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Steadfast Investor Day Presentation - Statewide Insurance

This document is a presentation from Steadfast Group Limited's investor day on June 17, 2015. It provides an overview of Steadfast Group Limited, including that it is the largest general insurance intermediary in Australasia. It discusses Steadfast's business strategy, DNA, and the roles and initiatives of the Partners & Broker Services team and Business Development team to continue growing organically within the Steadfast network.

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Steadfast Group Limited ABN: 98 073 659 677 ACN: 073 659 677 Level 3, 99 Bathurst Street, Sydney NSW 2000 t 02 9495 6500 f 02 9495 6565 www.steadfast.com.au STRENGTH WHEN YOU NEED IT 17 June 2015 Market Announcements Office ASX Limited Exchange Centre 20 Bridge Street SYDNEY NSW 2000 Dear Sir INVESTOR DAY PRESENTATION Please see attached the Investor Day slides being presented today in Melbourne and in Sydney on Friday 19 June. Yours faithfully Linda Ellis Group Company Secretary & General Counsel
Steadfast, the Steadfast logos, Strength when you need it, None of us is as good as all of us, SVU and Steadfast Virtual Underwriter are registered trademarks of Steadfast Group Limited in Australia and other countries.
2 Important notice This presentation has been prepared by Steadfast Group Limited (“Steadfast”). This presentation contains general information in summary form which is current as at 17 June 2015. This presentation is not a recommendation or advice in relation to Steadfast or any product or service offered by Steadfast or its subsidiaries. It is not intended to be relied upon as advice to investors or potential investors, and does not contain all information relevant or necessary for an investment decision or that would be required in a prospectus or product disclosure statement prepared in accordance with the requirements of the Corporations Act 2001 (Cth). It should be read in conjunction with Steadfast’s other periodic and continuous disclosure announcements filed with the Australian Securities Exchange, ASX Limited, and in particular the Steadfast 2014 Annual Report and the 31 December 2014 half year financial report. These disclosures are also available on Steadfast’s website at investor.steadfast.com.au. No representation or warranty, express or implied, is made as to the accuracy, adequacy or reliability of any statements, estimates or opinions or other information contained in this presentation. To the maximum extent permitted by law, Steadfast, its subsidiaries and their respective directors, officers, employees and agents disclaim all liability and responsibility for any direct or indirect loss or damage which may be suffered by any recipient through use of or reliance on anything contained in or omitted from this presentation. No recommendation is made as to how investors should make an investment decision. Investors must rely on their own examination of Steadfast, including the merits and risks involved. Investors should consult with their own professional advisors in connection with any acquisition of securities. The information in this presentation remains subject to change without notice. No person is under any obligation to provide any recipient of this presentation with any access to any additional information or to notify any recipient or any other person of any other matter arising or coming to its notice after the date of this presentation. The information in this presentation is for general information only. To the extent that certain statements contained in this presentation may constitute “forward- looking statements” or statements about “future matters”, the information reflects Steadfast’s intent, belief or expectations at the date of this presentation. Steadfast gives no undertaking to update this information over time (subject to legal or regulatory requirements). Any forward-looking statements, including projections, guidance on future revenues, earnings and estimates, are provided as a general guide only and should not be relied upon as an indication or guarantee of future performance. Forward-looking statements involve known and unknown risks, uncertainties and other factors that are outside Steadfast’s control and may cause Steadfast’s actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements. Any forward-looking statements, opinions and estimates in this presentation are based on assumptions and contingencies which are subject to change without notice, as are statements about market and industry trends, which are based on interpretations of current market conditions. Neither Steadfast, nor any other person, gives any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this presentation will actually occur. In addition, please note that past performance is no guarantee or indication of future performance. Possible factors that could cause our results or performance to differ materially from those expressed in our forward looking statements include the risk factors set out on pages 30-32 of Steadfast 2014 Annual Report. This presentation does not constitute an offer to issue or sell securities or other financial products in any jurisdiction. The distribution of this presentation outside Australia may be restricted by law. Any recipient of this presentation outside Australia must seek advice on and observe any such restrictions. This presentation may not be reproduced or published, in whole or in part, for any purpose without the prior written permission of Steadfast. Local currencies have been used where possible. Prevailing current exchange rates have been used to convert local currency amounts into Australian dollars, where appropriate. All references starting with “FY” refer to the financial year ended 30 June. For example, “FY15” refers to the year ended 30 June 2015. All references starting with “1H FY” refer to the financial half year ended 31 December. For example, “1H FY15” refers to the half year ended 31 December 2014.
Robert Kelly, Managing Director & CEO
4 Who we are LARGEST GENERAL INSURANCE INTERMEDIARY IN AUSTRALASIA1 • Service provider  306 broker businesses  22 underwriting agencies • Equity participation  56 broker businesses  22 underwriting agencies  life broker  reinsurance broker  back office service provider  leading insurance legal practice  leading back office IT company • Macquarie Pacific Funding • Greenfield projects  Marine transit u/w agency  Emerging risks u/w agency  Offshoring Note: 1. Measured by annual premiums placed (26% market share on a pro-forma basis in 2014); Source: Steadfast and APRA Intermediated General Insurance Statistics, December 2014 76 Western Australia 5 Northern Territory 48 South Australia 18 Tasmania 152 Queensland 192 New South Wales 11 Canberra 174 Victoria 56 North Island 14 South Island 1 Singapore 747 offices across Australia, New Zealand & Singapore
5 Business strategy • Grow shareholder value • Continue to enhance the services we provide to the Steadfast Network • Build and develop strategic relationships with insurers and other parties • Deliver synergies from our acquisitions made to date • Grow from acquisitions • Cross-sell existing and new products and services within the Steadfast Network • Build on our existing underwriting agencies
6 Our DNA • Helplines: legal, technical, HR, IR, contractual liability • Technical service team • Triage process • Best-in-class policies • Internal legal expertise • Model broker programme • Training • Open market choice • Non restrictive panel providers • Town Hall meetings • Annual Steadfast Convention • Ethics, efficacy and honesty • We come from the “HOOD” • Cultural and gender diversity We help one another. “None of us is as good as all of us.”
