(Credit: Jennifer Richards/Aon) 

Introduction of Profile: Jennifer Richards is Chief Executive Officer (CEO) for Asia Pacific (APAC) and a member of the Aon Executive Committee, responsible for leading the Aon’s strategy across the region to advance the firm’s 3×3 Plan and accelerate capability and growth across Risk Capital and Human Capital. Since joining Aon in 2011, has held a range of senior leadership roles including CEO of Australia, where she drove the firm’s strategic agenda at a country level.  With expertise spanning climate, cyber, D&O and M&A risks, she brings a strong perspective on emerging risks and enabling clients to protect and grow their businesses. 

Leading with Purpose in a Volatile Risk Landscape 

“At its core, risk management should empower organisations,” Jennifer says. “It’s about creating confidence to pursue opportunities, not restricting them.” 

For Jennifer, risk management has never been about limiting possibilities, it is about enabling organisations to move forward with clarity and confidence. 

Having stepped into her regional leadership role last March and relocating to Singapore soon after, Jennifer is focused on strengthening integrated solutions across risk and human capital while modernising client access through technology, analytics and global collaboration. Her broader vision is to help organisations navigate an increasingly interconnected and volatile world while continuing to grow. 

From Law to Leadership: A Career Shaped by Service  

(Credit: Jennifer Richards)  

Jennifer began her career as a mergers and acquisitions lawyer in New York, where she developed a deep appreciation for helping clients navigate complex decisions under uncertainty.  

“What I really loved about being a lawyer was being of service to our clients, helping them navigate legal complexity, which was always present, so they could manage uncertainty and realise their strategic vision for growing the business. I’ve always been drawn to that intersection of helping clients understand volatility and risk to drive growth,” she explains.  

Seeking a more direct engagement with risk itself, she transitioned into underwriting, gaining firsthand experience in risk ownership, decision-making and accountability, rather than simply advising on it. This shift proved transformational, offering a new perspective that continues to shape her leadership today. 

“The move from advising on risk to actually managing risk gave me empathy for the decisions organisations make,” she reflects. “It allows me to think more strategically about how we support risk managers who own those outcomes.” 

Her eventual move into broking and advisory roles brought these experiences together, combining legal rigour, underwriting insight and client service into a leadership approach grounded in practical decision-making. 

Learning Across Markets: The Power of Listening and Local Insight 

(Credit: Jennifer Richards)  

Jennifer’s career has taken her across multiple global markets, from Canada, United States, to Australia and followed by Asia Pacific, each reinforcing an important leadership lesson: context matters. 

“The best outcomes come from listening first. Global capability is essential, but solutions must be adapted to local realities,” she said.  

“In Asia, organisations often operate in highly dynamic, entrepreneurial environments,” she explains. “That requires agility, both in how risk is approached and how solutions are delivered.” 

This balance between global perspective and local nuance underpins Aon’s regional strategy, allowing teams to deliver consistent expertise while responding to market-specific challenges. 

Risk Management as a Growth Enabler  

Jennifer believes the role of risk managers has evolved significantly in recent years. No longer confined to operational oversight, today’s risk professionals increasingly serve as strategic advisors within organisations. 

“As data and analytics have advanced, risk managers now have greater opportunity to influence strategic decisions, from capital allocation to resilience planning,” she says. 

Boards and executives are turning to risk leaders not only to identify threats but also to guide organisations toward opportunities. This shift reflects the growing complexity of risks, which now span cyber threats, climate challenges, workforce dynamics, supply chain disruption and geopolitical volatility. 

“It’s not just about asking what could go wrong,” she notes. “It’s about enabling what can go right while protecting the organisation’s ability to grow.” 

Bringing Global Capability to Regional Clients 

Central to Jennifer’s leadership is delivering integrated solutions that combine global expertise with deep regional insight. As organisations accelerate investments in AI, cloud and digital infrastructure, she points to the growing complexity of risks surrounding large-scale data centre projects, from construction and operational challenges to capital intensity and stakeholder accountability. 

One example is Aon’s expanded Data Centre Lifecycle Insurance Program, now offering up to US$2.5 billion in capacity. Designed to support Asia-Pacific clients across the full lifecycle of data centre development and operations, it reflects how integrated risk solutions are evolving to address increasingly interconnected risks in a fast-changing environment. 

“We’re seeing unprecedented demand for solutions that combine global expertise with regional understanding,” she says. “That’s where our approach really comes to life.” 

The Human Side of Risk: Talent, Leadership and Purpose 

Despite the growing influence of data and technology, Jennifer emphasises that relationships remain at the heart of the industry.  

When developing future leaders, she looks for curiosity, resilience and accountability, alongside the ability to simplify complexity and bring people along with a shared vision. She also believes storytelling plays a critical role in attracting new talent to risk management. 

“We need to show the impact our industry has, helping organisations become more resilient to climate events, cyber threats and global disruption,” she says. “When people see that purpose, they realise how meaningful this work can be.” 

At the heart of Jennifer’s journey is a clear sense of purpose –– being of service. From supporting clients through complex decisions to empowering teams to deliver meaningful outcomes, her leadership is shaped by a commitment to helping others succeed.  

“I always return to the idea of being of service, supporting teams that aim to be the best in the market by helping clients make better decisions. That commitment has guided everything I’ve done throughout my career.”