Amélie Beauregard | The Co-operators

Amélie Beauregard, Vice President, Home and Auto Pricing, The Co-operators

Amélie Beauregard believes the most meaningful growth happens outside one’s comfort zone.

That philosophy has guided her journey through the property and casualty insurance industry for more than two decades — from her start as an actuarial analyst, to her current role as vice president of home and auto pricing at The Co-operators, where she leads a national team responsible for the profitability and performance of a major personal lines portfolio.

Curiosity, she says, has shaped nearly every step of her career.

After graduating with a degree in actuarial science in 2004, Beauregard started her career at The Co-operators, deliberately seeking out a wide range of roles across the organization. She’s been involved in corporate actuarial functions, pricing strategy, and strategic projects shaping distribution models. Each role helped her build a broader understanding of how different parts of the organization connect.

“I was always looking for opportunities to learn,” she says. “The variety of roles helped me connect the dots across the organization and develop stronger strategic thinking.”

One habit she developed early — constantly asking, ‘Why?’ — became a defining leadership trait.

Understanding the reasoning behind decisions and strategies helped her develop a deeper perspective on the business and eventually prepared her for senior leadership.

“I always try to understand the ‘Why?’ behind decisions,” she says. “It helps you see how strategies connect and how the decisions we make shape the organization.”

Still, stepping into executive leadership came with moments of doubt.

When she was first encouraged to apply for the executive role she holds today, Beauregard says she hesitated, a feeling many leaders experience when considering a larger role.

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“Like many people, I had a bit of impostor syndrome,” she says.

Her perspective shifted when she stopped focusing on whether she was ready and instead began thinking about the impact she could have.

“I started asking myself: if I had this role, where would I want to take the team?” she says.

That clarity of purpose ultimately convinced her to pursue the opportunity.

“I’m a leader who is very purpose-driven,” Beauregard says. “If I don’t feel a purpose in a role, if I don’t believe I can create value, then it’s not the right place for me.”

Today she leads a team of more than 100 professionals across Canada, guiding pricing strategy and portfolio performance in an increasingly complex insurance environment. Despite the scale of her responsibilities, Beauregard continues to emphasize a mindset rooted in growth.

“We don’t develop ourselves in our comfort zones,” she says. “If you want to grow, you have to push yourself into situations that feel uncomfortable.”

Mentorship and strong leadership examples played an important role in helping her navigate those challenges. Rather than relying on a single mentor, she built a network of trusted advisors who offered different perspectives and guidance throughout her career.

Equally important, she says, is authenticity.

“Be your true self,” she advises women pursuing leadership roles. “Find your own colours. Don’t try to copy someone else.”

Beauregard also acknowledges the realities many women face balancing leadership responsibilities with family life. Early in her role as vice president, she was the youngest executive at the table, and the only mother with young children. Advice from a mentor helped reshape how she approached those pressures.

Life is like juggling a set of balls, but not all of them are the same, says Beauregard.

“Some of the balls we juggle are crystal, and some are rubber,” she says. “If a crystal ball drops, it breaks. But a rubber ball can bounce back later.”

Understanding that distinction helped her set clearer priorities during demanding periods. She now shares the same message with the teams she leads.

For Beauregard, leadership isn’t only about results: it’s about creating environments in which people feel supported to grow, collaborate, and contribute their best ideas.

“When talented people come together around a shared vision,” she says, “that’s when the magic happens.”