Partners & Broker Services Nick Cook, Executive General Manager
8 Partners & Broker Services team • Team  Executive General Manager  Broker Services Manager  Group Technical Manager  Broking Technical Manager • We are people from the “HOOD” that link Steadfast Group, Strategic Partners and the Steadfast Network • KPIs  Continuing building and enhancing distribution relationships with insurer partners and broader network  Achieving market best practice in policy wordings, service levels and remuneration structure
9 Structured approach Maximum participation Remuneration linked Differentiated propositions Improved engagement BUILD Competitive Advantage Deliverables
10 Guiding principles CUSTOMER BROKER INSURER Service Coverage Scale Coverage Security Transaction efficiency Security Ease of transaction Predictability Peace of mind Remuneration Profitability Training & compliance
11 The Opportunity SCALE DIVERSIFICATION GROWTH $4.1b GWP in FY14 Largest insurer accounts for ~17% Steadfast GWP growth above industry average of 3% $900m in business insurance Steadfast members deal with 200+ insurance providers New members Steadfast members access 200+ broker services Access to 22 Steadfast Underwriting Agencies M&A fee on expanded product line Steadfast Convention – largest insurance networking event in Australasia Partnerships with 3 premium funders including Macquarie Pacific Funding Steadfast Direct (personal home & motor)
12 Roadmap PLANNED APPROACH IDENTIFY GROWTH AREAS DEVELOP OPPORTUNITIES OPT IN CHOICE MODEL Steadfast is RECOGNISED We are at our best when we are STRONGER TOGETHER
Business Development Adrian Humphreys, Executive General Manager
14 Business Development • New person / new role / old experience • Team  Executive General Manager  Broker Development Manager 1  Broker Development Manager 2  Broker Collateral Marketing Manager • Working closely with the Steadfast Network • Goal – evaluate / assist / implement process for organic growth
15 Deliverables EXISTING CROSS SELLING NEW CLIENTS • Segmentation • Service reviews • Net promotor scores • Product marketing • Product training • Fees justification • Business planning • Lead generation • Proposal templates Organic growth initiatives via the 3 Ps and new & existing clients simultaneously PEOPLE PRODUCT PROCESS • Identify people • Sales upskilling • Structure & reward • Establish product pipeline • Business planning • Pipeline management • Celebrate success
16 Roadmap RESEARCH Met with over 100 brokers & gathered feedback BEST PRACTICE Brokers best source, formalise and utilise PLANNING Work stream, time frames, resources & budget PILOT & ASSESS Choose brokers, detail plans & monitor ROI ROLL OUT Constant communications, make available to entire network Ensure best practice initiatives are successful before full roll out
Strategic projects, Marketing & HR Samantha Hollman, Executive General Manager Projects, Brand, People
18 • Work directly with Managing Director & CEO to implement strategies for the Group • Two current project examples: 1. Life insurance with Steadfast Life and MetLife 2. Steadfast Asia Strategic Projects
19 Steadfast Life / MetLife Steadfast Life • Provides Steadfast Network with a vehicle to offer life insurance products and services to their client base • Sit on the Board of Steadfast Life Partnership with MetLife • One of the world’s largest providers of life insurance • Produced co-branded exclusive suite of tailored corporate life products • Seeking a leadership position in the market of SME group life insurance in Australia
20 Steadfast Asia Explore and develop opportunities in Asia • Establish Steadfast Asia broker network to service Australasian brokers in Asia • Explore / evaluate / implement cluster network within Asia • Consider equity positions in appropriate brokers within Asia • Explore portability of our underwriting agencies, reinsurance broker and life broker into Asian market
21 Human Resources Strategy To have a culture of excellence that drives business performance and is a strategic differentiator. Create a highly engaged workforce that delivers compelling customer experiences every time. Our values are more than just guidelines on how we interact with each other today, they are aligned with where the business is going. Vision Mission Values 500+ staff 8 businesses 11 locations HR team of 8 to manage Group and Steadfast entities
22 HR Strategic Pillars Three Strategic Pillars: One HR, One Experience, One Culture ONE HR Integrate HR in Head Office businesses ONE Experience Create the best company people have worked for ONE Culture Ensure the customer is at the heart of what we do • Cost reductions achieved through people and system synergies • Increased control on people related matters • Visibility of and access to increased talent pool • Cultural shift towards ‘One Steadfast’ • Improved business performance • Easily attract top talent • Employees providing greater discretionary effort • Nil loss of brokers due to service issues • Attract brokers to our network • Consistently high levels of customer service displayed everyday • Our customer experience is a strategic differentiator
23 Human Resources • Develop a culture of excellence that drives business performance  Attract and retain quality people to deliver on strategy  Engage workforce to deliver improved business performance • Succession Planning for organisation stability and sustainability  Group  Equity investments • Board / ASX / Acquisition HR due diligence A company’s ability to execute its strategy depends on having great talent, fully engaged and behaving in the right way.
24 How HR adds value • Work performed by HR is strategic in nature and creates a structure that allows the business to succeed • Intimate knowledge of the business’s strategy and the existing capabilities of the organization • Organisations can lift performance by focusing on people. Failing to do so will leave the organisation exposed • Strategy is executed by people! HR builds organizational capability to execute business strategy
25 Marketing • Marketing for:  Steadfast Group  Broker Network  Steadfast Underwriting Agencies  Foundation • B2B + B2C • Team of 7 people
26 Brand Strategy • Expand brand awareness to grow Network Broker business and in turn shareholder value • Develop and promote the 22 separate brands under Steadfast Underwriting Agencies • Broker co-branding • Support the community through Steadfast Foundation • Create brand equity • Protect brand to remain reputable and strong Brand strategy brings your competitive positioning to life
27 FEAR LESS Campaign National Campaign, January 2015 – June 2015 Billboards Digital Marketing TV (Foxtel & SBS)
28 Sponsorships Nissan Motorsport Brisbane Roar
29 Broker Collateral Key message here Steadfast Corporate Video About Steadfast Booklet Animation Video for Broker Websites
