The technologies of the future promise enormous progress, but they also bring new risks. In this interview, Danish investor and author Lars Tvede categorizes the major trends from energy to nutrition and artificial intelligence.

According to Lars Tvede, a new era has been established since the 1980s: the precision economy. Instead of consuming more and more resources, technologies are becoming smaller, more efficient and more precise. A smartphone that fits in every trouser pocket today would have filled an entire house in 1980.

This change is particularly visible in agriculture. Vertical farms or meat from bioreactors could reduce land requirements by up to 95% – with enormous consequences for the environment, financial markets and global food security.

Energy: wishful thinking and reality

Tvede sees little reason for optimism when it comes to the energy mix. Despite trillions being invested in solar and wind power, the proportion of fossil fuels remains almost unchanged at over 80 percent.

The problem is that many renewable technologies consume huge amounts of land and metals. “We are replacing compact solutions such as gas or nuclear power with huge, resource-intensive plants,” says Tvede. His thesis: a real breakthrough is only possible with new nuclear technologies that are modular, safer and faster to build than their predecessors.

Artificial intelligence: the next revolution

Tvede sees an even greater role for artificial intelligence. According to his assessment, it could become one of the “top 10 human innovations” – alongside fire, electricity and the internet.

Particularly revolutionary: AI systems develop hypotheses, generate new knowledge and accelerate research and product development. “We are currently experiencing the beginning of recursive intelligence – intelligence that creates new intelligence.”

Blockchain: more than just Bitcoin

Tvede sees blockchain as following a classic hype curve: exaggerated expectations are followed by disillusionment before sustainable applications break through. He sees particular potential in smart contracts that can automate insurance or supply chains, for example.

Education under pressure

A final point that is close to Tvede’s heart is education. In times of exponential innovation, content is becoming outdated faster and faster. “The technical knowledge that students learn today is often outdated after just three years.” Instead of long curricula, schools, universities and companies need further training and short learning cycles.

Tvede paints a picture of a future in which efficiency, compactness and AI dominate. However, it remains questionable whether humanity will manage the energy transition in time.

Binci Heeb

See and read also: Securing the Future: How Insurance is Driving the Growth of Renewable Energy

Senior Underwriter Carl-Johan Silfwerbrand explains the crucial role insurance plays in driving the renewable energy revolution and why technical expertise is so important.

Carl-Johan Silfwerbrand, Senior Underwriter specializing in renewable energy, has 15 years of experience in insurance and a very good technical background. Carl-Johan holds an MSCEE degree from the prestigious KTH Royal Institute of Technology in Sweden and has worked in the construction of power plants in Latin America and in risk management for wind and solar farms worldwide.

“I tell my children that I am part of a big backup system that helps to build more wind turbines and solar plants,” he explains. “Banks provide the financing, but insurance companies give them the courage to finance these ambitious projects.”.

Risk management: more than just paperwork

Contrary to popular belief, Carl-Johan’s job is not just about signing contracts behind his desk. Although he spends much of his day in the office negotiating contract terms, analyzing risks and exchanging data, site visits are an important part of his work.

“When I visit a site, I’m never alone. I take an engineer with me,” he explains. “We inspect fire safety systems, evaluate operational processes and make sure employees know how to deal with exceptions and emergencies. It’s all about preventing breakdowns and fires so that the plants continue to run and generate revenue.”

This practical approach is essential, especially as Europe faces energy policy challenges with fewer reserve power plants and rising demand.

Why renewable energies? The perfect combination of growth and sustainability

Carl-Johan’s focus on renewable energies is determined by two factors: Environmental sustainability and cost efficiency. “Renewable energies such as wind and solar have a carbon footprint of almost zero and provide cheap electricity once installed,” he notes. “Of course, they are dependent on weather conditions, but they complement traditional energy sources well.”

In view of the accelerating energy transition, insurance plays a central role in managing the special risks of these new technologies.

The underwriter’s balancing act: responsibility and negotiation

What exactly does an underwriter do? Carl-Johan describes it as a balancing act with high stakes. “I sign contracts that represent a risk for the insurance company. If something goes wrong, we pay out large sums in compensation. So I have to make sure we insure the right assets at the right price without exposing the company to catastrophic losses.”

This responsibility goes hand in hand with compliance checks and working with a small but competent team. “It involves technical analyses as well as negotiations and yes, I also conclude the contracts.”

Navigating through complex global insurance landscapes

Insuring multinational renewable energy projects adds to the complexity. Different countries have different regulations, mandatory cover and tax rules. “Setting up international insurance solutions is a challenge,” says Carl-Johan. “I rely heavily on colleagues around the world to ensure compliance and effective insurance cover.”

Building customer partnerships through value-added services

In a highly competitive market, Carl-Johan emphasizes the importance of commitment and trust. “We not only offer insurance, but also advice on how to avoid breakdowns and losses. It’s a win-win situation with fewer claims for us and smoother operations for customers.”

The exchange of best practices and technical know-how strengthens relationships and differentiates insurers in a competitive market.

Using technology: AI, blockchain and more

Looking to the future, Carl-Johan sees technology as an important factor in the insurance industry. “We use chatbots, online platforms and mapping of natural disasters to manage volume and improve service.”

