Steven W. Easson, FSA 1986, FCIA, CFA, BMath
Vice President European Life and Business Optimization, RBC Insurance, Mississauga, ON
Brief description of the type of work you currently do:
Identify and implement ceded and assumed reinsurance solutions for RBC Financial Group including setting, executing and managing financial and operational optimization strategies.
Primary Area of Practice:
Life Insurance
Other Areas of Practice / Interests:
Capital Budgeting, Finance, Financial Engineering, Financial Reporting, Futurism, Investments, Reinsurance, Risk Management
Professional Background:
Diverse technical and management experience in insurance, reinsurance, investment, pension and capital markets. Experience with traditional actuarial work, Board governance, business development, client management, corporate structure, general management, investments and start up operations
Volunteer Experience:
Served on the following committees within the SOA, CIA and industry associations (broad scope and includes both technical and strategic roles and responsibilities).
| C.I.A. Board of Directors–Member |
2007–2009 |
| S.O.A. Editorial Board for “The Actuary” Member |
2006 + |
| C.L.H.I.A. (Executive) Reinsurance Committee Member |
2005 + |
| C.I.A. Task Force on Appropriate Treatment of Reinsurance Member |
2005–2007 |
| C.I.A. Working Group on Financial Economics Member |
2004–2007 |
| C.I.A. Public Policy Committee Member |
2003–2006 |
| S.O.A. Project Oversight Group on Delphi on Economic Variables Chair |
2002–2006 |
| S.O.A. Investment Section–Council Member |
2002–2005 |
| CIA. Public Relations Committee–Chair |
2002–2005 |
| S.O.A. Futurism Section–Chair |
2001–2002 |
| S.O.A. Finance Section, Two Project Oversight Groups (Capital Allocation; Modelling Securitized Assets)–Member |
2000 |
| S.O.A. Futurism Section–Council Member |
1999–2002 |
| A.C.L.I. Reinsurance Committee–Member |
1997–1998 |
| C.I.A. Expected Experience Individual Life Committee–Member |
1991–1996 |
Vision Statement:
The insurance and pension industries, our core base of employment, continue to evolve to reflect increased transparency, international influence and "principles"/"fair value" based financial reporting. While it is important to invest time, energy and resources to open up new avenues for actuaries, our more important challenge is to maintain and enhance our leadership role in establishing emerging financial management and reporting standards such as ("risk neutral") fair values and ("real world") financial forecasting for our core base of employment. If we don't, other constituencies with less in–depth knowledge but with louder voices might. The SOA's Strategic Plan supports our successfully meeting this challenge especially in the areas of delivering and advancing actuarial knowledge and education and imaging under the Knowledge Management and Marketplace Relevance value propositions (e.g. components 2.4, 2.9, 3.6, 3.8). In supporting the Academy's mandate to set and manage public policy issues, the SOA must continue and even accelerate its efforts to create opportunities for public exposure through organizing and sponsoring knowledge and education forums that bring together many stakeholders outside of the SOA including the media, and through external publications such op–eds and guest articles. Demonstrating to the public at large, through communication at the appropriate level, further increases our credibility and solidifies our leadership role for our core base of employment. This lays the foundation for our efforts, in a focused fashion, in making further inroads into other roles that require financial and business acumen within the broader financial services sector and even industries beyond.
|
|
|