Board Member Candidate Questionnaire
Kyle Rudden, FSA, FIA, ACAS
PERSONAL EXPERIENCE: Share a personal experience, trait, or characteristic that will help the membership to better understand you and your candidacy.
I am proud to be an actuary, and to have a positive impact on human development.
As an actuary and accountant with over 30 years of experience across the Caribbean and Latin America, I have a clear understanding of how our profession contributes directly to financial market stability and indirectly to the well-being of many.
Without actuarial science, there would be no sustainable pension plans, insurance companies, or social security systems. Actuaries have always been in the forefront of applying risk concepts to solve societal problems, and we will continue to do so.
It would be an honor to serve as a Board Director of the SOA and participate in the continued evolution of the profession. My candidacy brings global perspective and governance experience, with a grounded understanding of how our profession can thrive through strategic vision and inclusive leadership.
PROJECT LEADERSHIP / CHANGE MANAGEMENT: Describe a significant project that you led in the workplace or in your volunteer activities. Describe how you made decisions and addressed changes that were proposed, whether changes were made, or were not made, after considering all options. How did you achieve buy-in in the final outcome, and what were the biggest challenges you had to overcome?
The COVID-19 pandemic was a defining test of leadership. I was President of the Caribbean Actuarial Association (CAA), a volunteer-led organization with ~300 members across island nations, just as borders closed and economies shut down. We had to act quickly to stay relevant, support members, and remain financially viable.
I led several key initiatives. First, we launched a weekly Caribbean-focused COVID-19 update, filling a data gap and engaging members. We also partnered with governments and universities, and I led a multidisciplinary team—including actuaries, doctors, and epidemiologists—to develop models for national COVID-19 response.
Exam access became critical. Many Caribbean countries lack Prometric centers, and travel was restricted. I worked with the SOA to implement alternate proctoring, often arranging proctors myself. This kept students on their paths and strengthened regional trust in the SOA.
Our biggest financial challenge was transforming the annual in-person conference—our main revenue source—into a virtual event. There were differing views on whether to postpone, scale down, or go fully online. I led cross-committee discussions, aligned volunteers behind a digital vision, and delivered a successful, engaging event. Several ideas we introduced were later adopted by the International Congress of Actuaries.
Decisions were guided by member impact, transparency, and pragmatism. Not all suggestions were used, but all were considered. Buy-in came through open communication, early wins, and shared purpose.
This experience reinforced my belief in adaptive leadership, inclusive decision-making, and the strength of professional communities. I would bring these values to the SOA Board—especially in navigating change and leading with clarity under pressure.
ACTUARY OF THE FUTURE: What does the future of the actuarial profession look like to you? What strategies should the SOA implement to grow the actuarial profession, especially in light of more competition for analytical skills and data science job opportunities?
The SOA’s introduction of micro-credentials, post-FSA certificates, and elective pathways is a step in the right direction. Learning today is modular and ongoing, and actuaries must continually acquire and apply new skills. We can’t do exams on TikTok—but we also can’t ignore how the next generation consumes and engages with information. I mentor young actuaries across borders, which has deepened my commitment to inclusion and talent development—values I believe are key to the SOA’s future.
We’re competing with data science, fintech, investment banking, and consulting for the brightest students—many of whom seek purpose, flexibility, and dynamic environments. One student in our firm considered leaving the profession for data science. We gave him socially impactful, data-driven projects and paired him with a mentor. He restarted SOA exams aiming for the data science micro-credential but ultimately left. His actuarial work helped him earn a Fulbright, and he’s now pursuing a master’s in data visualization. His story is a reminder: interesting, meaningful work matters.
Crucially, we must better market the profession’s value—not just to students, but to employers. Many don’t fully understand the actuary’s unique combination of quantitative skill, risk insight, and ethical grounding. Actuaries often pursue more visible credentials like the CFA, PRM, or FRM. We need to make the FSA feel less confined to insurance and pensions—and more clearly positioned for broader business leadership.
And we must “read the room.” If candidates value social impact, we must show how actuaries contribute—by securing financial systems, supporting inclusion, or shaping climate resilience. If we speak their language and demonstrate relevance, we will continue to attract the brightest and best.
INNOVATION / ADAPTION: How has your experience prepared you to lead through challenges such as AI, technological disruption, climate change and generational shifts? How would you guide a knowledge-based workforce, including actuaries, in addressing these emerging issues?
My entire career has been about adaptation—working in developing markets with limited data, evolving regulations, and growing complexity. Whether helping insurers navigate IFRS 17, developing local mortality tables, or modeling pandemic impacts, I’ve guided teams through ambiguity and change. The real world doesn’t come with clean datasets or perfect assumptions—actuaries must be flexible, curious, and resilient.
I’ve led multidisciplinary teams on projects in epidemiology, banking, microinsurance, and sustainability. These experiences showed me that tomorrow’s actuary must be more than a technical expert—they must be a collaborator, communicator, and systems thinker. That’s especially true in facing disruptions like AI and climate change. These are not just technical risks, but societal challenges. While AI may seem threatening to knowledge-based professions, I see it as a powerful tool to amplify actuarial insight—automating routine tasks, enhancing modeling, and freeing actuaries to focus on strategic questions, interpretation, and guiding decisions. Used wisely, AI becomes a co-pilot, not a competitor.
Working across regions and generations, I’ve seen how younger professionals value purpose and flexibility as much as stability. To retain and inspire them, we must foster continuous learning, embrace diversity of thought, and connect actuarial work to real-world outcomes—like financial security and climate resilience.
As a Board member, I would champion policies that support innovation, interdisciplinary collaboration, and practical guidance on emerging risks. I’d work to ensure the SOA stays not only technically strong, but globally relevant and future-focused.