Blockchain is gaining traction in the management of transactions and risk sharing between insurers, especially for large multinational businesses. AI is helping to detect fraud and streamline processes, although the industry is still developing the use of these tools.

Concluding thoughts: The unsung backbone of the energy transition

Carl-Johan Silfwerbrand’s unique combination of technical understanding and underwriting expertise highlights the important but often overlooked role of the insurance industry in the renewable energy sector. By managing risk, advising clients and harnessing innovation, underwriters like him are contributing to a cleaner and more sustainable future.

For brokers operating in the growing renewable energy market, understanding this complex ecosystem is key to creating value and securing long-term partnerships.

Binci Heeb

Read and listen to: InsurTech as a bridge builder: Kobi Bendelak on Israel, Switzerland and new hubs

Israel is considered one of the most dynamic InsurTech markets in the world. In an interview with Philippe Séjalon (The INGAGE Institute) and Binci Heeb (thebrokernews), Kobi Bendelak, founder of InsurTech Israel, explains how start-ups gain trust, why Switzerland is an important bridge to Europe and which new hubs are set to expand the global ecosystem.

After 22 years of service in the Israeli army, Kobi Bendelak began his career in the insurance industry, first as an agent and later as an entrepreneur. His company developed into one of the largest Managing General Agents (MGA) in Israel before he retired after selling it to Generali in 2016. But his passion for innovation and growth never left him.

He founded InsurTech Israel in 2017 on the belief that technology will fundamentally change the insurance industry. After a career in Israel’s army and as an insurance agent and entrepreneur, Bendelak founded Today, Israel is considered one of the most vibrant InsurTech ecosystems: over 250 startups, international VCs and a close interaction between the military, universities and high-tech corporations.

Switzerland as a hub for Europe

Switzerland is a natural anchor point for many Israeli start-ups: “There are numerous international insurers here, our partner Swiss InsurTech Hub (SIH) and a stable environment. “For our founders, Switzerland is a great place to gain a foothold in Europe, despite the high cost of living, which we already know from Tel Aviv,” says Bendelak.

Accelerator program creates global connections

With the Global Accelerator Program, InsurTech Israel connects young companies with insurers worldwide. After stations in Munich and the USA, the program is now expanding into new markets: Guatemala was opened as a hub for Central America in April. Eastern Europe will follow in 2026 and Africa a year later. “We are looking for regions with qualified talent, a stable insurance industry and a central location. This creates a global network for innovation,” explains Bendelak.

Global hubs and accelerator programs

Kobi Bendelak relies on strategically selected locations for insurtech hubs. Currently in Israel, since April 1 in Guatemala, in 2026 in Eastern Europe and the following year in Africa. With a global accelerator program, he promotes start-ups that develop innovative solutions for the insurance industry. Qualified teams, a deep understanding of the industry and trust are the keys to success.

Trust as the key to success

But technology alone is not enough. “Insurance is a business of trust. Start-ups need to speak the language of the industry and really understand how insurance works. This is the only way to build sustainable partnerships,” emphasizes Bendelak. For him, InsurTech is more than just insurance technology. Whether cybersecurity, AI or healthcare solutions, if the innovation advances the industry, it is part of the ecosystem. The use of AI tools enables start-ups worldwide to be successful, even from less developed regions.

Optimism and passion as success factors

Kobi Bendelak emphasizes: “If you really want something, you can do it.” His experience shows that, in addition to hard work, a positive attitude and a strong network are crucial. With Insurtech Israel, he is not only promoting technology, but also trust and professionalism in the global insurance world.

Common mentality

Despite all the differences, Bendelak sees parallels between Israel and Switzerland: entrepreneurial spirit, a willingness to take risks and the ability to deal with challenging conditions. “In the end, it’s the attitude that counts: work hard, stay positive and build networks. Then you can build bridges from Tel Aviv to Zurich and beyond.”

Binci Heeb

Read also: InsurTech Israel: Kobi Bendelak is CEO and founder

How Richard Leftley used microinsurance to protect millions of people and why his model also has a future in Western markets.

In Africa and Asia, less than one percent of people have insurance. Despite this, they live with existential risks such as illness, accidents and natural disasters on a daily basis. Richard Leftley wanted to change that. When he founded MicroEnsure in 2002, he had no idea that it would become one of the largest microinsurance platforms in the world, with over 64 million insured families. Today, the Brit is considered a pioneer of the digital embedded insurance model. And he is convinced that what works in Lagos can also strike a chord in London or Berlin.

One text is enough: Insurance by SMS

What sounds like science fiction is reality in many African countries. MicroEnsure’s policies were so simple that they could be explained in two sentences. “If you die, we’ll pay your family 1,000 dollars. No exclusions. No pages of contracts,” describes Leftley. How to join? By text message. The premium? Between three cents and one dollar per month, debited directly from the cell phone’s prepaid credit.

Simple, income-related risks such as death, accident or hospitalization were insured. The claim amount was usually between 500 and 2,000 dollars: enough to plug an existential hole.

