Beyond the Numbers: Why Actuaries Must Learn to Influence, Not Just Analyze

By Mandy Geyer

Health Watch, September 2025

As actuaries, we are trained to be technically rigorous, analytically precise and intellectually thorough. But in today’s fast-paced and increasingly cross-functional health care environment, that training alone is not enough. The ability to influence decisions through clear and confident communication has become a vital skill—one that’s often underdeveloped in our profession.

Why Communication and Influence Matter More Than Ever

In many organizations, actuaries are the go-to resource for complex modeling, forecasting and financial risk evaluation. But too often we present sound analysis that fails to influence decisions—not because it’s incorrect, but because it’s misunderstood, overlooked or misaligned with stakeholder priorities.

Today’s business leaders don’t just want accurate answers. They want clarity, context and actionable recommendations. The actuary’s role has been evolving from technical expert to strategic advisor—and that shift demands more than spreadsheets and confidence intervals. It requires us to be clear, compelling communicators.

The Influence Gap

We often think of influence as something that comes with authority, but in reality it’s more about how well we connect our expertise to the priorities of others.

Actuaries frequently operate as the most technical people in the room. While this can be an asset, it also creates a communication gap if we default to explaining methodology instead of meaning. To truly influence decisions, we must meet our audience where they are and guide them toward action with clarity and confidence.

This is especially true in health actuarial work, where decisions affect not just profit margins but member experiences, provider relationships and long-term affordability. Being able to articulate trade-offs, frame risk and offer recommendations in plain language is essential.

Three Practical Communication Shifts for Actuaries

From “Here’s What I Did” to “Here’s Why It Matters”

Instead of walking through a technical process, lead with insight. Stakeholders want to know What does this mean for us? Instead of saying, “We used credibility weighting with prior year data . . . ,” try, “This trend suggests higher-than-expected utilization this year, which could impact rate increases for next year.”

From “Here’s the Data” to “Here’s What I Recommend”

It’s tempting to stop at the analysis, but actuaries add real value when they interpret the data and take a stand. Use phrases like “Based on these data, I recommend . . .” or “The most prudent course of action is . . . .”

From Dense Slides to Executive-Ready Stories

I’ve seen so many actuarial presentations that are too complex to support decision-making in real time. Less is more. Design slides to support your message, not deliver it for you. Use slide headlines that summarize the takeaway (“Cost Trend Accelerated in Q3 Due to Inpatient Volumes”) rather than just label the chart.

How to Build These Skills

You don’t need to wait for a formal presentation to start improving. Try these simple ways to practice:

• Know your audience. Instead of a technical walkthrough, ask, “What’s important to them, and what do they need to know to act?”
• Ask for feedback. Share your summary with a nonactuarial peer, or think about how you would explain this to a friend or family member. Ask, “Was this clear?” “What would you take away?”
• Practice distilling. Can you summarize your analysis in under 60 seconds? If not, try again until the message is crisp and focused.

Closing Thoughts

Actuarial work is more valuable than ever—but only if it leads to better decisions. Communication and influence aren’t soft skills; they’re power skills. The actuaries who can combine analytical excellence with clear, strategic communication will be the ones who shape the future of health care.

Let’s go beyond the numbers and make our insights impossible to ignore.

This article is provided for informational and educational purposes only. Neither the Society of Actuaries nor the respective authors’ employers make any endorsement, representation or guarantee with regard to any content, and disclaim any liability in connection with the use or misuse of any information provided herein. This article should not be construed as professional or financial advice. Statements of fact and opinions expressed herein are those of the individual authors and are not necessarily those of the Society of Actuaries or the respective authors’ employers.

Mandy Geyer, FSA, MAAA, MPH, is the founder and principal consultant of Integral Edge Consulting. Mandy can be reached at mandy@integraledgeconsulting.com.