The Top Benefits, Pensions, and Institutional Investment Professionals 40 and Under in Canada | Rising Stars

• EQ earned the maximum average score of 5, signalling that the ability to manage relationships, read situations, and lead with empathy is considered indispensable.
   

• Hard work (4.67) and long tenure with the same employer (4.33) are also highly rated, reflecting how much value the sector places on commitment, reliability, and institutional knowledge.
   

• Management training (3.67), a relevant degree (3.33), and legal knowledge (3) matter, but are seen as supporting factors rather than the main accelerators of career growth.

Key takeaway

To retain and advance young talent, organizations should invest in EQ development, create pathways that reward loyalty and long-term growth, and recognize that while technical credentials are important, it’s the human skills that most influence career progression in this client-driven sector.

Karen Adams, president and CEO at Kii Health Canada, says careers move fastest when analytics and people skills meet, with personalization and loyalty back in focus after the remote years.

“This is a people business and a person who shines is someone who has curiosity, passion, and the ability to learn from others,” she says.


 

Filling the talent pipeline and succession planning

• Aging workforce: The Canadian financial services and pension sectors face a significant demographic shift. According to the Canadian Institute of Actuaries, over 35 percent of pension professionals are expected to retire within the next decade, creating a looming talent gap. 
   

• Succession readiness: Under-40 professionals are essential to succession planning, ensuring organizational knowledge transfer and continuity. A 2025 Mercer report indicates that organizations with structured programs for young talent have 25 percent higher leadership readiness scores. 
   

• Membership scale: Active RPP membership rose by 293,500 (+4.2 percent) to more than 7.2 million in 2023, with women now accounting for 51.3 percent of members, according to Statistics Canada. Defined benefit plans still make up 68.1 percent of all RPPs, and women represent 56 percent of DB participants.
   

• Public vs. private: Public-sector plans added about 169,000 participants (+4.5 percent) and private-sector plans 125,000 (+3.9 percent), with women comprising nearly two-thirds (63.8 percent) of new public-sector members.

Adams sees younger professionals aiming to accelerate careers, with compressed paths and a need to be visible to leadership. She urges structured mentoring and the informal coaching networks that build confidence and judgment.

“I think the ability to grow in this industry comes from our willingness to invest. The benefits side is probably evolving even faster than pensions. Customers are demanding a stronger focus on prevention, ROI, and health outcomes,” she explains. “That means people in the benefits industry have a bigger job to do in proving ROI and taking a more consultative approach. Employers are looking for us to evolve and become true partners in employee health, pensions, and well-being.”

Tackling complexity and regulatory change
 

• Digital fluency: The industry is increasingly complex, with rapid regulatory changes (e.g., ESG mandates, decumulation products, AI-driven compliance). Young professionals are more likely to possess advanced digital skills and adaptability, as 72 percent of under-40s in a 2025 Benefits Canada survey reported proficiency in data analytics and digital tools, compared to just 38 percent of those over 50.
   

• Change agents: Younger professionals are often more open to new regulatory frameworks and technological adoption, helping organizations stay compliant and competitive.
   

• Plan mix complexity: DC membership grew 5.1 percent year-over-year to 18.6 percent of all RPPs, while DB rose 4.2 percent. Hybrid and composite plans now account for 13.3 percent of members, adding to administrative and compliance demands.
   

• Sector divide: Nearly 87 percent of DC members are in the private sector, underscoring the different policy and governance challenges across plan types.

Modernizing client service and engagement

• Client expectations: Plan sponsors and members increasingly demand digital-first, personalized experiences. Under-40s are driving innovation in client service, with 60 percent of new digital engagement initiatives in 2025 led by professionals under 40 (Sun Life Financial, 2025 Annual Report).
   

• Diversity and inclusion: Younger professionals bring diverse perspectives, reflecting Canada’s changing demographics. This enhances cultural competency and relevance in client interactions.
   

• Coverage: Pension coverage reached 37.7 percent of all paid workers in 2023 – 40.9 percent for women and 34.8 percent for men – expanding the base of members who expect modern service models.

Kii Health’s Adams says the model is moving from transactions to an ongoing relationship in which employees actively use tools and information to make benefits choices over time.