Why microinsurance works in poor countries

Leftley observed early on that when the disaster hits an entire village, the “social insurance” – the principle of friends and family donating small amounts via WhatsApp – fails. “The premiums of the many pay the losses of the few. But when everyone is affected, no one has anything left to give,” says Leftley. This is precisely where insurance in the traditional sense comes into play, with collective risk equalization across large geographical and social distances.

But how do you reach millions of poor people without a distribution network, without a bank account, without bureaucracy?

From microfinance bank to telco giant

MicroEnsure initially worked with microfinance banks that automatically embedded insurance for their borrowers: a classic B2B2C model. From 2009, Leftley recognized the potential of mobile phone providers. “Everyone, no matter how poor, has a cell phone. And everyone trusts their telco because they buy credit every day and it works.”

The idea: telcos offered insurance as a bonus for particularly loyal customers. Anyone who regularly topped up their credit was given free life insurance. The result: 20 million new policyholders in just 140 days, which is probably the fastest growing voluntary insurance product in the world.

Insurance as a loyalty booster, not as a product

“Telcos don’t want to sell insurance. They want to be a better telco,” explains Leftley. Insurance serves as a differentiating feature, similar to bonus points, only with added social value. The trick is that insurance is not marketed as a third-party product, but as a central component of the brand.

From the global South to the North: Embedded insurance for all

Today, the experience gained in Africa and Asia also inspires products in Europe and the USA. With his second company, MIC Global, Leftley has developed microinsurance for everyday life in the West:

• Parcel stolen? Automatic compensation via video doorbell.
• Food delivered too late? “Food is late – food is free.”
• Rainy day on vacation? 200 euros compensation via app.

The logic: automatically settle small, frequent claims in order to build trust in the insurance system. “If people feel that insurance works, they are also prepared to pay for catastrophes,” says Leftley.

Protecting migration: insurance for refugees

With his latest project Migrasure Leftley is going one step further: in cooperation with ARC Venture Studio, he is setting up an insurance policy for refugees in Europe. It covers key hurdles in the transition to an independent life, such as deposits, loss of rent or damage to the home. The aim is to reduce landlords’ prejudices, ease the burden on local authorities and facilitate integration.

Four success factors for B2B partnerships

Leftley’s recipe for scalable micro and embedded products:

1. Many customers: Partners must have a wide reach.
2. High frequency of use: The more often a customer uses the core service, the greater the trust in the brand.
3. Simple payment methods: prepaid credit, mobile wallets, digital accounts.
4. Solve a relevant business problem: Loyalty, differentiation, customer acquisition.

“The best partnerships come about when the partner doesn’t want a cent of commission – because the insurance solves a real strategic problem.”

“I believe in capitalism with a purpose“

Whether in Nigeria, Indonesia or Germany, Leftley’s common thread remains: social impact and economic viability must go hand in hand. “I am a social entrepreneur. But without profit, there are no investors, no scaling, no impact.”

What remains?

Richard Leftley has shown that insurance can be more than a necessary evil if it is embedded simply, fairly and sensibly. His model is not development aid, but a market economy with a heart. And perhaps this is the real future of the industry.

Binci Heeb

Read also: Embedded insurance: from hype to strategy

Italian influencer and teacher Sonia Candy has built a successful brand with a mix of humor, dialect and discipline in the form of short English lessons. Now she’s in Tokyo, applying the same creative rigor and pragmatic risk philosophy to launch a new business. Her concept offers surprising insights for insurers looking to communicate complex topics in an engaging way.

In a video interview with our partner Philippe Séjalon from The INGAGE Institute, Sonia calls her formula “infotainment”: short, funny sketches that convey something concrete. She plays three versions of herself: the fluent “cool” speaker, the confused learner and the practical teacher. “It’s all me,” she says, “little bits of me.”

The formats range from translating the Roman dialect into English to songs and quizzes. The aim is to reduce friction and increase memorability without simplifying.

Tokyo as a creative operating system

Life in Tokyo gives Sonia size and structure, divided into:

• Order and reliability: “People stick to the rules … You don’t have to fight to achieve something.”
• Rich stimuli: art, food, friends and stories provide new ideas every day.
• A small mishap in a sushi bar, when a family member burned himself on the hot tap, made her realize that risks lurk everywhere, often with cultural nuances.

The 30-minute production habit

Contrary to expectations, their videos are often created within 20 to 30 minutes from idea to publication. No elaborate preparations, just good lighting and a clear message. The speed ensures consistent results, and consistency keeps the algorithm and the audience happy.

Viral is random. Quality is not.

“Sometimes an unpolished video goes viral, not the polished one.” Sonia doesn’t chase trends she doesn’t believe in. The antidote to algorithm anxiety is to regularly post work that you are proud of.

Authenticity instead of imitation

Critics advised her not to mix the Roman dialect with English instructions. She kept it anyway because it is distinctive and transferable: learners can match their Roman expressions to their own dialect and then use the English.

AI: a powerful tool, not a replacement for teachers

Sonia uses AI every day to practise Japanese: flashcards, on-demand exercises, even conversation corrections. But she is certain: “I still learn more in a human classroom.” The embarrassment after a mistake, she argues, consolidates what she has learned and creates a motivational cycle that AI cannot yet fully replicate.