30 Website Brand is more than your logo, name or slogan – it’s the entire experience customers have with your company.
Steadfast Direct & New Zealand Allan Reynolds, EGM Direct & New Zealand
32 Steadfast Direct November 2014 Announced new line of retail insurance products – Steadfast Direct First two product offerings – home and motor April 2015 Allan Reynolds appointed EGM Direct & New Zealand End of April 2015 Steadfast Direct home and motor started piloting with six brokers June 2015 Pilot expanded to 15 brokers, feedback extremely encouraging July 2015 Expected rollout to Steadfast Broker Network
33 Rationale • Protect SME Clients • “Take back the farm” • Competitively priced retail product offering • Grow revenue for Steadfast (M&A) and brokers • Targeting retail product offerings sold by Steadfast Network (annual GWP of $350m or 9% of total) but more importantly new business
34 Behind the scenes • IT platform developed to sell Steadfast Direct online initially through the brokers and later directly to clients • Exclusive to Steadfast Network • End to end solution (from quote to policy)
35 Roll out of Steadfast Direct 1. Steadfast Network Brokers 2. Direct to customers through the SVU platform 3. White labelling / affinity 4. New Zealand 5. New product offerings
36 Steadfast New Zealand April 2013 Acquired equity interest in Rothbury – top 5 broker in NZ acquired 17.9% in April 2013 and a further 12.2% in August 2013 July 2014 Acquired Allied Insurance Group – 2nd largest GI network in NZ October 2014 Allied rebranded Steadfast April 2015 Acquired IC Frith New Zealand April 2015 Allan Reynolds appointed EGM Direct & New Zealand • 34 brokerages, 70 offices and annual GWP of ~$300m • 10% intermediated market share • Bruce Oughton, CEO NZ since April 2007 plus EGM – NZ, Technical Manager and Administrative Assistant History Size Structure
37 Strategy • New Zealand-ise Steadfast Australia platform • Remain a leading market player through organic growth • Create cross sell opportunities for Steadfast Underwriting Agencies • Convert accretive acquisition opportunities
38 Strategic initiatives • Implemented Marketing & Administration (M&A) fee model • Strategic partners aligned to Steadfast • Two additional brokers have joined Network since Allied was purchased in July 2014 Strong progress made over 12 months
Finance Stephen Humphrys, Chief Financial Officer
40 Finance team • Team of 13 including:  CFO  Group Financial Controller  CFO – Steadfast Underwriting Agencies  Senior Analyst  Chief Risk Officer  Investor Relations Manager
41 Data collation
42 Data collation • Scalable • No business disruption – new acquisitions feed into existing infrastructure • Monthly data collection – full trial balance of each entity, GWP data • Semi annual collection – GWP data from non-owned Network Brokers • Full analysis capability to undertake monthly review and identify key trends of actual performance against prior year, budget and forecasts • Global flexibility – offshoring enabled
43 Benchmarking • Financial data from all network brokers • Data is normalised to compare like for like • Brokers receive a pack which highlights their performance on various metrics, and compared their performance against the following categories: − Size band − Group as a whole − State − Metro or Regional-based • Comparison to prior periods to identify trends for each broker and for all users to further understand industry thematics Average profit margin xx.x% Average F&C as % of Base Premium xx.x% Average Revenue per Principal & AM’s $xxxk Average Profit per Principal & AM’s $xxxk
44 Example of benchmarking (not real data) 0 100 200 300 400 500 Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13-FY14 State Average FY13-FY14 Metro Average FY13-FY14 $’000’s Revenue per Principal & Account Managers FY13-FY14 $’000’s Employee Costs as % of Revenue FY13-FY14 40.0% 41.0% 42.0% 43.0% 44.0% 45.0% 46.0% 47.0% Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13- FY14 State Average FY13-FY14 Metro Average FY13-FY14 Profit per Principal & Account Managers FY13-FY14 Profit margin FY13-FY14 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13- FY14 State Average FY13-FY14 Metro Average FY13-FY14 0 20 40 60 80 100 120 140 Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13-FY14 State Average FY13-FY14 Metro Average FY13-FY14
45 Risk analysis • Risk Heat Map reviewed continuously and all key risk areas monitored by CRO • Internal audit review of all entities on rolling cycle • Broad coverage – financial, operational and governance issues • Complements monthly analytics • Complements annual external audit procedures • Includes AFSL compliance measures in each licensee • Identifies “best practice” and “process improvements” measures to create further synergies or strengthen back office across all businesses
Operations and Acquisitions Dana Williams, Chief Operating Officer
47 Operations and Acquisitions team • Team of six, including two working directly with brokers • Focus on: Source and perform diligence on potential acquisitions both inside and outside the network Transition the new entities into the SDF operating company Support mergers and hubs within our current entities which drives operational improvement Acquisitions Transitions Mergers & Hubs
48 12 acquisitions since IPO (rebranded Steadfast) Underwriting Agencies Brokers Complimentary businesses
49 11 bolt-ons since IPO Steadfast Network Broker Bolt-on Centrewest Logiudice Finn Foster Mooneys Insurance Brokers Regional Insurance Brokers AIS Insurance – Brisbane Ausure Brisbane Les Wigginton Brecknock Insurance Brokers VFP Insurance Brokers McLardy McShane McIntyre King Rothbury Wilkinson Insurance Brokers NCIB IMC Trade Credit Solutions Melbourne Insurance Brokers C. & M. Hammond
50 Disciplined process and criteria Meet with potential partners to evaluate cultural and strategic fit Discuss the Principal’s vision, motivations to sell and timing Can Steadfast as a partner add value to the business? Can we merge with an existing entity/become a Corporate AR? Analyse the financials and propose a non-binding valuation Perform due diligence incl. financial, legal & tax Close the deal Transition the business into the family 1. 2. 3. 4. 5. 6. 7. 8.
51 Not afraid to walk away We view numerous deals that do not complete with the primary reasons being: 1. Culturally incompatible 2. Vendor expectations too high 3. Not part of our core business 4. Endless negotiation and deal fatigue 5. Margins too low
52 Mergers and Hubs • Hubs established in six states • 25 entities merged into 8 platforms • On track to deliver 7% EBITA margin improvement for Hubs by FY17 Sydney 6 into 2 hubs 60% owned 100% owned Brisbane 3 into 1 hub 64% owned Melbourne 5 into 1 hub 83% owned Adelaide 5 into 2 hubs 71% owned 100% owned Perth 3 brokers into 1 67% owned Tasmania 3 into 1 hub 71% owned Note: Ownership date effective as at 1 June 2015.
Centralisation and offshoring Peter Roberts, EGM - Integration Synergies
54 Centralised functions • 306 broker businesses • 22 underwriting agencies • Ancillary businesses • All with common reporting needs • Centralised functions, create scale and EFFICIENCY • Offshore markets = HIGH QUALITY CANDIDATES at a reasonable cost • Expand services to brokers = efficiency gain and COST CONTAINMENT RATIONALE POTENTIAL
55 Moving offshore PHILIPPINES • Transactional claims handling • Global Shared Services Centre of QBE VIETNAM • Finance, marketing, and IT • Partnering with an established 3rd party who are providing infrastructure and basic HR oversight for our dedicated employees
56 How? • Transfer of functions controlled and progressive • Well documented and standardised processes • Interaction with group entities remains with local team • Data and systems remain in Australia / in the cloud • Oversight of offshore staff managed locally • Finance – accounts payable, reconciliations and management accounts preparation • Marketing – graphic design, websites, promotional material, printing • IT – software developers (supervised by Steadfast Technologies) • Claims – Transactional Claims Processing AREAS OF EXPERTISE OUR APPROACH
57 Timing of benefits • Offshore roles are a small part of our current operations • Implementation underway in 2015 calendar year • Benefits won’t be realised until FY17
Steadfast Underwriting Agencies Simon Lightbody, Chief Executive Officer
59 Our business today Steadfast Underwriting Agencies Holdings 100% Owned Agencies Accident & Health Protection Interruption Underwriting Agencies (IUA) ARGIS Insurance Mansions of Australia Calliden Home Miramar Underwriting Agency CHU Strata Insurance Procover Underwriting Agency Dawes Motor Insurance Steadfast Placement Solutions Home Builders Insurance Agency Underwriting Agencies of Australia (UAA) Hostsure Underwriting Agency Winsure Underwriting 50-99% Owned Agencies CAIP Income Protection (70%) MECON Insurance (76%) NM Insurance (70%) Protecsure (90%) QUS (45%) Sports Underwriting Australia (80%) <50% Owned Agencies Emergence Insurance (25%) Sterling Insurance (39.5%) No. of agencies 22 Pro-forma annual GWP $765m
