Tobias Sonndorfer (VIG Re): Decentralization is not chaos. Chaos is managing a global company from one table.

Tobias Sonndorfer took over the management of VIG Re from January 1, 2025, after long-time CEO Johannes Martin Hartmann. In an interview, he openly describes what it means to "take it to the next level" in the reinsurance business: globalizing the company, bringing decision-making closer to clients, and keeping pace with the technological wave that is changing underwriting. He also adds a warning that we often ignore in practice: decentralization is not "freedom" – it is a combination of empowerment and hard accountability, without a culture of fear and backed by data.

Watch the interview on YouTube:

Tobias Sonndorfer takes over VIG Re in good condition – and he sees that as a risk. When a company is functioning, the easiest thing is to continue in the same mode. However, reinsurance is a global game of diversification: risk scenarios differ by regions, clients, and geopolitics. He therefore understands "next level" as a shift from a successful European reinsurer to a more global player, one that must gain trust daily outside of Europe (USA/LatAm/Asia) without shortcuts like "one size fits all."

Inside the company, this means a cultural shift "from central to decentral": decision-making should move closer to the client and local reality. The critical trade-off is clear: more autonomy increases variability and the risk of inconsistency (risk appetite, underwriting standards, governance). Sonndorfer's counterargument to naive decentralization is clear: empowerment must be balanced with accountability and clear rules. Mistakes are acceptable as a source of learning but should not repeat; the company should not push people to make decisions out of fear.

The second factor of change is digitization. Sonndorfer does not portray it as an "AI buzzword" but as a transformation of the business foundation: data and technology should be integrated directly into the underwriting process to speed up and refine ongoing risk assessments. At the same time, he warns that it is not a straightforward transformation – in practice, he encounters issues with the quality and availability of data, the need for explainability, changes in people's habits, and the risk that technology will remain confined to IT. Therefore, he advocates for tighter integration between business and technology; otherwise, the use cases will result in only demo versions without any impact on results.

He takes a pragmatic approach to culture ("deliberate"). The One VIG Re program aims to frame values and collaboration, but it only works when it translates into everyday decisions; otherwise, it becomes "corporate wallpaper." The change is supported by specific engagement rituals (repeated Q&A formats, breakfasts with the CEO, leadership exchanges, social active days). He perceives diversity (approximately 30 nationalities/200 people) as an advantage, while also emphasizing the necessity to verify meanings instead of assumptions and choosing leaders who can lead multiculturally.

What else can you find answers to in the podcast?

• Why was a long, planned handover (onboarding from early 2023, starting as CEO from January 1, 2025) advantageous for him – and what did the period give him when he could shadow and follow the previous CEO for about 18 months?

• What exactly does the shift "from central to decentral" mean in a business where decisions are directly related to risk and large figures? 

• How to set up empowerment and accountability so that decision-making remains consistent – and how to turn mistakes into a source of learning, not fear?

• Why does Tobias Sonndorfer frame digitization more as working with data and technologies (AI as part of it) – and what first AI use cases in underwriting are they testing, even though it is too early to talk about results?

• How can 30 nationalities speed up decision-making (thanks to broader perspectives) – and when can it slow it down (due to unverified assumptions)? 

• What 2–3 priorities does he see for VIG Re in the coming years: culture, technology, and strategic expansion of the footprint.