Setting up a company in Japan

After quitting her traditional job, Sonia wrote down what she wanted: Freedom, travel, time for herself. Online courses followed, and now she is building an English academy specializing in Japan. She delegates numbers and marketing to professionals, learns what she needs to learn and considers product quality non-negotiable.

Willingness to take risks: minimize, decide, accept – Shōganai

Sonia evaluates disadvantages, invests in quality, selects capable partners and then accepts the remaining risk. “You can minimize it, but the risk remains. At some point it’s shōganai, it can’t be avoided.” (Shoganai: accepting what cannot be controlled. Translated from Japanese, shoganai means something like “it just is”. This means accepting unforeseen things or situations that cannot be changed for what they are).

Trust as capital: the sponsor filter

She only works with brands that she can really recommend. The reason for this is simple: the trust of the public is more important than short-term income. This lesson has always applied in the insurance industry.

Language lessons that pay off

She recommends:

• Start early with pronunciation: Italians often place too much emphasis on grammar.
• Practice under pressure: Radio, live shows and stage performances have taught her to stay calm and recover quickly.

A guide for insurers

Do you want to make risks tangible without being boring? Try out Sonia’s toolkit:

1. Outline the risk: Short scenarios that dramatize everyday risks (travel, cyber, home, health).
2. Segment by personas: “Confident”, “Confused” and “Coachable”: reflect the mindset of your customers.
3. Deliver quickly: small, daily statements are better than quarterly epics.
4. Stay authentic: Use local language or dialects to increase relevance.
5. Learning tools: quiz questions, micro-tasks and “find the mistake” tasks promote memorization.
6. Maintain trust: Only promote products that you would recommend to your family.

Advice for budding creatives (and innovators)

Start before you are ready. Know your strengths. Outsource what weighs you down. Be relentlessly authentic. If an idea matches your gut feeling, you will still be proud of your work even if it fails.

In the future

Sonia’s three-year plan: Getting her Japanese business up and running properly, on the way to having her own academy. Think “Sonia Candy, Tokyo.” The long-term goal combines craft, community and the calm acceptance that some risks cannot be eliminated, only respected.

Binci Heeb

Listen, watch and read also: Europe is oversleeping its defense and risking its survival

Christophe Gomart, former general and now Vice-President of the EU Defense Committee, says what many people think but hardly anyone says: if you want peace, you have to be prepared to wage war. Europe has no more time to lose and can no longer rely on big brother USA

Gomart served in the French army for 36 years, commanded special forces, headed up military intelligence and was in the middle of operations in Mali in 2013. Today, he sits in the European Parliament and struggles with a new reality: there are no clear orders in Brussels, only majorities. “Sometimes it’s frustrating,” he says. “In the military, I could make decisions. In politics, I have to negotiate while the clock is ticking.”

The illusion of security

For Christophe Gomart, Europe’s complacency is highly dangerous. “Since 1945, we have relied on the USA. That was comfortable, but it has made us weak.” His list of threats is long: Russia, Iran, China, Turkey, Islamist terror and an America that doesn’t want a strong Europe. “Everyone wants to divide us. We have forgotten who we are.”

Three pillars for a defensive Europe

1. Bundling industry: an end to fragmented armaments: “17 different tanks, 15 fighter jets, that’s madness. We need European champions like Airbus.”
2. Own command: A European “Command and Control” headquarters that plans and conducts operations. No substitute NATO, but the ability to act without blockades.
3. Moral rearmament: young Europeans need to know what war means. Voluntary services and education in schools should strengthen military spirit and cohesion.

“No diplomacy without weapons”

His first success in Brussels: 1.5 billion euros for the “European Defense Industry Programme”. But this is just the beginning, as Gomart is calling for 20 billion a year. “Diplomacy without weapons is like music without instruments,” he quotes Bismarck. His core argument: deterrence creates peace, not naive disarmament.

Technology decides

For Gomart, defense has also long been high-tech. AI, drones, space, quantum computing: Europe is in danger of being left behind. One particularly glaring example: 80 percent of EU company data is stored on US servers. “We pay 224 billion euros a year for American clouds. We could build our own for less. It’s not a question of what we can do, but what we want to do.”

No more time for illusions

Gomart’s time horizon is clear: “If you want operational armed forces tomorrow, you have to start today.” Tanks, ships, training: everything takes years. “The threats are real, the clock is ticking. We can’t wait until the enemy is on our doorstep.”

Hope is not a plan, but a drive

Despite all the warnings, he remains optimistic: “Europe has knowledge, skills and the will. But we have to wake up.” His conclusion is sharp: “Optimism without action is just dreaming.”

Binci Heeb

Listen, watch and read also: A peak performer: What it’s like to be a CEO with Christine Theodorovics, CEO of Baloise Luxembourg

During the summer vacation, including today, thebrokernews podcasts are also taking a break. Instead, we will be showing interesting video interviews and podcasts with visionaries and trailblazers from all over the world.

“Boring is the new sexy”: this is how Dr. Christine Theodorovics, CEO of Baloise Luxembourg, describes the essence of the insurance business. Because despite all the disruptions in the financial and insurance sector, one thing remains unchanged: Customers expect reliability. But how do you reconcile this reliability with the pressure to digitalize?

