At AEGIS London we take pride in everyone’s contributions, professionalism and achievements. Today we are celebrating one of three very talented colleagues who have been shortlisted for the 2025 Women In Insurance Awards.
Leading with trust, alignment and autonomy
Blog by Louise Daveney, Head of Finance at AEGIS London.
When I started my career auditing insurance clients at Mazars, I didn’t imagine that 15 years on I’d be a finance team leader within the insurance sector. What drew me in then still resonates with me now: the complexity, the challenges, and most importantly, the people.
I joined AEGIS London as a Finance Manager and, over time, stepped into the role of Head of Finance. I’ve had the privilege of building and working with a team of 20 who manage the Group’s financial reporting, planning, cashflow, and capital provision. I have loved the additional responsibilities and challenges we have faced as we have grown, and I really feel part of the culture. When I work with our US parent company, I feel like I am part of something bigger.
What I’ve learned is that the numbers, while important, are only part of the story. The real difference comes from the people behind them. I’ve seen team members grow in confidence, develop new skills, and adapt as the business changes. For me that evolution is the most rewarding part of leadership.
The approach I try to take is built on three principles:
- Trust – creating an environment where people feel supported.
- Alignment – making sure we’re all clear on goals and direction.
- Autonomy – giving individuals the space to make decisions and learn from them.
I don’t believe in micromanaging and I don’t sweat the small stuff. Coaching, mentoring and stepping back (when possible) allows others to take ownership. Of course, finance isn’t without its pressures. Year-end reporting, system changes, and major projects can test even the most resilient teams. That’s why I think setting realistic expectations, addressing issues early, and providing support when it’s needed most is just as important as hitting deadlines.
In the past three years, for example, we’ve delivered a large-scale finance transformation programme; new systems, a new general ledger and a new accounting rules engine, all while keeping business-as-usual going. It wasn’t without challenges, but it showed me how much can be achieved when people pull together and support each other.
On a personal note, I’ve also come to see how closely wellbeing and performance are connected. When health takes a back seat, everything else becomes harder. Over the past year, I’ve been working on my fitness, and this summer I completed a 5k corporate run together with members of my team. What’s been uplifting is not just the training itself, but the sense of community it has built, with people getting involved in whatever way they can.
For me, leadership isn’t about control. It’s about creating the conditions for people to thrive through trust, clarity and support. That’s what I aim to bring to my role, and what I continue to learn from every day.