2017 Hot List Recipient

2020 Hot List Recipient

2021 CEO of the Year

2005

2008

2013

2019

2022

2024

Commercial underwriter, Travelers Insurance. Moved to commercial property underwriter role. Underwriter of commercial middle-market insurance for all lines

2008

National general adjuster, York SLA. Moved back onto the claims side as an independent adjuster with York Risk, handling complex commercial property claims

2013

National general adjuster, Crawford GTS. Managed mostly large commercial property claims

2019

Executive general adjuster, Crawford GTS. Promoted to EGA; worked on large, high- profile property programs/accounts

2022

Managing executive general adjuster, Crawford GTS. Promoted to MEGA; manages a team of adjusters, dealing with mostly large commercial property claims and large property programs/accounts

2024

Making room for better ideas

There’s a moment early in many careers that leaves a lasting mark. For David Cadmus, it came not through inspiration, but observation. “I worked under a manager who didn’t seem comfortable with people on his team having better ideas,” he recalls. “That stuck with me. It shaped how I think about leadership now, about hiring strong people and actually letting them lead.” Today, as a senior leader at Crawford, Global Technical Services (GTS), Cadmus is focused on what it takes to build durable teams, invest in younger talent, and keep perspective in a fast-moving industry. There’s no self-promotion in how he talks about the work – just a clear sense of what matters. “I don’t think you need to have all the answers,” he says. “What matters is giving people the space and the clarity to do their jobs well.”

Spotlight

Crawford & Company® is a leading global provider of quality claims management and outsourcing solutions serving clients in more than 70 countries. For over 80 years, our unique ability to combine innovation and expertise has advanced our purpose to restore lives, businesses, and communities across the globe. Within Crawford sits Global Technical Services (GTS), the large and complex commercial loss adjusting division. Crawford GTS is comprised of some of the most experienced team of strategic loss managers and technical adjusters in the industry. More information is available at www.crawco.com.

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Fast fact:

Recently promoted to managing executive general adjuster

Favourite quote:

“There is no substitute for hard work” -Thomas Edison

Years in industry:

David Cadmus

Managing executive general adjuster

David Cadmus on building strong teams, not spotlights – leading with clarity and bringing new talent into the fold

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“There’s definitely a generation gap... It’s not enough to talk about wanting younger people in the industry. You need to actually invest in them”

David Cadmus, Crawford

Milestones

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2011

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Accolades

Media

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2011

Spotlight

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2005

2008

2013

2019

2022

2024

Property adjuster, Travelers Insurance. Handled personal and commercial property claims in the Greater NY Area

2005

Commercial underwriter, Travelers Insurance. Moved to commercial property underwriter role. Underwriter of commercial middle-market insurance for all lines

2008

National general adjuster, York SLA. Moved back onto the claims side as an independent adjuster with York Risk, handling complex commercial property claims

2013

National general adjuster, Crawford GTS. Managed mostly large commercial property claims

2019

Executive general adjuster, Crawford GTS. Promoted to EGA; worked on large, high-profile property programs/accounts

2022

Managing executive general adjuster, Crawford GTS. Promoted to MEGA; manages a team of adjusters dealing with mostly large commercial property claims and large property programs/accounts

2024

Milestones

When it all comes together: clicking into place

Published August 11, 2025

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“You have to be willing to admit what you don’t know. Insurance has a steep learning curve. If you can take feedback, ask questions, and apply what you’re learning – that’s how you build real competency”

David Cadmus, Crawford

Like many in the industry, Cadmus didn’t set out to work in insurance. After graduating from Hofstra University with a marketing degree, he accepted a job at a carrier. It didn’t spark immediate excitement. “At the beginning, the industry can feel a little dry,” he says. “The policy language, the technical structure – it doesn’t immediately show you what makes the work meaningful.” But with time, something shifted. “When you start to apply what you’re learning, and really understand how everything fits together – how a coverage decision impacts someone’s business, or how your approach to a claim actually shapes a client relationship – it starts to become way more exciting and way more interesting.” That, he believes, is where the industry loses younger professionals – not because the work isn’t engaging, but because the on-ramp is steep. “If you can help people get to that point where it clicks, I think it would appeal to a lot more younger folks. The challenge is getting them through the early stretch without losing momentum.” He points to the variety of work as another underappreciated strength of the profession. “One day you’re handling a real estate loss; the next it’s a manufacturer or a logistics company. It’s not static and that’s what kept me engaged.”

