In conversation with Declan Durkan: “We have a unique opportunity to really plan for the long term.”

When I was approached to join Burns & Wilcox Global Solutions, I immediately saw a real determination by the new management team to roll their sleeves up to build something unique in the market. This, added to the energy of the Kaufman family in supporting the plan, and the potential of the people, made the opportunity extremely attractive

After 30 years working in large corporate brokers and navigating the politics that existed in these, it was hugely appealing and refreshing to join an organisation that simply wanted to support its clients and look after its people. There is something honest about that approach, especially in today’s marketplace full of private equity-backed and publicly listed brokers where returning profit to investors has to be their priority.

Since joining Burns & Wilcox Global Solutions, what’s been the most meaningful change or initiative you’ve been able to drive?

The business has changed so much in the last year with so many positive initiatives going on. Personally, moving the London business towards a more product-focused structure, rather than purely territorial structure has been really important. It allows us to provide our broker partners with dedicated subject matter expertise and gives us a structure to attract outside talent.

We have also built Professional Lines and Medical Malpractice teams to add to our existing Transportation, U.S. Property, International Casualty, Accident & Health and Media & Entertainment teams. We are also expanding our delegated authority teams with additional expertise and market leading systems.

What qualities do you value most in leaders across the business, and how do you encourage those qualities to develop?

For me, it comes down to integrity, accountability, and how people treat one another. In a London wholesale environment, reputation is everything, so leaders need to do what they say they’re going to do and take ownership when things don’t go to plan. Just as importantly, they need to show empathy – people are operating under a lot of pressure, and as leaders we need to provide the support and collaboration to help them thrive.

I try to encourage those qualities by being visible and creating an environment where people feel comfortable speaking up and asking for help. Giving people responsibility and trusting them to get on with it is a big part of that. You learn far more by doing than by being told, and I think that builds confidence and better leaders in the long run.

Looking ahead, what opportunities or challenges are you most excited for in the next stage of the business’s growth?

What really excites me is continuing to build depth and specialist broking expertise in London. There’s a real opportunity to combine strong technical capability with a straightforward, responsive service model that our clients genuinely appreciate. We must above all add value to our clients product; innovation and data can help with that.

Our family ownership means we have a unique opportunity to really plan for the long term. At a time when the market remains challenging, our clients want security, consistency as well as best in class service and negotiation. This approach also works to attract amazing talent who want to build something special in a fantastic cultural environment.

What’s something about your role that people might not expect?

People are often surprised by how much time I spend listening rather than talking, although anyone who knows me will know I do a lot of the latter! Of course, there are decisions to make, but a lot of the role is about understanding what’s really going on across the business and removing obstacles for others.

Wholesale broking is very collaborative by nature, and we’re fortunate to have excellent subject‑matter experts and brokers. My job is less about having all the answers and more about creating the right environment for those experts to succeed and work effectively together.

What guidance would you offer professionals navigating the evolving insurance market?

My main advice would be to invest in your technical knowledge and your relationships: those things never go out of fashion. Keep learning and don’t be afraid to ask questions. No one has everything figured out, especially in a market that keeps changing.

I’d also say adaptability is critical. Markets shift, structures evolve and expectations change, but the people who tend to do well are those who stay open‑minded and resilient, while remaining true to their values and approach.

Finally, although it seems lessfashionable to say it, simple hard work goes a long way. It builds trust with your clients and colleagues. As the saying goes, “hard work beats talent when talent doesn’t work hard.”