Navigating Risk, AI in the Nearshoring 2.0 Era

Q: What is the most critical problem that WTW solves in the Mexican industrial market?

A: Our primary role is to help clients better navigate an environment defined by uncertainty. The industrial market is facing a complex scenario due to geopolitical shifts and the fragility of supply chains, which have been compromised by international conflicts such as the war in the Middle East. Added to this is a constant regulatory evolution that directly impacts the insurance industry, as well as the difficulty of making capital decisions in a highly volatile environment.

Our mission is to provide clarity through data analysis that builds confidence, benchmarking information from Mexico against the global context to offer a worldwide perspective. Despite the challenges, we view this situation as an opportunity to strengthen ties with our clients, open a dialogue, and work together to resolve their most important strategic issues.

Q: What primary solution or analytical tool sets WTW apart in the industry?

A: More than a single tool, our competitive advantage lies in the strategic integration of various factors that few players in the market can combine with the same level of rigor. We articulate three fundamental pillars: risk, capital, and the synergy between talent and investments. Our approach involves modeling the interaction between these elements to provide a holistic view.

For example, in an infrastructure project, we not only analyze the operational exposure; we also examine the implications for the workforce in terms of competitiveness and benefits, as well as capital efficiency by defining which risks to retain, which to transfer, and how to finance them. This analytical capability, backed by proprietary data and global benchmarks, places us in a unique position within the industry by offering comprehensive solutions that are extremely difficult to replicate.

Q: How is WTW participating in the Nearshoring 2.0 wave, and what solutions are you promoting to cover the risks of large-scale projects, such as EV gigafactories?

A: Nearshoring 2.0 demands a significantly faster pace of adaptation and presents a risk profile transformed by technology, the evolution of talent, and the strategic use of data. At WTW, we support our clients from the critical site-selection phase, providing detailed analyses ranging from exposure to natural hazards — such as earthquakes, hurricanes, and floods — to the availability of skilled talent and infrastructure needs.

The success of an operation depends on the resilience of its ecosystem. Therefore, we consider key factors when analyzing a project, such as energy and water supply challenges. Our task is to optimize the client's capital management by defining what protections they require, which risks can be transferred to the insurance market, and which must be financed to ensure the project remains sustainable over its investment horizon. 

Our value proposition is solidified by our global presence. As a trusted advisor that likely already supports international businesses in their home country, we facilitate a "soft landing" process in Mexico, speaking the language and providing the security of a long-term relationship.

Q: How is the boom in automation, especially that driven by AI, impacting risk models, and what services are you creating to protect autonomous production lines?

A: AI is profoundly transforming the way we operate and manage risks. However, its adoption brings critical challenges that must be monitored, such as potential algorithmic failures, exposure of sensitive data, and a growing technological dependency. At WTW, our focus is centered on utilizing AI to increase assertiveness and allow talent to shift from mechanical tasks toward activities of higher strategic value and critical thinking.

Rather than a replacement of functions, we view automation as a system of augmenting human capabilities. The implementation of these technologies is no longer an option, but a necessity to remain relevant in a competitive environment. Those who adopt these tools early and securely will gain a sustainable competitive advantage. Therefore, our services are evolving to protect these autonomous production lines, ensuring that the technological transition is carried out under a robust security framework that mitigates new digital and operational vulnerabilities.

Q: How is AI expected to support the augmentation of jobs instead of their replacement?

A: AI is a tool that allows us to drastically streamline data analysis. As advisors in capital, risk, and talent, we have access to massive volumes of information; the great challenge has always been structuring and interpreting it. In this sense, AI helps us significantly by reducing data processes that traditionally took days or weeks to mere minutes. However, critical thinking, contextualized interpretation, and the use of prior experience to properly categorize that information remain fundamentally human and professional tasks.

WTW uses this technology as an efficiency booster, allowing us to free up time from operational tasks to dedicate it to critical areas, strategic reflection, and deeper interaction with our clients. AI should be seen as a catalyst and not a replacement, while always maintaining rigorous care in the interpretation of results to avoid excessive dependency and ensure the precision of our advice.

Q: As foreign direct investment flows into Mexico’s energy and automotive sectors, how is WTW leveraging alternative risk transfer (ART) to help investors hedge their bets in infrastructure?