“Technology is going to provide an opportunity for using health and financial data to drive decisions on an employee by employee basis,” she adds.

Driving innovation and future-proofing

• Tech adoption: Under-40s are at the forefront of integrating AI, blockchain, and advanced analytics into benefits and pension administration. A 2025 CFA Institute study found that teams with at least 30 percent under-40 members were 40 percent more likely to implement successful digital transformation projects.
   

• Sustainability and ESG: Younger professionals are more likely to prioritize ESG (environmental, social, governance) factors, aligning investment strategies with evolving regulatory and societal expectations.
   

• Scale: Statistics Canada reported that RPP contributions reached $79.3 billion and assets approached $2.4 trillion in 2023. The 36 largest plans hold over 61 percent of assets and more than half of all membership, magnifying the stakes of successful digital and governance reforms.

Adams expects personalization to keep rising inside plan design and engagement, with loyalty rebuilt through better data, prevention focus, and advice that connects outcomes to business goals.

Other crucial factors

• Talent attraction and retention: Organizations recognized for nurturing young talent are more attractive to high-potential candidates, reducing turnover and recruitment costs.
   

• Resilience and agility: Under-40s tend to adapt quickly to market shocks and disruptions, contributing to organizational resilience.
   

• Gender dynamics: Women accounted for 63.8 percent of new public sector plan members in 2023, an increase of 107,800 workers, while the number of men increased by 61,100. With these changes, the number of women who were members of public sector DB plans reached 2.3 million, while the number of men in these plans surpassed 1.2 million. As was the case in 2022, 20 of the 23 largest public sector plans in Canada (30,000 members or more) had more women than men in 2023. 
   

Devon Forshner | Co-operators

Group benefits specialist

Working with multiple Co-operators independent agencies across Atlantic Canada, Forshner, 38, drives growth in both group benefits and retirement savings. He works closely with advisors to support the full client lifecycle, from plan implementation through claims experience, renewals, and design advice.

Forshner stresses that success comes from “making benefits simple and meaningful for clients”. Early in his career, he thought technical knowledge alone would set him apart, but quickly realized that trust is built by translating complex actuarial and underwriting details into clear, actionable insights.

“What truly builds trust is the ability to translate complexity into something employers and employees can use,” he says, adding that helping clients understand the “why” behind their plan decisions is just as valuable as the numbers themselves.
 

Forshner also plays a visible role in strengthening the group benefits presence in the region, representing Co-operators at community events, webinars, and panels.

“One of the great things about being part of Co-operators’ independent agency network is how well we’re supported and encouraged to engage with our local community in a personal way,” he explains.

That philosophy extends to volunteer efforts with Feed Nova Scotia, Coldest Night of the Year, Souls Harbour Rescue Mission, Alice House, and financial literacy programs run with local non-profits.

His focus on being present in the community makes business engagement more effective.

“The relationship is already warmed,” he says. That foundation allows him to connect faster with employers, frame benefits as an investment in resilience, and highlight that group benefits advisory is “a long-term partnership, not a one-time transaction.”

His ability to bridge strategy with service delivery is what earned him recognition as a Rising Star.

Jared Cox | Cox Financial Group

Partner

At 34, the partner sees his role at Cox Financial Group as inseparable from the team around him. While he helps guide client strategy and firm leadership, he’s quick to point out that the real impact comes from the group working together.

“Our team is what makes it possible,” Cox says. “The trust we’ve built with clients, the solutions we deliver, the results we see – none of that happens without everyone contributing.”

That team-first mindset has shaped how Cox approaches client relationships. Rather than one-size-fits-all plans, the group collaborates with organizations to design benefits and retirement strategies that align with business goals and workforce needs.
 

Whether it’s introducing modular flex plans, enhancing mental health support, or creating wellness and lifestyle initiatives, the solutions are born out of collaboration, both within the firm and with clients.

The same spirit drives innovation inside the firm. Together, they’ve streamlined complex claims processes, improved service delivery, and launched initiatives like the Employee Perks & Resources program, all designed to add more value and strengthen client partnerships.

For Cox, the most rewarding part is simple: seeing clients and team members succeed.