The balancing act between stability and change

Baloise is not a start-up, but a 160-year-old traditional company based in Basel. Nevertheless, like the entire industry, the Group is facing a massive upheaval. “Digitalization and automation are no longer a nice-to-have, but a must,” says Theodorovics. When she took over the management of Baloise Luxembourg almost a year ago, it was clear that the transformation process had to succeed not only technologically, but also culturally.

At the same time, it is important to keep the existing business stable. With a market share of 12 to 13 percent, Baloise is a heavyweight in the Luxembourg insurance market and an important player in the country’s economy and politics thanks to its role as the largest foreign insurer.

Team building in the Sturm und Drang phase

“We are currently in a phase in which the management team is reshaping itself,” explains the CEO. Several retirements, her own start and open positions require a sure instinct. Because culture doesn’t fit into a handbook: “Professional qualifications are important, but whether someone fits into the team is just as crucial.”

Your strategy? Transparency. “If employees understand why decisions are made, they are more likely to accept them, even if they are not enthusiastic,” says Theodorovics. This principle is reminiscent of Swiss consensus democracy. No coincidence, after all, the manager has lived in Switzerland for over 20 years.

Innovation without an end in itself

Insurance companies are not exactly seen as drivers of innovation. But Theodorovics sees enormous potential, especially through artificial intelligence. “We expect to see the biggest leaps in claims processing and fraud detection. There are huge cost drivers here.” Baloise was already testing AI-supported processes a year ago “not as a fad, but because they bring real added value.”

She is relaxed about other buzzwords such as Web3 and others: “Exciting, but more of a gadget at the moment. In Luxembourg, I don’t expect customers to take out their insurance in the Metaverse tomorrow.”

Partnerships instead of competition with insurtechs

And the “young, sexy” insurtechs? “We don’t see them as enemies, but as partners,” says Theodorovics. Baloise invests selectively in start-ups and cooperates when it suits its core business. After all, innovation has to pay off: “We don’t want to be disruptive at any price, we want to make processes smarter.”

Focus on the core business – with smart technology

Despite all the modernization, the claim remains: solid underwriting and claims processes. “That may sound boring, but reliability is sexy in insurance,” says Theodorovics. At the same time, it wants to expand its market share over the next two years, both locally and internationally. In addition to its domestic market, Baloise Luxembourg also manages international life insurance business in countries such as Italy, France and Portugal.

Advice to the next generation

As one of the few women at the top of the industry, Theodorovics gives young female colleagues clear advice: “Don’t hesitate, just do it! Apply, take opportunities. If someone offers you a role, there’s a reason for it.”

Looking ahead

In two years’ time, Christine Theodorovics wants to see a well-coordinated management team steering a more efficient, digitalized organization. Her credo: “Transformation is not a project with an end date, it is a permanent state.” If you want to be successful, you have to be able to do both: manage the business stably and actively shape change.

The case of Baloise Luxembourg shows how established insurers are preserving their DNA while investing in the digital future. Transparency, team culture and targeted use of technology are not just buzzwords, but success factors.

Binci Heeb

Listen and read also: Europe’s wake-up call: General Trinquand on risks, defense and values

During the summer vacation, including today, thebrokernews podcasts are also taking a break. Instead, we will be showing interesting video interviews and podcasts with visionaries and trailblazers from all over the world.

In this interview, General Dominique Trinquand warns of Europe’s networked vulnerabilities. Submarine cables are the backbone of our digital world, climate change and migration are changing borders and powers, and European defense is still dependent on the USA. At the same time, the former head of the French UN mission is calling for more dialog, education and courage for Europe’s own defence capabilities.

From the cold war to a multipolar world

Trinquand makes it clear right from the start that the global order is in upheaval. After the fall of the Soviet Union, events were dominated by two superpowers, but with the terrorist attacks of September 11, 2001 and the rise of the BRICS states, the pressure on Western dominance grew. “Putin wants to change the world,” warns the general, while China and other states are gaining influence with new trade routes and resource projects. Migration, drug trafficking and the international flow of goods are intertwining continents more than ever before. China produces around half of its industrial goods for Western customers. At the same time, young workers from Africa are flocking to Europe because the old continent is ageing demographically.

Climate change: borders are shifting, Schengen is becoming a limes

Climate change is reinforcing this dynamic. While colonial powers drew borders arbitrarily in the 19th and 20th centuries, states today accept them as a basis for dialog, such as the Schengen regime, which Trinquand compares to the limes of the Roman Empire. The general predicts that the melting North Pole will open up new sea routes and extreme weather will force migration. Europe must therefore secure its external borders and yet remain open to exchange: “War arises when there are no borders, like between Israel and Palestine.”

Trade flows, migration and drugs

Trinquand describes the three “currents” that shape our world as essential changes:

• Trade: China’s “New Silk Road” supplies Western markets, Europe’s economy depends on Chinese products.
• Migration: Young people from Africa and South America are emigrating to ageing societies in Europe and North America.
• Drugs: Cocaine from South America and opiates from the Middle East reach Western consumption centers.

These movements are strategic. Europe must learn to steer them instead of just complaining about producers.