60 SUA growth
61 22 agencies Strong focus on SME insurance programs Hard-to-place and complex risks including environmental liability Marine and motorcycle Building and construction industry Sports and leisure related businesses Specialised equipment, tradesmen & small business and marine transit Community care, entertainment & hospitality, and security Professionals including engineers, architects and doctors Hospitality, leisure and entertainment sector Hard-to-place risks, exclusive to Steadfast Network Brokers Residential and commercial strata Mobile plant and equipment Home and contents for owner occupied homes Complete farm package Personal accident and sickness, and travel High value homes Stand alone cash flow insurance focus on SME Specialist/exotic motorcar and motorcycle NSW Builders warranty Property insurance Income protection Emerging risks
62 SUA structure ASX Board SUAH Board Simon Lightbody CEO HR Legal Finance Compliance
63 • Consistent Acquisition Process • M&A Team working with Underwriting Team • Efficient Transition to Steadfast • Strong Operational Team • Developing Strong Core Values • Believe in Brand Strength Agency strategy
64 www.steadfastagencies.com.au SUA website & app
Robert Kelly, Managing Director & CEO
66 Business strategy • Grow shareholder value All • Continue to enhance the services we provide to the Steadfast Network Nick, Adrian, Sam, Allan, Stephen, Simon • Build and develop strategic relationships with insurers and other parties Nick, Adrian, Allan • Deliver synergies from our acquisitions made to date Dana, Peter, Stephen • Grow from acquisitions Dana, Simon • Cross-sell existing and new products and services within the Steadfast Network Adrian, Sam, Simon • Build on our existing underwriting agencies Simon • Expand Macquarie Pacific Funding / Steadfast Re / Meridian Lawyers All • Roll out IT systems Steadfast Technologies
Questions
Executive Management bios
69 Executive Management Team Robert Kelly, Managing Director & Chief Executive Officer Robert co-founded Steadfast and has over 45 years’ experience in the insurance industry. He was named equal first Most Influential Person in Insurance by Insurance News in 2015 and awarded the ACORD Rainmaker Award in 2014, a special honour presented to organizations and individuals that have shown outstanding achievements in the advancement of standards for the insurance industry. Robert is a Qualified Practicing Insurance Broker, a Fellow of NIBA, a Senior Associate Certified Insurance Professional and holds a Diploma in Financial Services and in Occupational Health and Safety, and a Graduate Diploma in Australian Risk Management. Linda Ellis, Group Company Secretary & General Counsel Linda joined Steadfast in 2013 and works closely with the Board as Company Secretary and oversees and identifies the legal issues of the Group. She is a lawyer with over 15 years’ experience at international law firms including Mallesons Stephen Jaques (now King & Wood Mallesons), Atanaskovic Hartnell and Clifford Chance. Linda has diverse experience in corporate and commercial law, including mergers and acquisitions, capital markets and corporate governance. She is admitted to practice as a solicitor of the Supreme Court of NSW. Samantha Hollman, Executive General Manager – Projects, Brand, People Sam joined Steadfast in 2000 and has more than 20 years’ experience in the insurance industry. She has held key roles in broker services, project management, and marketing & communications. Sam works closely with the Managing Director & CEO, implementing strategic initiatives for the Group, including marketing trips overseas to review these projects on an international level. She also oversees Human Resources and Marketing for the Group. Stephen Humphrys, Chief Financial Officer Stephen joined Steadfast in 2013 but had previous experience working with Steadfast as Managing Director of Moore Stephens Sydney. He has over 25 years’ experience as a Chartered Accountant and extensive experience in acquisitions and integrations. As Managing Director of Moore Stephens Sydney for 10 years and Chairman of Moore Stephens Australasia for three, Stephen played a key role in placing Moore Stephens into the top 10 accounting firms in Australia. Stephen is a Fellow of the Institute of Chartered Accountants and a registered tax agent. Allan Reynolds, Executive General Manager – Direct & New Zealand Allan joined Steadfast in 2002 and in April 2015 took on the Direct and New Zealand portfolios. Previous to that Allan oversaw broker products and services, strategic partner relationships, and equity brokers. With a background in product development and distribution, corporate strategy and portfolio management, Allan has more than 40 years of industry experience in general insurance. He holds a Diploma of Business Studies (Insurance), is a Certified Insurance Professional and is a Fellow, honorary member and was recently appointed a Board member of ANZIIF. Peter Roberts, Executive General Manager - Integration Synergies Peter joined Steadfast in 2013 and is establishing and developing centralised back office services within the Group. Peter has been Managing Director of White Outsourcing since it formed in 2005. He is also company secretary of three listed investment companies and Macquarie Pacific Funding. Peter commenced his career in accounting with KPMG, is a member of Institute of Chartered Accountants and has over 25 years’ experience in accounting and back office services to the financial services sector.
70 Executive Management Team Dana Williams, Chief Operating Officer Dana joined Steadfast in January 2014 and was promoted to COO in June 2014. Her focus is on working with Steadfast equity brokers to improve their operations, as well as acquisitions including due diligence and integration. Dana has 25 years’ business experience, including 15 in brokerage, insurance, reinsurance and underwriting agencies. She has held senior roles at Hub International and Marsh, holds a Bachelor of Engineering and an MBA, and is a Certified Public Accountant. JOINING THE EXECUTIVE MANAGEMENT TEAM EFFECTIVE 1 JULY 2015 Nick Cook, Executive General Manager – Partner & Broker Services Nick joined Steadfast in February 2015 to focus on developing and building relationships with Strategic Partners including insurance companies, and enhancing services provided to Steadfast Network Brokers. Nick has over 25 years’ experience at Zurich Financial Services including three as the Head of Customer & Proposition Development (where he was responsible for the development of Zurich products & propositions in the marketplace) and nine years as a distribution manager. He has an Associate ANZIFF membership and has graduated from both the AGSM Leadership Program and the Prosci Organisational Change Management Program. Adrian Humphreys, Executive General Manager – Business Development Adrian joined Steadfast in January 2015 focusing on driving and supporting organic growth across Steadfast Network Brokers. Adrian was previously Managing Director of Lloyd’s Australia where he grew the business by 84% from $1.1 billion to over $2 billion in under five years whilst increasing the number of agencies. He has over 10 years’ experience in the insurance industry, working for both Lloyd’s of London and Aon UK. Prior to insurance, Adrian worked at KPMG Financial Services. Duncan Ramsay, Senior Corporate Lawyer Duncan joined Steadfast in June 2014 and focuses on the legal aspects of acquisitions and operations. His previous role was General Counsel and Company Secretary at QBE Insurance Group where he worked for over 20 years. He was also a director or company secretary of a number of QBE controlled entities and acted as the chairman of the policy committee and a trustee respectively of QBE sponsored superannuation plans in Australia and New Zealand. Duncan’s legal career commenced in 1986 with Freehills (now Herbert Smith Freehills), where he specialised in general commercial work and litigation. STEADFAST UNDERWRITING AGENCIES Simon Lightbody, CEO of Steadfast Underwriting Agencies Simon became CEO of Steadfast Underwriting Agencies in April 2015 and has been part of Steadfast for over 10 years. Simon has worked in the insurance industry for 25 years in both the UK (as an underwriter at Lloyd's of London) and Australia, including nine years within his own business, Miramar Underwriting Agency (Miramar). Steadfast entered into the underwriting agency market in 2005 as a 50% joint venture partner of Miramar and as part of the IPO acquired the remaining balance.

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Steadfast Investor Day Presentation - Statewide Insurance

  • 1.
