The superintelligence revolution introduces significant risk for corporations, but also tremendous opportunities for addressing those risks within corporate risk management departments. Matthew Bishop brings extensive technology and risk expertise experience, helping large companies streamline their risk management function while reducing uncertainty. He helps corporations address their complex risks through insurance program design and placement with carriers; structuring towers and retentions, strengthening submissions, and reviewing policy wording, ensuring key coverages are in place, including business interruption, contingent business interruption, cyber, and emerging risks. He also advises on risk platforms and AI tools that risk teams will actually use.
Supporting risk management departments that move at the speed of risk.
For more than twenty years, Matthew has advised risk managers of large corporations on insurance placements across major lines of business, with strong expertise working with large technology companies. At SCOR he held a global technology role sharing risk expertise on data centers and semiconductor manufacturing for property and builders’ risk, along with other specialty lines. He was directly involved in designing Alternative Risk Solutions for several of the largest hyperscalers. As Senior Vice President and Head of SCOR Business Solutions North America, he led a multi-line specialty operation with five hundred fifty million dollars in written premium across nine lines of business: property, energy, construction, power, cyber, directors and officers (D&O), general liability, political risk, and alternative risk solutions. That carrier-side experience shapes how he now helps buyers press for adequate business interruption and contingent business interruption limits, clear supply-chain wording, and cyber and emerging-risk covers that align well with their risk profile. He is an engineer by training with particular expertise in AI tool development, having helped build risk platforms that supported underwriters and board governance.
Seven pillars of experience to support risk management departments.
He holds an electrical and computer engineering degree and has spent decades talking with operators and risk managers about how complex technology footprints fail, accumulate insured value, and get placed with carriers.
Buyer-side and leadership experience framing control environments, reporting, and insurance decisions that hold up with finance, audit, and the board.
Director service on SCOR US insurance boards and SCOR Arizona Reinsurance Company during his SCOR tenure. The language is oversight and accountability, not presentation theater.
Specialty underwriting leadership across nine lines of business — property, energy, construction, power, cyber, directors and officers (D&O), general liability, political risk, and alternative risk solutions — including strategy work for global specialty teams that decide how towers are conditioned.
Earlier reinsurance broking at Guy Carpenter taught how submissions move through markets and how renewals behave when the buyer needs real leverage with carriers.
Practical fluency with artificial intelligence as underwriting and risk tooling: where models accelerate document review, where human judgment still decides what may bind, how to govern AI inside insurance workflows, and how to use assistant stacks without pretending a model is an underwriter.
Career experience building underwriting platforms and risk platforms — intake, referral, guidelines, portfolio views, and decision support that underwriters and risk teams will actually use. He prefers the phrase “risk platforms” when the work spans both the buyer and carrier sides.
Three primary ways companies engage, plus short-cycle leadership support when a defined stretch of senior capacity is needed. This is not a broker placement shop and not a pitch for a classical underwriting seat.
Buyer-side architecture for technology, data-center, and semiconductor risks: tower and retention design, submission quality, construction versus operating cover, and judgment on business interruption, contingent business interruption, cyber, and supply-chain policy wording so markets that will underwrite the risk also write adequate limits.
Practical help on risk-platform design and AI capabilities — intake, guidelines, portfolio views, and governance — so tools accelerate judgment instead of replacing it.
Scheduled senior judgment for growth companies and established risk teams that want an ongoing buyer-side advisor for renewals, broker challenge, and escalation when placements with carriers go sideways.