Submarine cables: the Achilles tendon of digitalization

Trinquand’s assessment of the internet infrastructure caused a stir: around 97 percent of all global data travels through submarine cables. While the media often focus on satellites, the general and presenter explain that cables are preferred because of the lower delay. Cable ships are laying more and more cables, and France even owns two thirds of the cable ships deployed worldwide. Nevertheless, there is no absolute security: “Cutting a cable is easy, but then you also cut off your own communication,” warns Trinquand. Several redundant routes and satellites could limit interruptions. Nevertheless, the risk remains. He advises companies to rehearse the worst-case scenario: “Switch off your system and check how you continue to work.”

European defense: “We are spoiled children“

In the chapter on European defense, the general finds clear words. He recalls President Macron’s criticism of the “brain-dead” NATO and notes that the alliance was revived thanks to Russia’s attack on Ukraine. Nevertheless, he sees dependencies: 60 percent of military equipment in Europe comes from the USA. In his eyes, the 27-nation structure paralyzes quick decisions; instead of hoping for the outcome of the US election, Europeans should have built up their own defence. Paradoxically, Trinquand hoped that Donald Trump would win the election, as this would make Europe’s politicians aware of the urgency.

“We had 30 glorious years of growth, followed by 30 lazy years. “We are spoiled children,” he says. Europe must invest in joint armaments projects such as KNDS and the MGCS main battle tank, he says, and get the population involved in military service. He recommends that young officers adopt an attitude of ethics, training and physical toughness, because “life is a struggle”.

Artificial intelligence and ethical warfare

According to Trinquand, the wars in Ukraine and the Middle East show that drones, robotic systems and AI-supported target selection are changing combat. While the US military is investing billions in new digital systems, he advocates caution: “The human must always be behind the system; the machine must not make the decision”. He warns against a “Terminator” fantasy in which autonomous weapons systems operate without human control.

The general reports of pilots who identify targets with the help of AI, but end up pulling the trigger themselves. Such decisions are stressful, he emphasizes, and require robust ethical training. Nevertheless, European armies must master the new technologies if they are not to fall behind authoritarian states.

Privatization of war – Starlink and Co.

Trinquand is critical of the growing power of private companies in the security sector. Elon Musk was able to provide the Ukrainian armed forces with fast data connections thanks to Starlink, but he also threatened to block the service in the event of certain attacks. “How can one man decide the fate of a country?” asks the general, recalling that the US government bore the costs. Europe needs its own satellite programs such as Galileo in order not to become dependent on private actors.

Europe’s position in AI and the cloud

When asked whether Europe is losing the race for artificial intelligence and cloud technologies, Trinquand gives a differentiated answer: The EU started late, but has first-class mathematicians and quantum researchers. The EU AI regulation is a world leader in regulation, but Europe lags behind the USA when it comes to investment. When it comes to the cloud, he warned against excessive dependence on US providers and Chinese services. French providers such as OVH or Orange have only played a minor role so far. In order to maintain sovereignty, Europe must develop its own infrastructures.

Values, education and resilience

Trinquand concludes the interview with a passionate plea for education. Using personal stories – his father was killed in Algeria, his grandfather survived Auschwitz – he emphasizes how hard European freedom was fought for. Philosophy lessons and a knowledge of history are necessary to recognize fake news and propaganda.

He is against a “woke” attitude that relativizes everything and at the same time against totalitarian tendencies. Young Europeans need to understand that their freedoms cannot be taken for granted. “Bring children into the world, they will change it,” he urges, reminding us that generations before us fought for democracy and prosperity.

Even in times of social media, the general advises resisting the temptation of one-sided channels. Whether at protests at elite universities or in international politics. Listening and dialog with those who think differently are essential, even when it becomes uncomfortable.

Building peace and reforming the UN

As a former UN diplomat, Trinquand defends the United Nations. Despite justified criticism, the UN is a unique forum in which 193 states can talk to each other on a daily basis. He calls for a reform of the Security Council, an expansion of the number of permanent seats and a restriction of the right of veto. Anyone aspiring to a career in international organizations should embrace cultural diversity without being naive.

“The future is only the organized present,” Trinquand quotes Antoine de Saint-Exupéry. If Europe defends its values, builds up its defense capability and seeks dialogue, it could remain a role model for other regions.

This article summarizes the central statements of General Dominique Trinquand: He explains why Europe’s digital infrastructure is so vulnerable via undersea cables, describes the new geopolitical balance of power and calls for more self-reliance in defense and technology. He also emphasizes the importance of education and communicating values in order to counter fake news and propaganda.

Binci Heeb

Listen and read also: Rethinking risk: How Steve Arora sees disruption changing the insurance industry

During the summer vacation, including today, thebrokernews podcasts are also taking a break. Instead, we will be showing interesting video interviews and podcasts from our partner The INGAGE Institute. Today with Steve Arora.

In a candid conversation with Philippe Séjalon Steve Arora renowned former CEO of Axis Re, entrepreneur, board member, advisor and WEF Young Global Leader, made a bold diagnosis of the biggest challenges and opportunities facing the insurance and reinsurance industry. From climate concerns to the opportunities and risks of technology, Arora laid out a vision for an industry on the brink of reshaping itself.