    Steadfast Group Limited ABN:98 073 659 677 ACN: 073 659 677 Level 3, 99 Bathurst Street, Sydney NSW 2000 t 02 9495 6500 f 02 9495 6565 www.steadfast.com.au STRENGTH WHEN YOU NEED IT 17 June 2015 Market Announcements Office ASX Limited Exchange Centre 20 Bridge Street SYDNEY NSW 2000 Dear Sir INVESTOR DAY PRESENTATION Please see attached the Investor Day slides being presented today in Melbourne and in Sydney on Friday 19 June. Yours faithfully Linda Ellis Group Company Secretary & General Counsel
  • 2.
    Steadfast, the Steadfastlogos, Strength when you need it, None of us is as good as all of us, SVU and Steadfast Virtual Underwriter are registered trademarks of Steadfast Group Limited in Australia and other countries.
  • 3.
    2 Important notice This presentationhas been prepared by Steadfast Group Limited (“Steadfast”). This presentation contains general information in summary form which is current as at 17 June 2015. This presentation is not a recommendation or advice in relation to Steadfast or any product or service offered by Steadfast or its subsidiaries. It is not intended to be relied upon as advice to investors or potential investors, and does not contain all information relevant or necessary for an investment decision or that would be required in a prospectus or product disclosure statement prepared in accordance with the requirements of the Corporations Act 2001 (Cth). It should be read in conjunction with Steadfast’s other periodic and continuous disclosure announcements filed with the Australian Securities Exchange, ASX Limited, and in particular the Steadfast 2014 Annual Report and the 31 December 2014 half year financial report. These disclosures are also available on Steadfast’s website at investor.steadfast.com.au. No representation or warranty, express or implied, is made as to the accuracy, adequacy or reliability of any statements, estimates or opinions or other information contained in this presentation. To the maximum extent permitted by law, Steadfast, its subsidiaries and their respective directors, officers, employees and agents disclaim all liability and responsibility for any direct or indirect loss or damage which may be suffered by any recipient through use of or reliance on anything contained in or omitted from this presentation. No recommendation is made as to how investors should make an investment decision. Investors must rely on their own examination of Steadfast, including the merits and risks involved. Investors should consult with their own professional advisors in connection with any acquisition of securities. The information in this presentation remains subject to change without notice. No person is under any obligation to provide any recipient of this presentation with any access to any additional information or to notify any recipient or any other person of any other matter arising or coming to its notice after the date of this presentation. The information in this presentation is for general information only. To the extent that certain statements contained in this presentation may constitute “forward- looking statements” or statements about “future matters”, the information reflects Steadfast’s intent, belief or expectations at the date of this presentation. Steadfast gives no undertaking to update this information over time (subject to legal or regulatory requirements). Any forward-looking statements, including projections, guidance on future revenues, earnings and estimates, are provided as a general guide only and should not be relied upon as an indication or guarantee of future performance. Forward-looking statements involve known and unknown risks, uncertainties and other factors that are outside Steadfast’s control and may cause Steadfast’s actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements. Any forward-looking statements, opinions and estimates in this presentation are based on assumptions and contingencies which are subject to change without notice, as are statements about market and industry trends, which are based on interpretations of current market conditions. Neither Steadfast, nor any other person, gives any representation, assurance or guarantee that the occurrence of the events expressed or implied in any forward-looking statements in this presentation will actually occur. In addition, please note that past performance is no guarantee or indication of future performance. Possible factors that could cause our results or performance to differ materially from those expressed in our forward looking statements include the risk factors set out on pages 30-32 of Steadfast 2014 Annual Report. This presentation does not constitute an offer to issue or sell securities or other financial products in any jurisdiction. The distribution of this presentation outside Australia may be restricted by law. Any recipient of this presentation outside Australia must seek advice on and observe any such restrictions. This presentation may not be reproduced or published, in whole or in part, for any purpose without the prior written permission of Steadfast. Local currencies have been used where possible. Prevailing current exchange rates have been used to convert local currency amounts into Australian dollars, where appropriate. All references starting with “FY” refer to the financial year ended 30 June. For example, “FY15” refers to the year ended 30 June 2015. All references starting with “1H FY” refer to the financial half year ended 31 December. For example, “1H FY15” refers to the half year ended 31 December 2014.
  • 4.
    Robert Kelly, ManagingDirector & CEO
  • 5.
    4 Who we are LARGESTGENERAL INSURANCE INTERMEDIARY IN AUSTRALASIA1 • Service provider  306 broker businesses  22 underwriting agencies • Equity participation  56 broker businesses  22 underwriting agencies  life broker  reinsurance broker  back office service provider  leading insurance legal practice  leading back office IT company • Macquarie Pacific Funding • Greenfield projects  Marine transit u/w agency  Emerging risks u/w agency  Offshoring Note: 1. Measured by annual premiums placed (26% market share on a pro-forma basis in 2014); Source: Steadfast and APRA Intermediated General Insurance Statistics, December 2014 76 Western Australia 5 Northern Territory 48 South Australia 18 Tasmania 152 Queensland 192 New South Wales 11 Canberra 174 Victoria 56 North Island 14 South Island 1 Singapore 747 offices across Australia, New Zealand & Singapore
  • 6.
    5 Business strategy • Growshareholder value • Continue to enhance the services we provide to the Steadfast Network • Build and develop strategic relationships with insurers and other parties • Deliver synergies from our acquisitions made to date • Grow from acquisitions • Cross-sell existing and new products and services within the Steadfast Network • Build on our existing underwriting agencies
  • 7.
    6 Our DNA • Helplines:legal, technical, HR, IR, contractual liability • Technical service team • Triage process • Best-in-class policies • Internal legal expertise • Model broker programme • Training • Open market choice • Non restrictive panel providers • Town Hall meetings • Annual Steadfast Convention • Ethics, efficacy and honesty • We come from the “HOOD” • Cultural and gender diversity We help one another. “None of us is as good as all of us.”
  • 8.
    Partners & BrokerServices Nick Cook, Executive General Manager
  • 9.
    8 Partners & BrokerServices team • Team  Executive General Manager  Broker Services Manager  Group Technical Manager  Broking Technical Manager • We are people from the “HOOD” that link Steadfast Group, Strategic Partners and the Steadfast Network • KPIs  Continuing building and enhancing distribution relationships with insurer partners and broader network  Achieving market best practice in policy wordings, service levels and remuneration structure
  • 10.
  • 11.
    10 Guiding principles CUSTOMER BROKERINSURER Service Coverage Scale Coverage Security Transaction efficiency Security Ease of transaction Predictability Peace of mind Remuneration Profitability Training & compliance
  • 12.
    11 The Opportunity SCALE DIVERSIFICATIONGROWTH $4.1b GWP in FY14 Largest insurer accounts for ~17% Steadfast GWP growth above industry average of 3% $900m in business insurance Steadfast members deal with 200+ insurance providers New members Steadfast members access 200+ broker services Access to 22 Steadfast Underwriting Agencies M&A fee on expanded product line Steadfast Convention – largest insurance networking event in Australasia Partnerships with 3 premium funders including Macquarie Pacific Funding Steadfast Direct (personal home & motor)
  • 13.
  • 14.
    Business Development Adrian Humphreys,Executive General Manager
  • 15.
