Daniel Fisher
About Daniel Fisher
Daniel Fisher is Group Head of Human Resources, Communications & Culture at Hamilton Insurance Group (HG), serving since 2018. He is 55 years old (as of March 2025) and previously held senior HR leadership roles at Munich Re (Global Head of HR Strategy; SVP Regional Head HR North America) and ISDA, and began his career as a consultant at KPMG. He holds a BA from the London School of Economics, an MSc in Human Resource Management from the University of Manchester, and is a Fellow of the Chartered Institute of Personnel & Development . Company performance during his tenure includes double‑digit top-line growth and improved underwriting profitability: GPW grew from $1.087B in 2020 to $2.423B in 2024 (9M 2025: $2.254B), with combined ratio improving to 90% in 2023 and 91.3% in 2024; ROE was 13.9% in 2023 and 18.3% in 2024; net income was $400.4M in 2024 and $404.5M for 9M 2025 .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| Munich Re | Global Head of HR Strategy; SVP & Regional Head HR, North America; Director HR UK & Ireland | 2003–2017 | Led global HR strategy and regional HR leadership across North America and UK/Ireland in a complex (re)insurance business |
| ISDA | Global Head of Human Resources | 2017–2018 | Built and led HR function at a global financial industry association; supported talent and organizational effectiveness |
| KPMG | Consultant | 2001–2003 | Delivered HR/talent advisory experience in professional services |
| Hamilton Insurance Group | Group Head of HR, Communications & Culture | 2018–present | Executive leadership driving the “Magnet for Talent” imperative, culture and succession planning |
External Roles
No public company directorships or external board roles disclosed for Daniel Fisher .
Fixed Compensation
| Item | FY2024 |
|---|---|
| Base salary (USD) | Not disclosed for Fisher; Daniel is not a named executive officer (NEO) in HG’s proxy filings |
| Target annual bonus % | Not disclosed; NEO plan details shown below apply to executive officers broadly |
| Actual annual bonus paid | Not disclosed for Fisher; company-level plan payouts provided below |
Performance Compensation
| Metric (FY2024) | Weighting | Target | Actual | Payout/Funding |
|---|---|---|---|---|
| Combined Ratio | 60% | 95.2% | 91.3% | 163% of target for financial portion |
| Strategic Growth | 20% | n/a | n/a | 200% (exceed) |
| Technology Enablement | 10% | n/a | n/a | 75% (partially meet) |
| Magnet for Talent | 10% | n/a | n/a | 150% (partially exceed) |
| Aggregate Weighted Funding | 100% | — | — | 160% overall bonus pool funding |
2024 long-term incentives for executive officers used a 50/50 mix of PSUs and RSUs; PSUs vest on a 3‑year cliff based on absolute three‑year average ROE and three‑year annualized book value per share growth, while RSUs vest one‑third per year over three years .
| Equity Vehicle | Allocation (2024) | Vesting Schedule | Performance Metrics |
|---|---|---|---|
| PSUs | 50% | 3-year cliff | 3-year average ROE; 3-year annualized BVPS growth |
| RSUs | 50% | 1/3 per year over 3 years | Time-based (stock value at vesting) |
Value Appreciation Pool (VAP) for all employees (including executives) was triggered by the IPO; units converted to RSUs vest 50% on the first anniversary of the IPO (Nov 10, 2024) and 50% on the second anniversary (Nov 10, 2025), subject to continued employment .
Equity Ownership & Alignment
- Stock ownership guidelines: CEO must hold 6x base salary; other executive officers must hold 3x base salary; measured after five years; RSUs count, unvested PSUs do not .
- Clawback policy complies with Dodd‑Frank/NYSE: recovers erroneously awarded incentive compensation for up to three years after accounting restatements (material or would be material if corrected/uncorrected) .
- Hedging and pledging prohibited for executives/directors; short sales and margin pledging also prohibited; Rule 10b5‑1 trading plans permitted with required cooling-off periods .
- Section 16(a) compliance: HG disclosed inadvertent late Form 4 filings for multiple insiders, including Daniel Fisher, related to VAP vesting following the IPO, filed on Jan 2, 2024 .
Employment Terms
| Term | Detail |
|---|---|
| Employment start date | 2018; current role: Group Head of HR, Communications & Culture |
| Employment agreement | June 17, 2025 8‑K lists Exhibit 10.2 labelled with Daniel Fisher (content not included in available dataset) |
| Change‑in‑control treatment | Equity plans provide double‑trigger acceleration: if a change in control occurs and the executive is terminated without cause or resigns for good reason within 12 months, unvested awards vest; PSUs vest at greater of actual or target; awards may vest if not assumed by successor; no excise tax gross‑ups |
| Severance | Company cites severance protections for NEOs via employment agreements (reasonable market practice); specific Fisher severance terms not disclosed in proxies |
Performance & Track Record
Company underwriting and growth performance
| Metric | 2020 | 2021 | 2022 | 2023 | 2024 | 9M 2025 |
|---|---|---|---|---|---|---|
| Gross Premiums Written ($USD Millions) | 1,087 | 1,447 | 1,647 | 1,951 | 2,423 | 2,254 |
| Combined Ratio (%) | 111 | 106 | 103 | 90 | 91 | 95 |
Profitability and capital
| Metric | 2023 | 2024 | 9M 2025 |
|---|---|---|---|
| ROE (%) | 13.9 | 18.3 | — |
| Net Income ($USD Millions) | 258.7 | 400.4 | 404.5 (net income attributable to common shareholders) |
| Shareholders’ Equity ($USD Millions) | — | 2,328.7 (Dec 31, 2024) | 2,662.0 (Sep 30, 2025) |
Human capital outcomes tied to the “Magnet for Talent” imperative include strong engagement scores (82% “great place to work”; 92% cross‑team collaboration) and improved retention (voluntary turnover decreased from 12.8% in 2023 to 8.4% in 2024), supporting execution and culture objectives .
Additional Governance and Compensation Context
- Say‑on‑pay support: 82% approval in 2024, indicating shareholder confidence in executive pay design .
- Compensation governance: independent Compensation & Personnel Committee; independent consultants (Aon, then Mercer) engaged; peer benchmarking across (re)insurance companies; risk assessment affirms program design mitigates short‑term risk taking .
- 2025 compensation peer group adjustments to maintain relevance (e.g., added Assured Guaranty, ProAssurance, SiriusPoint, United Fire; removed certain UK‑based firms for pay benchmarking) .
Investment Implications
- Alignment: Strong policy framework (ownership requirements, clawback, hedging/pledging bans, 10b5‑1 controls) indicates high alignment of executive incentives with long‑term shareholder value and disciplined behavior .
- Vesting supply: VAP RSU vesting on Nov 10, 2024 and Nov 10, 2025 creates potential insider selling windows; monitor Form 4 activity around these dates for supply signals .
- Pay‑for‑performance: Executive annual incentives tied predominantly to underwriting profitability (combined ratio) with strategic/operational goals; 2024 pool funded at 160% on strong results—positive for retention but watch sustainability of combined ratio and ROE targets through cycle .
- Data gaps: Fisher’s individual cash/equity pay and holdings are not disclosed (non‑NEO), limiting granular pay‑for‑performance assessment; focus on company‑level performance metrics and policy adherence as proxies .
- Execution: HR leadership is core to talent acquisition/retention and culture, which supported improved engagement and lower turnover; continued delivery on “Magnet for Talent” can be a lever for underwriting discipline and scalability .