Lindsey Frase joins DUAL North America’s first US-wide event for Women’s History Month
Howden Re’s Lindsey Frase joined DUAL North America’s Women’s History Month panel -– Legacy leadership: Innovation, talent, & the future of our industry. This panel brought together senior leaders from across Howden Re, DUAL North America, and Howden to explore leadership, talent, and the future of the (re)insurance industry. The discussion highlighted a clear shift in how leadership is defined today, towards empowerment, adaptability, and long-term impact, while underscoring the importance of creating opportunities for the next generation.
Panellists:
- Lindsey Frase, Managing Director, Howden Re
- Carol Murphy, Head of Casualty, Howden US
- Laura Schoefer, EVP, Head of Commercial Casualty Claims, DUAL North America
- Abby O’Brien, SVP Operations, DUAL North America
Moderator: Jamie Kenney, AVP Talent Acquisition, DUAL North America
What leadership looks like now
Across the panel, there was agreement that change in the industry today is structural, not cyclical. Whether driven by market conditions, organisational growth, or broader economic and social shifts, the pace and frequency of change mean there is rarely a return to “steady state.”
This has two implications for leadership, uncertainty is no longer exceptional, it is expected
“Change is constant,” said Lindsey, “What shifts over time is how you respond to it. If you can take a beat, stand in it with confidence, and see the opportunity, you lead differently.”
Empowerment over control
High-preforming teams are not created by distributing tasks, but by giving people ownership, clarity and trust.
“When people understand where we’re going, they’re more willing to take the smart risks that move the business forward,” said Laura.
As organisations become more complex and fast-moving, leadership is shifting away from control and towards empowerment as a core operating principle.
“There’s a real difference between handing something off and empowering someone,” said Lindsey. “When people feel ownership, they don’t just manage change; they help shape it.”
Success depends on distributed capability, teams that can act with confidence and clarity without constant direction.
“There’s very little I can’t share with my team,” said Carol. “The more people understand what’s happening, the better they can contribute.”
Generosity as a driver of performance
Generosity in leadership is often misunderstood. In practice, it’s not about being permissive but rather being intentional in how you invest in others to improve performance at scale.
“Generosity isn’t being permissive—it’s being intentional about what you give your team,
said Laura.
Instead, generosity is a strategic behaviour, not a personal trait. Avoiding difficult conversations in the short term may feel supportive, but it limits long-term development.
“Feedback is one of the most valuable things you can give someone, because it’s what actually helps them improve,” said Lindsey.
Rethinking balance and progression
The concept of “work-life balance” is evolving. Rather than striving for perfect balance, the panelists described careers as a series of shifting priorities.
“The idea of a perfect balance between home and work isn’t realistic,” said Lindsey. “It’s about knowing what matters in that moment and being comfortable with that.”
A recurring theme across panelists was the need to remove guilt from decision-making and to lean on your support systems.
“You have to be intentional about where you spend your time; at work and at home,” said Abby.
Panelists noted that having a strong support network is key.
“You can’t do it alone,” said Lindsey. “Whether it’s at home or at work, having the right support around you is what makes progress possible.”
Career growth, sponsorship and risk-taking
Career progression is rarely linear. The panel highlighted that growth is driven less by planning and more by opportunity, sponsorship and the willingness to take risks.
Across the panel, the speakers agreed that individuals are often given opportunities before they feel fully prepared and that’s how growth happens. Noting that a key responsibility for current leaders is to extend these opportunities to others.
“You don’t wait until you’re ready, you step into it and then you learn,” said Lindsey, adding that in her experience, what made the difference for her was having people who gave her a chance and supported her through the growth.