    14 Business Development • Newperson / new role / old experience • Team  Executive General Manager  Broker Development Manager 1  Broker Development Manager 2  Broker Collateral Marketing Manager • Working closely with the Steadfast Network • Goal – evaluate / assist / implement process for organic growth
  • 16.
    15 Deliverables EXISTING CROSS SELLINGNEW CLIENTS • Segmentation • Service reviews • Net promotor scores • Product marketing • Product training • Fees justification • Business planning • Lead generation • Proposal templates Organic growth initiatives via the 3 Ps and new & existing clients simultaneously PEOPLE PRODUCT PROCESS • Identify people • Sales upskilling • Structure & reward • Establish product pipeline • Business planning • Pipeline management • Celebrate success
  • 17.
    16 Roadmap RESEARCH Met with over 100brokers & gathered feedback BEST PRACTICE Brokers best source, formalise and utilise PLANNING Work stream, time frames, resources & budget PILOT & ASSESS Choose brokers, detail plans & monitor ROI ROLL OUT Constant communications, make available to entire network Ensure best practice initiatives are successful before full roll out
  • 18.
    Strategic projects, Marketing& HR Samantha Hollman, Executive General Manager Projects, Brand, People
  • 19.
    18 • Work directlywith Managing Director & CEO to implement strategies for the Group • Two current project examples: 1. Life insurance with Steadfast Life and MetLife 2. Steadfast Asia Strategic Projects
  • 20.
    19 Steadfast Life /MetLife Steadfast Life • Provides Steadfast Network with a vehicle to offer life insurance products and services to their client base • Sit on the Board of Steadfast Life Partnership with MetLife • One of the world’s largest providers of life insurance • Produced co-branded exclusive suite of tailored corporate life products • Seeking a leadership position in the market of SME group life insurance in Australia
  • 21.
    20 Steadfast Asia Explore anddevelop opportunities in Asia • Establish Steadfast Asia broker network to service Australasian brokers in Asia • Explore / evaluate / implement cluster network within Asia • Consider equity positions in appropriate brokers within Asia • Explore portability of our underwriting agencies, reinsurance broker and life broker into Asian market
  • 22.
    21 Human Resources Strategy Tohave a culture of excellence that drives business performance and is a strategic differentiator. Create a highly engaged workforce that delivers compelling customer experiences every time. Our values are more than just guidelines on how we interact with each other today, they are aligned with where the business is going. Vision Mission Values 500+ staff 8 businesses 11 locations HR team of 8 to manage Group and Steadfast entities
  • 23.
    22 HR Strategic Pillars ThreeStrategic Pillars: One HR, One Experience, One Culture ONE HR Integrate HR in Head Office businesses ONE Experience Create the best company people have worked for ONE Culture Ensure the customer is at the heart of what we do • Cost reductions achieved through people and system synergies • Increased control on people related matters • Visibility of and access to increased talent pool • Cultural shift towards ‘One Steadfast’ • Improved business performance • Easily attract top talent • Employees providing greater discretionary effort • Nil loss of brokers due to service issues • Attract brokers to our network • Consistently high levels of customer service displayed everyday • Our customer experience is a strategic differentiator
  • 24.
    23 Human Resources • Developa culture of excellence that drives business performance  Attract and retain quality people to deliver on strategy  Engage workforce to deliver improved business performance • Succession Planning for organisation stability and sustainability  Group  Equity investments • Board / ASX / Acquisition HR due diligence A company’s ability to execute its strategy depends on having great talent, fully engaged and behaving in the right way.
  • 25.
    24 How HR addsvalue • Work performed by HR is strategic in nature and creates a structure that allows the business to succeed • Intimate knowledge of the business’s strategy and the existing capabilities of the organization • Organisations can lift performance by focusing on people. Failing to do so will leave the organisation exposed • Strategy is executed by people! HR builds organizational capability to execute business strategy
  • 26.
    25 Marketing • Marketing for: Steadfast Group  Broker Network  Steadfast Underwriting Agencies  Foundation • B2B + B2C • Team of 7 people
  • 27.
    26 Brand Strategy • Expandbrand awareness to grow Network Broker business and in turn shareholder value • Develop and promote the 22 separate brands under Steadfast Underwriting Agencies • Broker co-branding • Support the community through Steadfast Foundation • Create brand equity • Protect brand to remain reputable and strong Brand strategy brings your competitive positioning to life
  • 28.
    27 FEAR LESS Campaign NationalCampaign, January 2015 – June 2015 Billboards Digital Marketing TV (Foxtel & SBS)
  • 29.
  • 30.
    29 Broker Collateral Key message here SteadfastCorporate Video About Steadfast Booklet Animation Video for Broker Websites
  • 31.
    30 Website Brand is more thanyour logo, name or slogan – it’s the entire experience customers have with your company.
  • 32.
    Steadfast Direct &New Zealand Allan Reynolds, EGM Direct & New Zealand
  • 33.
    32 Steadfast Direct November 2014Announced new line of retail insurance products – Steadfast Direct First two product offerings – home and motor April 2015 Allan Reynolds appointed EGM Direct & New Zealand End of April 2015 Steadfast Direct home and motor started piloting with six brokers June 2015 Pilot expanded to 15 brokers, feedback extremely encouraging July 2015 Expected rollout to Steadfast Broker Network
  • 34.
    33 Rationale • Protect SMEClients • “Take back the farm” • Competitively priced retail product offering • Grow revenue for Steadfast (M&A) and brokers • Targeting retail product offerings sold by Steadfast Network (annual GWP of $350m or 9% of total) but more importantly new business
  • 35.
    34 Behind the scenes •IT platform developed to sell Steadfast Direct online initially through the brokers and later directly to clients • Exclusive to Steadfast Network • End to end solution (from quote to policy)
  • 36.
    35 Roll out ofSteadfast Direct 1. Steadfast Network Brokers 2. Direct to customers through the SVU platform 3. White labelling / affinity 4. New Zealand 5. New product offerings
  • 37.
    36 Steadfast New Zealand April2013 Acquired equity interest in Rothbury – top 5 broker in NZ acquired 17.9% in April 2013 and a further 12.2% in August 2013 July 2014 Acquired Allied Insurance Group – 2nd largest GI network in NZ October 2014 Allied rebranded Steadfast April 2015 Acquired IC Frith New Zealand April 2015 Allan Reynolds appointed EGM Direct & New Zealand • 34 brokerages, 70 offices and annual GWP of ~$300m • 10% intermediated market share • Bruce Oughton, CEO NZ since April 2007 plus EGM – NZ, Technical Manager and Administrative Assistant History Size Structure
  • 38.
    37 Strategy • New Zealand-iseSteadfast Australia platform • Remain a leading market player through organic growth • Create cross sell opportunities for Steadfast Underwriting Agencies • Convert accretive acquisition opportunities
  • 39.
    38 Strategic initiatives • ImplementedMarketing & Administration (M&A) fee model • Strategic partners aligned to Steadfast • Two additional brokers have joined Network since Allied was purchased in July 2014 Strong progress made over 12 months
  • 40.
  • 41.