The global insurance and reinsurance sector is facing a unique combination of challenges. “We have a mix of rising inflation, rising interest rates, slow growth, supply chain issues and financial market volatility,” said Arora, painting a picture of an industry being tested by economic turmoil. He did not shy away from geopolitical issues either, pointing to the ongoing wars and “growing tensions between many nations” as signs of increasing claims complexity.

“Society will be confronted with these effects, and if you are in a risky business, you have to assume that the frequency of complex claims will continue to increase.”

Pricing power and market hardening: a long-awaited change

After years of poor profitability, particularly in reinsurance, Arora believes the industry is on the verge of a shakeout. He emphasized: “It has been a very difficult period with six years of poor profitability … After Hurricane Ian, the market finally seems to be shifting … Prices will go up, and I think that gives us a real opportunity for strong returns.” This tougher market is overdue, according to Arora, and signals a return to a sustainable insurance industry.

Innovation on the horizon: blockchain, AI and the metaverse

Arora believes the industry is ripe for disruptive change in every respect. He described the sector as “crying out for disruption”, as technologies are ready to turn long-standing processes upside down. Arora was cautious about blockchain, saying that while the technology offers “great value in terms of trust and security”, there are still “major barriers” to widespread adoption, including the need to redefine contracts.

Artificial intelligence and the metaverse also received attention. Arora believes that they can reshape everything from risk assessment to collaboration, even if “some big questions … need to be clarified”. He encourages managers to embrace these changes and not shy away from them.

Redefining relationships: Trust and partnership in the new era

Customer loyalty needs to be reconsidered. Arora pointed out the need to “clarify and possibly redefine” partnerships, as traditional relationship models were often one-sided. Given the changing market dynamics, he sees an opportunity to create more balanced, mutually beneficial connections along the entire value chain.

The human factor: leadership, balance and inspiration

For Arora, leadership is about more than strategic decisions; it’s about personal resilience, adaptability and authenticity. He revealed his own recipe for balance: hiking in the Swiss Engadine and spending time with his family. His advice to his colleagues: Recognize the broader social role of the industry, remain adaptable and put people first.

The path to the future: embracing change to remain relevant in the long term

Steve Arora’s perspective is clear: while the insurance and reinsurance sector is “facing significant change”, its leaders must seize the moment. Whether coping with macroeconomic shocks or pioneering digital transformation, success will come to those who innovate, collaborate and focus relentlessly on the future.

Binci Heeb

The interview was conducted 2 years ago.

Also read and listen to: Europe’s €10 billion bet on deep tech: Insights from Michiel Scheffer

Europe is investing €10 billion through the European Innovation Council (EIC) to boost deep tech innovation and compete globally, according to Michiel Scheffer, EIC President. The EIC aims to turn Europe’s strong research into market-leading companies, focusing on high-risk, long-term technologies like advanced AI, medical imaging, and new energy storage.

The EIC provides grants and equity investments, often co-investing with national banks. Its application process is streamlined, requiring a short pitch and business plan. Scheffer says this is on par with private venture capital.

Challenges and Opportunities

Europe’s innovation is geographically dispersed, and it lags behind the US and China in producing unicorns. The EIC is working to attract larger investments and keep successful startups-and their intellectual property-in Europe.

Regulation and AI

Scheffer sees Europe’s strict regulations as an advantage, especially in sectors like healthcare AI, where privacy is critical. He believes AI’s biggest impact will be on productivity, particularly in healthcare.

Impact and Future

EIC-backed firms have created 40,000 jobs and attract significant private investment. Scheffer’s goal is for the EIC to lay the groundwork for sustainable innovation, urging more institutional capital to support Europe’s industrial future.

Scheffer’s EIC is Europe’s bold bet on deep tech, aiming to turn scientific excellence into global business success and societal benefit.

Binci Heeb

Listen and read as well: Homeless by Choice – An Unexpected Encounter in the Canary Islands

During the summer vacations, including today, thebrokernews podcasts are also on vacation. In their place, we are showing interesting video interviews and podcasts from our partner, The INGAGE Institute. Today with Michiel Scheffer.

In the global race for technological leadership, Europe faces the challenge of maintaining its industrial and innovative strength against China and the USA. Michiel Scheffer, President of the European Innovation Council (EIC), explains Europe’s €10 billion plan to promote deep tech and the strategies for remaining competitive in the age of artificial intelligence.

The EIC aims to use Europe’s strength in research to create market-leading companies. The focus is on deep tech, innovations with a long development cycle and high risk, such as AI chips, medical imaging or new energy storage systems.

What is deep tech?

• Based on fundamental scientific advances
• Development times from 3-10 years
• Examples: AI chips, medical imaging, battery technologies

Financing and scaling

The EIC manages 10 billion euros (2019-2027) for grants and equity investments in over 250 companies. It cooperates with national banks and will also award larger financing rounds (up to 30 million euros) in the future.

Application process

The process is comparable to private venture capital: short video pitches, presentations and detailed business plans. Around half of the applications are submitted without an advisor.

Europe’s innovation landscape

Innovation is spread across Europe: from Paris to Copenhagen. The region southwest of Paris is the largest European innovation cluster, but only accounts for 6% of the EIC portfolio.

