DIVISION
Rachel Lewis
Schrager Hampson Aviation Insurance Agency Bedford, MA
Director, Attorney Division
Mark Meyer HFW
London, United Kingdom
Director, Claims Division
Jeff Sheets
Applied Underwriters Aviation Los Angeles, CA
DIRECTOR-ELECT, CLAIMS DIVISION
Stephanie Short
Great American Insurance Company Bellingham, WA
Director, Reinsurance Division
Raffaella Basile
Swiss Reinsurance Company Ltd
Zurich, Switzerland
Director, Underwriter Division
Meghan Griffin
Sompo International Alpharetta, GA
International Director
nick redgrove
Price Forbes
London, United Kingdom
Director-at-Large
Michael McGrory
Amundsen Davis, LLC Chicago, IL
Director-at-Large
Jeffrey t. Sutton
London Aviation Underwriters, Inc. Federal Way, WA
International Director-at-Large
Paul O’Ryan
Starr Aviation Toronto, Canada
IMMEDIATE PAST PRESIDENT
Christopher S. Morin
Murray, Morin & Herman, PA Tampa, FL
AIA General Counsel
Bob Williams
Victor Rane PLC Pittsburgh, PA
Executive Director
Mary Gratzer
Aviation Insurance Association Lexington, KY
AIA — Aviation Insurance Association
AOPA — Aircraft Owners and Pilots Association
ASAP — Aviation Safety Action Program (FAA)
ASIAS — Aviation Safety Information Analysis and Sharing system (FAA)
ASRS — Aviation Safety Reporting System (FAA)
CASA — Civil Aviation Safety Authority (Australia)
CAAC — Civil Aviation Administration of China
COPA — Cirrus Owners and Pilots Association
DPE — Designated Pilot Examiner
EAA — Experimental Aircraft Association
EASA — European Union Aviation Safety Agency
E6B — A type of manual or electronic flight computer
ESG — Environmental, Social, and Governance
EVTOL — Electric Vertical Takeoff and Landing Vehicle
FAA — Federal Aviation Administration (U.S.)
FBO — Fixed base operator (service station for aircraft and pilots)
FDM/FOQA — Flight Data Monitoring / Flight Operations Quality Assurance
GA — General Aviation
GAMA — General Aviation Manufacturers Association
GHSP — Ground Handling Service Providers
HUD — Heads Up Display
IATA — International Air Transport Association
IBAC — International Business Aviation Council
ICAO — International Civil Aviation Organization
IFR — Instrument Flight Rules
IMC — Instrument Meteorological Conditions
IS-BAO — International Standard for Business Aircraft Operations
IS-BAH — International Standard for Business Aircraft Handling
MRO — Maintenance Repair Organization
NBAA — National Business Aviation Association
NTSB — National Transportation Safety Board (U.S.)
P&C — Property and Casualty
SMS — Safety Management System
UAM — Urban Air Mobility
UAV — Unmanned Aerial Vehicle (also known as a drone)
VFR — Visual Flight Rules
VR — Virtual Reality
WAI — Women in Aviation International
This is an abridged list of aviation insurance terms that appear in current and previous editions of the AIA’s The Binder.