The Asta Interview: Leslie Edmonds, Chief Operating Officer

With nearly 30 years in the insurance industry, Leslie Edmonds has built a career on understanding how insurance businesses work from the ground up. From starting in a Direct Line call centre in Glasgow to leading operations at Asta, she has gained extensive experience across business change, strategy, data, compliance, and operational resilience. Since joining Asta in 2021, Leslie has played a pivotal role in shaping the firm’s operational model, while embedding a mindset of continuous improvement. Now, as Chief Operating Officer, she is driving forward initiatives that enhance Asta’s capabilities and support its clients in an increasingly complex regulatory landscape.

In this interview, Leslie shares insights into her leadership approach, the evolving role of operations, and why she believes in thinking big—embracing change, challenging norms, and always looking ahead to what’s next.

Can you tell us about your career to date and the experiences that led to your role as Chief Operating Officer?

I’ve been in the insurance industry for nearly 30 years now, working across a wide range of roles—15, to be exact! One of the most pivotal early roles I had was at Allianz, where I worked as a team liaison officer. That role required me to understand how every function in the business contributed to delivering insurance programmes for corporate clients like John Lewis and PC World. I had to coordinate between teams, resolve issues on the fly, and make sure everything ran smoothly. It was a real crash course in influencing without authority, understanding the bigger picture, and problem-solving—skills that have been invaluable ever since.

From there, I kept moving into new areas, managing teams in pricing, data and MI, audit, risk, and business planning at Lloyd’s. I also spent time in the strategy team, which broadened my perspective on external market forces and customer needs. That diversity of experience has given me a unique lens through which to approach challenges, helping me see both the operational details and the strategic big picture.

I joined Asta originally in a change management role, where I was tasked with reviewing and refining our operating model to help us scale to support scalability and drive operational efficiency. That work naturally led to broader responsibilities, from setting up new teams—like data governance, business resilience, and committee operations—to working on IT, people planning and budgeting. As my role expanded, stepping into the Chief Operating Officer position felt like the right next step.

How has your role and responsibilities evolved from overseeing business change to now managing the broader operations team?

Initially, my focus was on refining Asta’s operating model to support our rapid growth. The challenge was to ensure we had the right structures in place while preserving the agility and responsiveness that makes Asta unique. In the first 18 months, I spent a lot of time analysing how we worked, identifying pain points, and implementing changes that would allow us to scale sustainably.

That work led to setting up new teams, such as data governance and business resilience, to ensure we were proactively managing key operational risks. It also meant working more closely with our clients, supporting them in areas like syndicate operations and regulatory compliance. Over time, my role shifted from an internal focus to one that increasingly involves external engagement—helping syndicates and MGAs operate more efficiently while maintaining the highest standards of governance.

A big area of focus now is syndicate operations, particularly around areas like credit control and data management, which directly impact underwriting and finance teams, and technology and information security which are critical for future success. As we look ahead, Asta is taking a more hands-on approach in supporting our clients with these operational processes, ensuring they have the structures in place to succeed.

Naturally, I can’t talk about operations without mentioning AI. Its capabilities are evolving rapidly, with new models, optimisations, and integrations accelerating progress at an unprecedented rate. I’m collaborating closely with the members of our Change team, Digital Innovators Group, and IT Centre of Excellence to roll out Asta’s AI strategy. We’re committed to realising its advantages for the benefits of colleagues and clients and have recently decided to provide everyone at Asta with their own digital assistant. It’s such an exciting time to be leading change.

What has been the most significant strategic change you’ve implemented, and how did you ensure its success?

Every change feels significant at the time, but if I had to pick one that shaped my career, I’d go back to my early days at Allianz. I was about 24 when I wrote a business case to develop a data warehouse and set up an MI function. Our clients were desperate for better insights into their insurance programmes, but the business wasn’t providing them in a structured way. I saw an opportunity, persuaded leadership to invest in it, and managed the entire implementation. The result was a centre of excellence that people from across the UK came to visit.

That experience taught me that if you can articulate a compelling case for change and show the tangible benefits, people will back you. It also reinforced the importance of having the right people in place—change only happens when you have passionate sponsors, engaged teams, and clear stakeholder buy-in.

At Asta, the launch of our data partnering service is something I’m particularly proud of. Clients often struggle with data quality early on, and we realised that offering direct support from day one could prevent costly issues down the line. We built a business case, secured buy-in, and launched the service, which has significantly improved data quality across our newer clients. Now, we’re implementing technology to scale that further.

We live in a rapidly changing and challenging world. How have you adapted operations to ensure business resilience and continuity?

Operational resilience has evolved significantly in recent years. It’s no longer just about business continuity in the traditional sense—it’s about ensuring that critical services remain available to customers, even in the face of disruption. At Asta, we’ve embedded resilience into our client onboarding process, ensuring every new syndicate or MGA understands their obligations from day one.

A big focus has been on identifying vulnerabilities—whether it’s reliance on third-party providers, cyber risks, or regulatory shifts—and ensuring there are contingency plans in place. For example, we’ve done a lot of work to ensure we have backup processes if key market infrastructure, like DXC or Lloyd’s Blueprint Two systems, were to experience issues.

Cyber resilience is another key area. The regulatory expectation is clear: firms must be able to demonstrate that they can continue to operate securely even in the face of a cyberattack. That’s meant working closely with our clients to stress-test their response plans, identify gaps, and put stronger safeguards in place.

What advice would you give to individuals aspiring to leadership positions within the insurance sector?

Get involved in projects. It’s one of the best ways to raise your profile, gain exposure to different areas of the business, and build a strong professional network. When you’re working on projects, you’re not just learning new technical skills—you’re developing the ability to influence without authority, to drive change, and to see the bigger picture.

I also can’t overstate the value of continuous learning. Five years ago, I did my MBA, and I’ve just completed a Masters in People and Organisational Development. Formal education helps, but so does learning from your peers—I’ve studied alongside people from M&S, the police force, even a donkey sanctuary! The cross-industry perspective is fascinating, and it’s reinforced my belief that the best ideas often come from outside your immediate environment.

At the end of the day, leadership isn’t about having all the answers—it’s about asking the right questions, staying curious, and creating an environment where others feel empowered to do their best work.

Given the demands of your role, how do you manage work-life balance and maintain personal well-being?

I genuinely enjoy what I do, which makes a big difference. I love my work, but I also love spending time with my family and friends, so I try to be as organised as possible to make time for all of it. The job itself is very people-focused, which suits me—I thrive on collaboration and problem-solving.

That said, sometimes life throws everything at you at once—work deadlines, studying commitments, family responsibilities. Those are the moments when I’ve learned to ask for help. Whether it’s my husband being a huge support at home or my team supporting me on a tight deadline, people are usually more than happy to step in if you just ask. I’ve also learned that stepping away, even briefly, can do wonders—grabbing lunch with a friend I haven’t seen in ages or getting lost in a good book helps me recharge and refocus.

What advice would you give to your 13-year-old self?

Think big. When I was 13, I lived in a small town and thought I would be a teacher and stay there forever. I never imagined I’d end up where I am today, and each step of the way, I’ve thought, “I’ll never be able to do that.” But I did.

If I could go back, I’d tell myself to trust in my own potential and not be afraid to take risks. You are always capable of more than you think. Growth comes from stepping outside your comfort zone—so say yes to opportunities, even the ones that scare you.

If you would like to continue the conversation, get in touch with Chief Operating Officer, Asta, Leslie Edmonds at l.edmonds@asta-uk.com