When asked about the biggest challenge facing the industry, Cadmus doesn’t hesitate. It’s talent – specifically, the lack of new talent entering the field fast enough. “There’s definitely a generation gap,” he says. “And a lot of companies are going to feel that pain if they don’t take action. It’s not enough to just talk about wanting younger people in the industry. You need to actually invest in them.” At Crawford, that investment is tangible. From formal training programs to leadership pathways, Cadmus says the company has been deliberate in bringing people along – and the results are starting to show.

“We’ve seen a lot of success from the younger folks we’ve brought in,” he says. “They bring fresh thinking, strong energy, and, if you support them early on, they really stick.” But support doesn’t mean handholding. Cadmus emphasizes the importance of feedback and accountability: “You’ve got to give them clear direction, real responsibilities, and visibility into the impact of their work – all of which help keep good people engaged.” Cadmus is quick to credit his own development to being coachable early on, and he continues to see that quality as a major asset, especially in junior team members. “You have to be willing to admit what you don’t know,” he says. “Insurance has a steep learning curve. If you can take feedback, ask questions, and apply what you’re learning – that’s how you build real competency.” He brings that same mindset to his current role: direct communication, an emphasis on continuous improvement, and openness to different working styles. “People work differently. What matters is whether they’re moving in the right direction. If you give people honest feedback and let them bring their strengths to the table, you’ll build a stronger team.”

Playing the long game with purpose, long-term mindset, lasting impact

When it comes to real change, such as the shift toward AI and automation, Cadmus is focused on what works. Cadmus doesn’t believe the answer is to reinvent everything at once. Strategic priorities, he says, need to be grounded in realism. “There’s a lot of noise about transformation,” he says. “But not everything needs to be reinvented. You have to figure out where technology genuinely improves the process, and where the human side still matters most.” For Cadmus, it’s not about resisting change – it’s about applying it with intent. “The relationship side of this business hasn’t gone away. People still want to meet face to face, especially when the stakes are high. You can’t automate trust.”

Looking ahead, he sees two priorities as essential: making smart use of new tools and continuing to invest in people who can grow with the business. That includes mentorship, hands-on learning, and the kind of feedback loops that help younger professionals stick around for the long run. For Cadmus, staying strategic means carving out time deliberately – even when it feels like there’s none to spare. “You start every day with a plan, but it’s easy to get pulled into the short-term stuff,” he says. “The trick is to make space to look further out – a few months, a year, even longer. If you’re not doing that, you’re not steering. You’re just reacting.” Reflecting on his own career, Cadmus points to several mentors who shaped how he approaches leadership today. “I’ve had great mentors over the years, and I’ve tried to take something from each of them,” he says. “But you also have to figure out what works for you, and stay consistent with it.” He tries to pay that forward, even with a full plate. “Everyone’s busy. But when someone junior is really trying to grow, you have to make the time.” He stresses that even if it’s just a few minutes to explain something or point them in the right direction, it matters. Mentorship isn’t about creating replicas – it’s about helping people find their own way in the profession. “The success of the company depends on everyone moving in the same direction. You can’t have that if people feel like they’re figuring it out alone.”

Growth with purpose

Crawford has been more than just an employer – it’s been an environment that recognizes individual strengths and encourages long-term development. When Cadmus joined the firm, he already brought experience to table, but it was the company’s willingness to let him lead in his own way that stood out. “They didn’t just plug me into a system,” he says. “They saw what I could contribute and gave me the space to grow.” Crawford’s ongoing investment in young talent and practical technology has positioned the firm well for what’s next. Just as important, he believes, is the company’s commitment to foundational values: strong relationships, accountability, and clear communication. “In this industry, those things still matter,” he says. “If you stay focused on developing people and giving them a reason to stay, the rest tends to follow.”

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Published August 11, 2025

Women on board of directors for 3+ years

45%

BOARD REPRESENTATION OF MINORITIES AND WOMEN

56.8%

PROPORTION OF WOMEN ACROSS THE COMPANY

30+%

CRAWFORD GTS DIVISION TEAM GROWTH

$18B

VALUE OF CLAIMS MANAGED ANNUALLY