    40 Finance team • Teamof 13 including:  CFO  Group Financial Controller  CFO – Steadfast Underwriting Agencies  Senior Analyst  Chief Risk Officer  Investor Relations Manager
  • 42.
  • 43.
    42 Data collation • Scalable •No business disruption – new acquisitions feed into existing infrastructure • Monthly data collection – full trial balance of each entity, GWP data • Semi annual collection – GWP data from non-owned Network Brokers • Full analysis capability to undertake monthly review and identify key trends of actual performance against prior year, budget and forecasts • Global flexibility – offshoring enabled
  • 44.
    43 Benchmarking • Financial datafrom all network brokers • Data is normalised to compare like for like • Brokers receive a pack which highlights their performance on various metrics, and compared their performance against the following categories: − Size band − Group as a whole − State − Metro or Regional-based • Comparison to prior periods to identify trends for each broker and for all users to further understand industry thematics Average profit margin xx.x% Average F&C as % of Base Premium xx.x% Average Revenue per Principal & AM’s $xxxk Average Profit per Principal & AM’s $xxxk
  • 45.
    44 Example of benchmarking(not real data) 0 100 200 300 400 500 Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13-FY14 State Average FY13-FY14 Metro Average FY13-FY14 $’000’s Revenue per Principal & Account Managers FY13-FY14 $’000’s Employee Costs as % of Revenue FY13-FY14 40.0% 41.0% 42.0% 43.0% 44.0% 45.0% 46.0% 47.0% Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13- FY14 State Average FY13-FY14 Metro Average FY13-FY14 Profit per Principal & Account Managers FY13-FY14 Profit margin FY13-FY14 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13- FY14 State Average FY13-FY14 Metro Average FY13-FY14 0 20 40 60 80 100 120 140 Your Average FY13-FY14 Size Band Average FY13- FY14 Group Average FY13-FY14 State Average FY13-FY14 Metro Average FY13-FY14
  • 46.
    45 Risk analysis • RiskHeat Map reviewed continuously and all key risk areas monitored by CRO • Internal audit review of all entities on rolling cycle • Broad coverage – financial, operational and governance issues • Complements monthly analytics • Complements annual external audit procedures • Includes AFSL compliance measures in each licensee • Identifies “best practice” and “process improvements” measures to create further synergies or strengthen back office across all businesses
  • 47.
    Operations and Acquisitions DanaWilliams, Chief Operating Officer
  • 48.
    47 Operations and Acquisitionsteam • Team of six, including two working directly with brokers • Focus on: Source and perform diligence on potential acquisitions both inside and outside the network Transition the new entities into the SDF operating company Support mergers and hubs within our current entities which drives operational improvement Acquisitions Transitions Mergers & Hubs
  • 49.
    48 12 acquisitions sinceIPO (rebranded Steadfast) Underwriting Agencies Brokers Complimentary businesses
  • 50.
    49 11 bolt-ons sinceIPO Steadfast Network Broker Bolt-on Centrewest Logiudice Finn Foster Mooneys Insurance Brokers Regional Insurance Brokers AIS Insurance – Brisbane Ausure Brisbane Les Wigginton Brecknock Insurance Brokers VFP Insurance Brokers McLardy McShane McIntyre King Rothbury Wilkinson Insurance Brokers NCIB IMC Trade Credit Solutions Melbourne Insurance Brokers C. & M. Hammond
  • 51.
    50 Disciplined process andcriteria Meet with potential partners to evaluate cultural and strategic fit Discuss the Principal’s vision, motivations to sell and timing Can Steadfast as a partner add value to the business? Can we merge with an existing entity/become a Corporate AR? Analyse the financials and propose a non-binding valuation Perform due diligence incl. financial, legal & tax Close the deal Transition the business into the family 1. 2. 3. 4. 5. 6. 7. 8.
  • 52.
    51 Not afraid towalk away We view numerous deals that do not complete with the primary reasons being: 1. Culturally incompatible 2. Vendor expectations too high 3. Not part of our core business 4. Endless negotiation and deal fatigue 5. Margins too low
  • 53.
    52 Mergers and Hubs •Hubs established in six states • 25 entities merged into 8 platforms • On track to deliver 7% EBITA margin improvement for Hubs by FY17 Sydney 6 into 2 hubs 60% owned 100% owned Brisbane 3 into 1 hub 64% owned Melbourne 5 into 1 hub 83% owned Adelaide 5 into 2 hubs 71% owned 100% owned Perth 3 brokers into 1 67% owned Tasmania 3 into 1 hub 71% owned Note: Ownership date effective as at 1 June 2015.
  • 54.
    Centralisation and offshoring PeterRoberts, EGM - Integration Synergies
  • 55.
    54 Centralised functions • 306broker businesses • 22 underwriting agencies • Ancillary businesses • All with common reporting needs • Centralised functions, create scale and EFFICIENCY • Offshore markets = HIGH QUALITY CANDIDATES at a reasonable cost • Expand services to brokers = efficiency gain and COST CONTAINMENT RATIONALE POTENTIAL
  • 56.
    55 Moving offshore PHILIPPINES • Transactionalclaims handling • Global Shared Services Centre of QBE VIETNAM • Finance, marketing, and IT • Partnering with an established 3rd party who are providing infrastructure and basic HR oversight for our dedicated employees
  • 57.
    56 How? • Transfer offunctions controlled and progressive • Well documented and standardised processes • Interaction with group entities remains with local team • Data and systems remain in Australia / in the cloud • Oversight of offshore staff managed locally • Finance – accounts payable, reconciliations and management accounts preparation • Marketing – graphic design, websites, promotional material, printing • IT – software developers (supervised by Steadfast Technologies) • Claims – Transactional Claims Processing AREAS OF EXPERTISE OUR APPROACH
  • 58.
    57 Timing of benefits •Offshore roles are a small part of our current operations • Implementation underway in 2015 calendar year • Benefits won’t be realised until FY17
  • 59.
    Steadfast Underwriting Agencies SimonLightbody, Chief Executive Officer
  • 60.
    59 Our business today SteadfastUnderwriting Agencies Holdings 100% Owned Agencies Accident & Health Protection Interruption Underwriting Agencies (IUA) ARGIS Insurance Mansions of Australia Calliden Home Miramar Underwriting Agency CHU Strata Insurance Procover Underwriting Agency Dawes Motor Insurance Steadfast Placement Solutions Home Builders Insurance Agency Underwriting Agencies of Australia (UAA) Hostsure Underwriting Agency Winsure Underwriting 50-99% Owned Agencies CAIP Income Protection (70%) MECON Insurance (76%) NM Insurance (70%) Protecsure (90%) QUS (45%) Sports Underwriting Australia (80%) <50% Owned Agencies Emergence Insurance (25%) Sterling Insurance (39.5%) No. of agencies 22 Pro-forma annual GWP $765m
  • 61.
  • 62.
