A practical decision guide to Classes A through F — what each one covers, the activity that triggers it, the obligations that come with it, the annual fee, and how to scope the right licence (or licences) before you spend. In short: Jamaica’s proposed VASP regime creates six licence classes — A (trading platforms),...
Across fourteen articles, this series has built one argument — that actuarial thinking is not a back‑office discipline but a way of seeing. This closing piece asks what it takes to convert that sight into decisions, and decisions into advantage. A number, on its own, decides nothing. A reserve estimate, a capital ratio, a...
A business plan is a single confident line into an uncertain future. Stress-testing fills the silence around it — answering not what we expect, but what would happen if we are wrong, and how wrong we can afford to be. Every business plan is a single confident line drawn into an uncertain future. It...
Much of the capital a financial institution holds is trapped — locked away by crude measurement and inefficient structure, not by any genuine requirement. Releasing it, safely, is among the highest-value things actuarial work can do. Capital is the most expensive resource a financial institution holds. An insurer, a bank, a credit union must...
When a hurricane strikes, money is needed in days but traditional insurance pays in months. Parametric cover closes that gap — paying a pre-agreed sum the instant a measurable trigger is crossed. Its value, and its danger, lie almost entirely in how the trigger is designed. When a major hurricane crosses a Caribbean island, the...
A defined-benefit pension can be the largest financial risk an organisation carries — quiet for years, then suddenly decisive. De-risking is how a board takes control before circumstances do. A defined-benefit pension is one of the longest promises an organisation can make. It commits an employer, often decades in advance, to pay a member...
In competitive markets, price is set at the front line — but profit is decided in the assumptions. Without actuarial discipline, insurers grow their way into losses. There is a seductive logic in insurance that catches even experienced management teams. Write more business and the top line grows; grow the top line and the...
Executive Summary Every consequential decision made by a board rests on assumptions about the future. For insurers, pension funds, credit unions, banks, governments and large corporates, those assumptions often relate to uncertain claims, future benefits, expected credit losses, catastrophe exposures, longevity, investment returns, liquidity, solvency and capital adequacy. This is the world of actuarial...
The series finale — a structured way to measure whether your enterprise is ready to bring an asset-anchored bond Eleven articles ago, this series began with a frustration familiar to every Caribbean enterprise of substance: the gap between the capital such a business deserves and the capital the market actually offers it. We named the...
The appreciating assets that can anchor a Caribbean bond — across tourism, energy, logistics, agriculture, and beyond This series has built an instrument, mapped its demand, and addressed the market that must carry it. One question remains on the supply side, and it is the most concrete of all: where, across the Caribbean economy,...
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