Description: New for 2017, we are introducing a series of articles by experienced industry professionals who are relatively new to long-term care (LTC).

Description: Cassie He and Linda Liu, two actuarial students, invite Mark Freedman, the President-Elect of SOA to share with us his experience as an actuary, the challenges and opportunities facing actuaries and the outlook for the profession as SOA president.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.

Description: New for 2017, we are introducing a series of articles by experienced industry professionals who are relatively new to long-term care (LTC).

Description: This open forum session dealt with investment careers for actuaries.

Description: Health Section Chair, Jennifer Gillespie, discussed the Health Section and other organizational resources, in the context of a list of recommended career resolutions for actuaries.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.