    61 22 agencies Strong focuson SME insurance programs Hard-to-place and complex risks including environmental liability Marine and motorcycle Building and construction industry Sports and leisure related businesses Specialised equipment, tradesmen & small business and marine transit Community care, entertainment & hospitality, and security Professionals including engineers, architects and doctors Hospitality, leisure and entertainment sector Hard-to-place risks, exclusive to Steadfast Network Brokers Residential and commercial strata Mobile plant and equipment Home and contents for owner occupied homes Complete farm package Personal accident and sickness, and travel High value homes Stand alone cash flow insurance focus on SME Specialist/exotic motorcar and motorcycle NSW Builders warranty Property insurance Income protection Emerging risks
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    62 SUA structure ASX Board SUAHBoard Simon Lightbody CEO HR Legal Finance Compliance
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    63 • Consistent AcquisitionProcess • M&A Team working with Underwriting Team • Efficient Transition to Steadfast • Strong Operational Team • Developing Strong Core Values • Believe in Brand Strength Agency strategy
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    Robert Kelly, ManagingDirector & CEO
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    66 Business strategy • Growshareholder value All • Continue to enhance the services we provide to the Steadfast Network Nick, Adrian, Sam, Allan, Stephen, Simon • Build and develop strategic relationships with insurers and other parties Nick, Adrian, Allan • Deliver synergies from our acquisitions made to date Dana, Peter, Stephen • Grow from acquisitions Dana, Simon • Cross-sell existing and new products and services within the Steadfast Network Adrian, Sam, Simon • Build on our existing underwriting agencies Simon • Expand Macquarie Pacific Funding / Steadfast Re / Meridian Lawyers All • Roll out IT systems Steadfast Technologies
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    69 Executive Management Team RobertKelly, Managing Director & Chief Executive Officer Robert co-founded Steadfast and has over 45 years’ experience in the insurance industry. He was named equal first Most Influential Person in Insurance by Insurance News in 2015 and awarded the ACORD Rainmaker Award in 2014, a special honour presented to organizations and individuals that have shown outstanding achievements in the advancement of standards for the insurance industry. Robert is a Qualified Practicing Insurance Broker, a Fellow of NIBA, a Senior Associate Certified Insurance Professional and holds a Diploma in Financial Services and in Occupational Health and Safety, and a Graduate Diploma in Australian Risk Management. Linda Ellis, Group Company Secretary & General Counsel Linda joined Steadfast in 2013 and works closely with the Board as Company Secretary and oversees and identifies the legal issues of the Group. She is a lawyer with over 15 years’ experience at international law firms including Mallesons Stephen Jaques (now King & Wood Mallesons), Atanaskovic Hartnell and Clifford Chance. Linda has diverse experience in corporate and commercial law, including mergers and acquisitions, capital markets and corporate governance. She is admitted to practice as a solicitor of the Supreme Court of NSW. Samantha Hollman, Executive General Manager – Projects, Brand, People Sam joined Steadfast in 2000 and has more than 20 years’ experience in the insurance industry. She has held key roles in broker services, project management, and marketing & communications. Sam works closely with the Managing Director & CEO, implementing strategic initiatives for the Group, including marketing trips overseas to review these projects on an international level. She also oversees Human Resources and Marketing for the Group. Stephen Humphrys, Chief Financial Officer Stephen joined Steadfast in 2013 but had previous experience working with Steadfast as Managing Director of Moore Stephens Sydney. He has over 25 years’ experience as a Chartered Accountant and extensive experience in acquisitions and integrations. As Managing Director of Moore Stephens Sydney for 10 years and Chairman of Moore Stephens Australasia for three, Stephen played a key role in placing Moore Stephens into the top 10 accounting firms in Australia. Stephen is a Fellow of the Institute of Chartered Accountants and a registered tax agent. Allan Reynolds, Executive General Manager – Direct & New Zealand Allan joined Steadfast in 2002 and in April 2015 took on the Direct and New Zealand portfolios. Previous to that Allan oversaw broker products and services, strategic partner relationships, and equity brokers. With a background in product development and distribution, corporate strategy and portfolio management, Allan has more than 40 years of industry experience in general insurance. He holds a Diploma of Business Studies (Insurance), is a Certified Insurance Professional and is a Fellow, honorary member and was recently appointed a Board member of ANZIIF. Peter Roberts, Executive General Manager - Integration Synergies Peter joined Steadfast in 2013 and is establishing and developing centralised back office services within the Group. Peter has been Managing Director of White Outsourcing since it formed in 2005. He is also company secretary of three listed investment companies and Macquarie Pacific Funding. Peter commenced his career in accounting with KPMG, is a member of Institute of Chartered Accountants and has over 25 years’ experience in accounting and back office services to the financial services sector.
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    70 Executive Management Team DanaWilliams, Chief Operating Officer Dana joined Steadfast in January 2014 and was promoted to COO in June 2014. Her focus is on working with Steadfast equity brokers to improve their operations, as well as acquisitions including due diligence and integration. Dana has 25 years’ business experience, including 15 in brokerage, insurance, reinsurance and underwriting agencies. She has held senior roles at Hub International and Marsh, holds a Bachelor of Engineering and an MBA, and is a Certified Public Accountant. JOINING THE EXECUTIVE MANAGEMENT TEAM EFFECTIVE 1 JULY 2015 Nick Cook, Executive General Manager – Partner & Broker Services Nick joined Steadfast in February 2015 to focus on developing and building relationships with Strategic Partners including insurance companies, and enhancing services provided to Steadfast Network Brokers. Nick has over 25 years’ experience at Zurich Financial Services including three as the Head of Customer & Proposition Development (where he was responsible for the development of Zurich products & propositions in the marketplace) and nine years as a distribution manager. He has an Associate ANZIFF membership and has graduated from both the AGSM Leadership Program and the Prosci Organisational Change Management Program. Adrian Humphreys, Executive General Manager – Business Development Adrian joined Steadfast in January 2015 focusing on driving and supporting organic growth across Steadfast Network Brokers. Adrian was previously Managing Director of Lloyd’s Australia where he grew the business by 84% from $1.1 billion to over $2 billion in under five years whilst increasing the number of agencies. He has over 10 years’ experience in the insurance industry, working for both Lloyd’s of London and Aon UK. Prior to insurance, Adrian worked at KPMG Financial Services. Duncan Ramsay, Senior Corporate Lawyer Duncan joined Steadfast in June 2014 and focuses on the legal aspects of acquisitions and operations. His previous role was General Counsel and Company Secretary at QBE Insurance Group where he worked for over 20 years. He was also a director or company secretary of a number of QBE controlled entities and acted as the chairman of the policy committee and a trustee respectively of QBE sponsored superannuation plans in Australia and New Zealand. Duncan’s legal career commenced in 1986 with Freehills (now Herbert Smith Freehills), where he specialised in general commercial work and litigation. STEADFAST UNDERWRITING AGENCIES Simon Lightbody, CEO of Steadfast Underwriting Agencies Simon became CEO of Steadfast Underwriting Agencies in April 2015 and has been part of Steadfast for over 10 years. Simon has worked in the insurance industry for 25 years in both the UK (as an underwriter at Lloyd's of London) and Australia, including nine years within his own business, Miramar Underwriting Agency (Miramar). Steadfast entered into the underwriting agency market in 2005 as a 50% joint venture partner of Miramar and as part of the IPO acquired the remaining balance.