A: Investors primarily seek certainty and predictability. ART products create ecosystems that allow companies to manage their exposures more transparently and efficiently. We are driving three main pillars on our clients' agendas. The first is the use of captives, which allow an organization to retain its own risk on its balance sheet and manage it efficiently, taking advantage of arbitrage opportunities based on insurance market behavior. We have evolved toward flexible models, such as cell captives, which offer an agile structure for active resource management.

The second is parametric insurance, which functions similarly to a financial derivative. These provide absolute certainty regarding the timing of payment or capital availability, as they are triggered by a predefined index, eliminating the lengthy adjustment process of traditional products. This drastically reduces financial uncertainty following an adverse event. 

Finally, multi-year structures encourage a long-term vision, allowing for the absorption of the volatility inherent in a single year and guaranteeing stability in protection. The use of these tools, now enhanced by AI, is accelerating our ability to cover risks that were traditionally considered uninsurable, offering the necessary flexibility for large-scale infrastructure projects in the country.

Q: How can Mexican CEOs use WTW data to ensure that automation improves employee well-being, rather than simply replacing human capital?

A: The key lies in using automation to transform the employee experience, especially in high-interaction services such as health insurance policies or auto insurance. CEOs can integrate AI tools — such as voice assistants and interactive systems — to provide personalized guidance to employees during a claim or when inquiring about coverage and hospital networks. This creates a highly efficient, 24/7 service channel that responds immediately to the specific concerns of each user.

By feeding these tools with accurate data, companies elevate their value proposition without the need to expand traditional support structures, such as call centers. However, maintaining an ethical and security balance is fundamental: sensitive issues or those involving delicate personal data, such as specific health conditions, must continue to be handled by human professionals to guarantee privacy and empathy. Ultimately, the strategic use of this data ensures that automation is not a substitute for human capital, but rather a tangible benefit that improves the quality of life and peace of mind of employees.

Q: As automation transforms job descriptions, how are you helping Mexican companies transition toward skill-based organizations?

A: AI now acts as a key facilitator for redefining labor structures with speed and precision. WTW has a specialized talent area where, in addition to conducting competitiveness and benefits analyses, we focus on organizational design and how internal functions interact. We use technology to perform detailed benchmarking, allowing our clients to understand the relevance of specific positions according to their industry and region, which provides a clear perspective on the scope of various roles.

This analytical capability helps companies create consistency within their structures and design career paths with a vision for the future. However, the differential value arises when we ground this data in the unique reality of each organization and the specific stage of its institutional trajectory. Ultimately, these tools are strategic enablers that allow leaders to have a better perspective to execute their mission and objectives with much greater precision in managing their human capital.

Q: What are WTW's three main strategic priorities in Mexico to maintain its leadership in the region?

A: Our priorities for the next 12 months focus on consolidating our value as strategic allies in a high-growth market. We have defined three fundamental pillars. First, we seek to position ourselves as the key strategic partner for both companies expanding their operations in the country and new investors. Our goal is to support the execution of investment plans projected for this year, ensuring they translate into tangible and resilient economic growth for our clients.

Second, we will continue strengthening our analytical and advisory capabilities. The insurance sector has evolved toward a model based on high-level consultancy; therefore, we focus on providing precise data that offers confidence and clarity. This "data-driven story" allows clients to make informed and personalized decisions strictly adapted to their operational and financial reality. Our third priority is the specialized development of our talent. We are driving a mindset shift oriented toward the future and active listening. Much like major global consulting firms, we are organizing our teams by industry specialties. This deep knowledge of each sector allows us to maintain an expert dialogue regarding our clients' key activities and risks, facilitating strategic conversations that drive their evolution and security in the market.

Our goal is not to be the biggest company, but the best. Success lies in becoming the first point of contact for our clients and partners. Achieving this means we are fulfilling our mission: providing clarity in complex times and offering high-value, proactive solutions. 

Q: Although WTW is multi-industry, which specific sectors will the company focus on during the coming year due to their importance or potential for growth?

A: Due to our global footprint and constant sessions with major investment funds, we have identified a primary interest in the energy sector. Energy infrastructure is definitively one of our main focuses for 2026 and 2027. Although the most significant investment announcements are still being consolidated following this first quarter, it is a topic we are actively monitoring due to its economic impact.

On the other hand, beyond a specific industry, we are closely following trends in health insurance. We have observed an exponential increase in the costs of treatments, supplies, and hospital services — factors which, combined with recent regulations, have increased financial pressure on these coverages. Given this priority for our clients, we are focusing on designing innovative alternatives that ensure the long-term sustainability of these benefits.