“I’m proud of what we’re building,” he says. “Not just the strategies we deliver, but the culture of trust and teamwork behind them.”

Danielle Amiel | Medicus Pension Plan

Director of governance and risk management

Amiel has played an instrumental role in the building of the Medicus Pension Plan from the ground up, ensuring that Canada’s physicians have access to a sustainable, flexible, and inclusive retirement solution.Amiel oversees the governance and risk management framework of the Medicus Pension Plan, and embeds risk-aware practices that protect plan members while meeting regulatory standards. With credentials as both an FCIA and FSA, she brings deep technical knowledge and experience from her previous time at Scotiabank, KPMG, and Towers Watson.

Amiel sees governance as a living system – one that must adapt to demographic shifts, climate risk, and rising regulatory complexity.

“One of the most pressing challenges in pensions today is adapting legacy governance structures to meet the demands of a rapidly evolving environment,” she explains.

To address this, she champions the use of digital tools and data analytics, enabling boards and committees to access “timely, relevant, and digestible information, whether it’s risk dashboards, funding projections, or member engagement metrics.”

Her goal is to evolve governance from reactive to proactive, positioning it as a strategic enabler of long-term security. Amiel is equally committed to developing the next generation of leaders.

“Technical expertise is your foundation, and leadership is what allows you to build a lasting impact,” she tells early-career professionals. Her advice is to master the systems, risks, and regulations while also learning how to communicate insights clearly and connect them to the broader mission.

Emotional intelligence, she stresses, is essential. “Being able to read the room, listen actively, and respond with empathy builds trust and influence.”

For Amiel, leadership credibility grows through consistency, curiosity, and confidence.

“Credibility isn’t just earned through titles,” she says. “It’s built through how you engage, how you lead, and how you support others along the way.”

Her blend of innovation, expertise, and mentorship defines what it means to be a Rising Star.

Alessandra Casciato | OMERS Administration Corporation

Lead, pension education and relationship management
 

Casciato strengthens pension understanding where it matters most, with members and employer administrators. She designs and delivers education so members feel informed when they make choices, and she supports administrators to keep practices compliant and consistent across workplaces.
 

Her remit includes projects that streamline processes and lift service for both audiences. Casciato’s work focuses on usability. She turns complex rules into usable guidance, closes knowledge gaps before they become errors, and pilots improvements that make administration smoother.

The result is fewer surprises for members at key life moments and more confidence for employers as they run the plan day to day. At 27, she already operates as a connector between policy, process, and people, which is exactly where large plans earn trust. That blend of technical skill and practical impact is what makes Casciato a Rising Star.

 

Chris Sanderson | Maximus Rose Living Benefits

Vice president of operations

At 36, Sanderson leads operations at Maximus Rose, where he directs a team delivering group benefits, retirement solutions, and human risk management. His remit covers plan design, implementation, administration, and renewal strategies, ensuring clients receive both seamless execution and forward-looking solutions.

Sanderson combines operational discipline with an eye for innovation. He has championed digital adoption and process improvements that enhance client service and member experience. He also represents the firm at policy roundtables and industry forums, advocating for smarter benefits design and improved access to care.

Asked how he balances consistency with new thinking, he points to both governance and creativity.

“I balance operational excellence with innovation by using tools like AI and taking an outside-the-box approach to benefits and retirement strategy,” he explains. “By streamlining operations and encouraging creative problem-solving, we’re able to evolve our services without sacrificing reliability or performance.”

Sanderson also sees a need for the industry to rethink its mindset. “The industry needs to stop treating benefits and wellness as a checklist and start viewing them as a personalized ecosystem,” he says.

For him, one-size-fits-all plans no longer reflect the workforce. “We need to shift from offering static packages to dynamic, data-driven experiences, think customizable benefits marketplaces, real-time wellness support, and tools that adapt to life stages.”

That vision aligns with his people-first leadership style. By combining scalable governance with customized service, Sanderson is helping Maximus Rose push the benefits industry toward a model that is both innovative and deeply human. It’s this blend of operational strength, industry influence, and fresh perspective that defines him as a Rising Star.

