Lee Mooney, UK Managing Director of Markel, speaks to Insurance Edge about doubling down on broker relevance, broadening regional presence and why a 1% market share is not enough.
Q: You stepped into the role of MD in mid-2025. What have your first few months looked like?
It’s definitely been fast paced. I joined Markel at a time when the UK business had delivered strong commercial results, so we already had a solid foundation to build from. But it was also clear that we had more potential than we were unlocking. My focus has been on simplifying the business, increasing our pace, and making sure we’re even more relevant in the areas that matter most to brokers. That includes giving brokers greater access to decision‑makers, empowering our underwriting teams, and ensuring we’re set up to move quickly when opportunities arise.
Q: What does becoming more relevant mean in practice?
Relevance comes from continually evolving what we offer and how we operate. We’re widening our appetite in the right areas, enhancing the ways brokers can trade with us, and making it easier to get decisions quickly. Whether a broker wants to work face‑to‑face, through Acturis, or via our extranet, the experience needs to be simple, consistent and fast. We’re also bringing new talent into the organisation to strengthen our propositions and broaden our capability. Staying relevant is a constant process, and it will be a major driver of our performance over the next five years.
Q: Markel UK currently holds around 1% market share. How do you see that changing?
We’re proud of the progress we’ve made, but 1% doesn’t reflect the scale of our ambition. We’re aiming to double the size of the UK business by 2030. To get there, we’re strengthening distribution, empowering our people, and broadening our offering across more regions and more product lines. We’re also simplifying how we operate so we can move faster and respond more decisively.
Under our five‑year UK strategy, we’re activating a number of growth drivers – from new specialist sector solutions to increased investment in technology, eTrading and schemes. These initiatives support Markel International’s wider ambition to grow gross written premium from $2.5bn (£1.9bn) to $5bn (£3.8bn) by 2030.
Q: What are your plans for regional distribution?
Regional presence is critical. Brokers want access to empowered underwriters who understand their local markets and can make decisions.
We already have strong hubs in Leeds, Manchester and Birmingham, but we’re expanding further by adding resources in Glasgow, Bristol and other key regions. This is about pace and proximity: being closer to brokers, responding faster and ensuring our teams have the authority and support to act.
Q: You’ve mentioned product development. Where are you focusing next?
We’re working on two fronts. First, we’re enhancing our established propositions in sectors like care, technology, life science and construction, areas where we already combine specialist cover with value‑adding services. That includes developments such as adding PI as standard in our construction proposition and the recent launch of our revamped life sciences product. Second, we’re building new propositions where we see clear market gaps and where Markel can add real value. We have significant plans to launch new products including terrorism, cyber and cargo. Strengthening our talent base is a big part of this, bringing in expertise that accelerates our ability to innovate.
Q: You’ve also spoken about broker service as a point of differentiation. What sets Markel apart?
Service is at the heart of our operating model. We listen carefully and act quickly. Our claims team is multi‑award‑winning and has achieved industry recognised five‑star ratings from brokers for six consecutive years. We’ve also invested heavily in distribution so brokers can deal with us in the way that suits them best, whether that’s speaking directly to a local underwriter or trading electronically. The combination of empowered people, simplified processes and strong technology is what we believe sets us apart.
Q: And what role is technology playing in that journey?
Technology is a major enabler for us, but it’s there to enhance our people, not replace them. We’re using AI to triage risks, streamline processing and speed up decision‑making, all while preserving the personal interactions brokers value. Our aim is to make Markel faster, simpler and more efficient. When you combine that with empowered teams and greater access to decision‑makers, you create businesses brokers genuinely want to work with.
Q: What role will schemes play in the Markel business?
Schemes are a core part of our growth strategy. They currently contribute around a quarter of our UK income, and we expect them to drive a third of our growth in the coming years. We’re expanding the team, investing in capability and bringing in new talent, including the internal promotion of Mike Petchey as Head of Schemes Development in 2025. There’s huge opportunity here and we’re positioning ourselves to take advantage of it.
Q: Looking ahead, what should brokers expect from Markel?
Brokers should expect a business that is ambitious, specialist and easy to work with. We’re growing responsibly, focusing on the sectors where we have deep expertise and can deliver real value.
You’ll see us expanding geographically, simplifying how we operate, broadening our propositions and strengthening our talent base. Above all, brokers can expect a partner that listens, moves quickly and is committed to delivering consistently excellent service.
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