The Unicorn Challenge

Europe has fewer unicorns than the USA and China. The EIC sees 10-15 potential Unicorns in its portfolio, but is struggling with a lack of large financing rounds. “Golden shares” should hold patents in Europe.

Attracting institutional capital

Two strategies: strengthen a network of existing investors and attract institutional investors such as pension funds to better finance European innovation.

Regulation: a burden or an advantage?

Strict European regulation protects civil rights and is particularly important for medical AI. It only affects a few companies and can serve as a competitive advantage.

AI and productivity

AI is replacing many mid-level office jobs, but above all it is increasing productivity, especially in the healthcare sector, which is under pressure from the ageing population.

Social and ecological challenges

Europe must accelerate decarbonization and sustainable use of resources. Political support and public debate are crucial.

Key performance indicators (KPIs)

• Leverage ratio: 4.1 – every euro attracts over four euros of private capital
• Patent activity: Above average for funded companies
• Jobs: Around 40,000 created by EIC companies

Outlook

Scheffer wants to use the EIC to create a sustainable foundation for innovation and establish new financing models in order to channel more private capital into industrial innovation.

Europe’s deep tech initiative is a bold move to turn research into economic and social success. Success depends on collaboration, smart regulation and capital mobilization.

Binci Heeb

Read and see also: Homeless by choice – An unexpected encounter in the Canary Islands

During the summer vacations, including today, thebrokernews podcasts also go on vacation. In their place, we are showing interesting video interviews and podcasts from our partner, The INGAGE Institute. Today with the two Lars.

It was a picture-book Saturday about some years ago in the Canary Islands, one of those days that invite reflection and chance encounters. For Phil and Pat, two brothers and founders of The INGAGE Institute, it was also a day that challenged their view of art, wealth and the notion of home.

While hiking along a picturesque path, the brothers struck up a conversation with a soft-spoken man who introduced himself simply as Lars. Friendly and open, Lars explained that he was an artist from Denmark and homeless: not by misfortune, but by choice.

This simple revelation gave Phil and Pat pause.

“You’re homeless by choice?” asked Phil.

Lars explained that he came to the Canary Islands to explore poverty and simplicity, not as a crash, but as a philosophical and artistic choice. He wanted to live without the shackles of consumption, to experience what it means to have less and perhaps gain more in the process.

Art Money: works of art as an alternative currency

Lars (Christian Kræmmer) was not just any artist. In 1997 he was the founder of Art Money a creative solution to the precarious financial situation of many artists. The concept is that artists create unique 12 x 18 cm artworks that serve as an alternative currency that can be bought, exchanged or used as payment in participating stores. In doing so, they criticize traditional currency systems and explore the nature of value.

In 2024, the management of Art Money passed to artist Catrine Holte, with Lars retaining a minority stake. The project now aims to support emerging artists while continuing their mission as a creative initiative for artistic currency, producing small, postcard-sized drawings called ‘money’. These pieces act as a form of alternative currency, challenging traditional notions of value and exchange. His project developed into a movement, which he provocatively named “Art Bank” until legal problems forced him to rethink the name. Apparently, the name “bank” can raise legal problems, even if it is clearly art.

Art Money has become a global art currency, accepted in over 70 countries and even recognized by some official retailers in Denmark (e.g. the Ibsen Hotel in Copenhagen).

Phil and Pat, whose journalistic work at INGAGE revolves around topics such as banking, insurance and risk, were intrigued. The general advice from friends and acquaintances, however, was to ignore such a story: “Nobody cares about a homeless person,” people told him. But this only strengthened the brothers’ conviction to spread Lars’ voice. Here was someone who lived outside the system and yet was intensely concerned with the rigid institutions of society, money and value.

During their conversation, Phil even brought up the idea of turning Lars’ art into NFTs to provide a new source of income for someone living on the streets. But as it turned out, Lars’ world was even more connected than it first seemed. One of Denmark’s billionaires and founder of a major bank was in contact with Lars, blurring the lines between poverty and privilege, outsider and insider.

The story took another turn when they all met in a café in Las Palmas. Lars had brought a friend with him, also called Lars, who introduced himself as a musician. Without warning, he took out a guitar and began to sing. The moment was electrifying. Phil and Pat were overwhelmed by the beauty of the song and the intimacy of the performance.

Then came the surprise

It was the first time that Lars H.U.G. – the singer – had played this song to someone. What the brothers didn’t know at that moment was that Lars H.U.G. is one of Denmark’s most respected musicians. In fact, he is so revered that the Danish king personally asked for permission to sing one of his songs at the prince’s wedding.

From a casual hike to a philosophical exchange, from conversations about art and money to a private concert with a national icon – the day was picture-perfect. And it all began with a man who chose to be homeless not out of desperation, but out of artistic rebellion.

Sometimes the most meaningful stories come from the margins, where artists, wanderers and visionaries challenge us to see life not as a race for accumulation, but as an experiment in simplicity, connection and creative risk.

And that’s exactly what the video you’re about to see shows.

Binci Heeb

Listen and read also: Richard Simcott: The Superman of Learning