Michael Lanteigne | Equitable 

Vice president, finance and actuarial, group benefits

At 36, Lanteigne is passionate about Canada’s insurance industry. As a chartered professional accountant, he has spent nearly 15 years building skills, knowledge and expertise across various business areas, including pricing, underwriting, finance and operations.

Lanteigne has held several leadership roles in both technical and client-facing capacities. And he’s guided national service teams and data analytics groups, improving efficiency and decision-making.Now, as the leader of Equitable’s group benefits finance and actuarial team, Lanteigne is focused on modernizing group insurance through strong collaboration between the company’s finance, underwriting and distribution teams, and with a client-first mindset.

His approach to driving solutions has been a constant throughout his career, keeping teams focused on solving the right problems and ensuring the right voices are at the table.

“You must have the right people involved early in the process and not lock into a solution too early. It will inevitably evolve.”

Known for his dynamic leadership, Lanteigne invites participation, sets clear accountability, and builds trust by following through. He also considers every new idea, initiative and business plan in a collaborative way, asking stakeholders how it will benefit clients and business partners.

“It’s important to stay grounded on the ‘why’ when it comes to decision-making and transformation. Asking key questions such as will this better support our clients or improve how we support and partner with advisors, is critical,” he says.

Lanteigne calls this an incredibly exciting time to be part of the group-insurance industry in Canada.

“Technology is constantly improving and opening new ways to support clients in caring, compassionate ways,” he says. “We have such a unique opportunity to leverage the ongoing advancements in technology to better support Canadians. It’s so important that we use it to simplify complexity, especially during the difficult moments in our clients’ lives when they need us.”

Lanteigne’s ability to balance business focus with empathy and lead with a people-first philosophy has shaped his career, making him a Rising Star.
 

 

• Young professionals are actively sustaining today’s talent pipeline amid an aging workforce and leadership succession gap.
   

• EQ, hard work, and loyalty are rated as the most valuable drivers of career progression, showing that human skills carry more weight than credentials alone.
   

• Rising Stars are modernizing client service, regulatory response, and technology adoption, making them central to competitiveness in a complex market.
   

• For firms, investing in EQ, mentorship, and retention pathways is now a strategic necessity for both performance and long-term resilience.
   

The Top Benefits, Pensions, and Institutional Investment Professionals 40 and
Under in Canada | Rising Stars

• 
  Devon Forshner
  Group Benefits Specialist
  Co-operators
   
  
• 
  Danielle Amiel
  Director, Governance & Risk Management
  Medicus Pension Plan
   
  
• 
  Alessandra Casciato
  Lead, Pension Education and Relationship Management
  OMERS Administration Corporation
   
  
• 
  Chris Sanderson
  Vice President, Operations
  Maximus Rose Living Benefits Inc.
   
  
• 
  Jared Cox
  Partner
  Cox Financial Group Ltd.
   
  
• 
  Michael Lanteigne
  Vice President, Group Finance & Actuarial
  Equitable
   
  

• Adam Ngan
  Partner
  Blake, Cassels & Graydon LLP
• AJ Feltis
  Senior Consultant, Global Benefits
  Cowan Insurance Group
• Amelia Long
  Senior Analyst, Portfolio Construction
  University Pension Plan
• Caroline Smith
  Senior Manager, Education & Engagement
  Medicus Pension Plan
• Charbel Assal
  Senior Director, Retirement Risk Management
  Willis Towers Watson Canada
• Gary Wong, CFA
  Principal, Portfolio Manager - Institutional Clients
  Leith Wheeler Investment Counsel
• Jaclyn Dobing
  Group Account Manager
  benefitsConnect
• Jarrett Zavitz
  Advisor, Employee Benefits & Retirement
  HUB International/HUB Zavitz
• Kristy Kolach
  Vice President, Group Benefits
  Atlas York Insurance
• Marcus Crossdale
  Vice President
  benefitsConnect Inc.
• Monica Tersigni
  Benefits Consultant
  BFL Canada
• Sally Shen
  Manager, Risk Analytics and Models, Risk Management
  Canada Pension Plan Investments
• Stephen Bromley
  Senior Consultant, Group Retirement
  Hub International Canada