Leaders across insurance, risk, and safety are making larger AI decisions at a faster pace, and they are working to bring their organizations along with them – knowing that organizations that settle ownership early, invest in their people, and prove value to finance will be better positioned for 2027. At its first Elevate Executive Summit, Origami Risk brought those leaders together for an executive panel, a roundtable discussion, and a candid forum with its own leadership team. The executive panel asked who owns the decisions, the data, and the expertise as AI accelerates. The roundtable gave executives a structured space to compare the forces reshaping their industries, the friction those changes create inside their organizations, and where they are placing their bets for 2027. The forum gave attendees a candid look at what has been happening across Origami Risk, with updates from the company’s executive team. Each session was designed to help leaders sharpen their point of view, hear practical ideas from peers already acting on them, and build relationships to call on when hard decisions arise. Here are some of the key ideas on the minds of senior leaders in risk and insurance that came up during the day’s discussions. Speed Without Ownership Stalls Progress Many organizations now run several technology initiatives at once. One client described completing an implementation only to watch a new layer arrive before the last one was released. Each project resets the work, and teams spend their time reconciling one project with the next. Ownership decides whether that cycle speeds up or stalls. Work Backward From the Objective The panel’s central question was who owns the decisions, the data, and the expertise as AI accelerates. Its answer started with working back from the objective. Leaders should describe where the organization needs to be in three to five years, then build a pivot plan around the technology they expect. Speakers noted that many executive leaders never received training in that kind of planning. Jaime Henry, Origami Risk, Vice President of Product, described a rhythm many teams can use: define the problem, set milestones and dates, then act. Henry said dates should hold once the problem statement is clear, and that new information changing the scope is a reason to shift them. Speakers also urged leaders to treat early AI work as authorized experiments, and to accept that some will fail. Culture Carries the Transformation Culture came up in the panel and in the roundtable’s Futures discussion. Nikki Facchini, Origami Risk, Chief People Officer, pointed to the values that have guided the company for 17 years. “Our values made us successful for 17 years and the people rely on that.” She said Origami is rolling out AI competency expectations for individual contributors and leaders, so that everyone can see what success looks like. Those expectations give employees a clear picture of how to engage with AI change, and they connect that change to the values people already share. A retail organization in the roundtable’s Futures discussion said it is investing in culture, particularly the human factor. Its plan is to invest in teams and make them partners who act early, so problems are reduced before they reach legal or become claims. Its bets for 2027 center on people. Facchini also encouraged leaders to talk openly about what worked, what didn’t, and how teams fixed it, and to make that a regular part of everyday conversation. She described people leaders as force multipliers and said they need to deliver the same message across the organization. Test Early to Manage Risk AI risk came up throughout the panel, from data accuracy to employee fears about AI and jobs. Speakers pointed to testing as the practical answer. Henry offered a simple rule: “If you have a 5-person department, start with 1 person.” Pilots let teams find problems in a controlled setting before a wider launch, and they give teams room to shape the rollout. A retail executive on the panel described how their organization built accountability around responsible AI work. Their organization set up a committee to review how AI is used, and it defined what human-in-the-loop oversight means in practice. The executive stressed “the owner of that data still being accountable when there’s AI involved.” Facchini added that failure belongs in the process. “Failure will be part of it and it’s ok.” Where the Roundtable Participants See Cost and Value Pressure The most specific view of cost pressure came from the roundtable discussion. Participants described claim costs climbing across workers’ compensation and general liability lines, and noted that smaller claims now reach six figures as attorney advertising raises expectations. Across the room, leaders also said AI value is hard to communicate internally, and that budgets follow conviction. Preparing for 2027 Discussion across the roundtables points to three steps any leader can take now. Name one owner for each AI decision, data set, and area of expertise. Pilot each initiative in one team before expanding it. Build a measurement plan that finance can review before the next budget cycle. Each step is simple on paper. The harder work is sustaining the conversation with peers, which is why the roundtable format mattered. Where Origami Risk Fits At the forum, Origami’s executive team shared updates on AI strategy, innovation, and client experience. Bob Petrie, President and CEO, outlined what the company has learned about AI, and Ryan Cantor, Chief Product & Technology Officer, described how leaders can drive change inside their own organizations. Earne Bentley, President of Enterprise Growth, described clients bringing more work onto one platform, with some treating Origami as an interoperable system of record. Many clients gain efficiency from tools like Concierge and Workflow Marketplace. Mike Kaplan, Chief Client Officer, described reorganizing post-go-live service over the past year to improve speed, proactive issue identification, and access to expertise. The service team reports first response about 90% faster and issue resolution about 64% faster, reflecting the full reorganization. Leaders who settle ownership now will be ready to move when the next layer arrives. Explore how Origami Risk supports AI readiness across people, processes, and risk.