Hans-Joachim Guenther

PeriStrat LLC offers bespoke strategic advice and implementation support for organizations such as reinsurance, insurance, captive or broking companies as well as other organizations with link into the risk taking and risk managing industry. Advice can be delivered traditionally or as interim manager on-site. Target audience are individuals and companies, their senior and executive management as well as boards of directors and board committees.

Company is specialized in AI and advanced statistical analytics offerings predictive maintenance technology

Member of ACR’s Group Executive Committee and Board of Director at Asia Capital Reinsurance Malaysia Sdn Bhd, Malaysia Job scope and achievements: turn-around – change management – process management - large scale multi location people management – change of ownership process Gross written premium about US$ 500m; people management of about 80 persons in different locations across Asia.

A phase of re-orientation followed by the launch of PeriStrat LLC I developed a big picture framework of the industry including new trends, e.g. different reinsurance business models and expense pressure, industry cycles, value chain challenges, alternative capital (ILS) or hedge-fund sponsored reinsurance set-ups. I leveraged my broad network and met with industry leaders to discuss and verify my observations and conclusions.

Job Scope and achievements: development and execution of new business strategy for Endurance’s international reinsurance business – set-up and management of new branch offices in Zurich and Singapore – re-structuring of London based operation – leading teams across multi locations/ time zones – recruitment of new talents and building a strong, well recognized international team – building strategic client relationships; US$ 200m gross written premium within 5 years; people management of about 35 persons.

Job scope and achievements: fast assimilation in existing going concern – building a team – moving from silo to collaboration – re-define business strategy – crisis management when being downgraded – managing business relationships during crisis preserving portfolio balance for future rebound Gross written premium about US$ 200m; people management of about 30 persons.

2002-2003 @ Headquarter: Executive Board Member Job Scope and achievements: people management during critical company crisis – people retrenchment – crisis management vis-à-vis shareholder, clients and authorities – finance leadership during run-off Gross written premium about €5.9b with about 1’100 employees globally – one of the youngest executive board members in history of Gerling

2001-2002 @ Subsidiary in Switzerland: CEO Job scope and achievements: change in leadership style from patriarchal to team based – focus on profit orientation – implementation of prudent reserving policy – recruitment of new talent Gross written premium about CHF575m; people management about 38 people across three locations

1988-2000 @ Headquarter: from Trainee to Managing Director Job scope and achievements: moving from trainee to managing director becoming fully accepted leader of former peers – development and implementation of new reinsurance business strategy for the domestic market awarded at holding level – change management to trim team for future journey – management of Gerling’s flagship business unit Gross written premium about €400m; people management about 12 people