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Compass 2030: Building an Indispensable Future

Author

David Levenson
President and Chief Executive Officer
LIMRA and LOMA

May 2026

As I shared during the 2025 LIMRA Annual Conference, LIMRA and LOMA is embarking on our next five‑year strategic plan: Compass 2030. This plan will guide us through the second half of the decade as we work to become truly indispensable to the industry.

Our mission to advance the financial services industry by empowering members with knowledge, insights, connections and solutions remains unchanged. So do the core markets we serve: life insurance, annuities, workplace benefits and international.

What has evolved are the needs and expectations of our members and the industry at large. In response, we have established four strategic focus areas designed to position our Association for long‑term relevance and impact:

  • Expand engagement across the industry ecosystem
  • Harness our data and knowledge
  • Accelerate artificial intelligence (AI) integration
  • Unify under one brand

Together, these priorities form a member‑centric strategy and a platform for innovation — especially around data, AI and the evolving ways our members engage with us.

Expanding Engagement

A key element of Compass 2030 is strengthening and expanding our relationships across the broader financial services ecosystem.

Independent Distribution

Independent distribution continues to grow in scale and influence across all the markets we serve. Building deeper relationships with these firms and developing a value proposition that resonates is essential. By 2030, our goal is for independent distributors to be fully engaged with the Association across membership, research and product offerings.

Consumers and Financial Professionals

We also see significant potential to broaden our reach to consumers and financial professionals, particularly through the Lifetime Income Initiative. As described in the March issue of MarketFacts by Tina Beckwith, LIMRA and LOMA’s chief marketing officer, this initiative aims to elevate annuities as a foundational pillar of retirement security.

The current marketing campaign builds on the work of the former Alliance for Lifetime Income and is supported by a highly engaged advisory board, as well as the LL Global Board and Membership Committee. Over time, we plan to expand this strategy beyond annuities to life insurance and workplace benefits, helping consumers and professionals think holistically about financial wellness.

Workplace Benefits

The final component of our engagement strategy is elevating our role as the premier association for workplace benefits carriers. We intend to strengthen our core benefits offerings, develop new solutions across the value chain, and deepen relationships with carriers, brokers, technology platforms and other ecosystem partners, equipping members with additional insights, tools and relationships to adapt, compete and deliver greater value in an increasingly complex environment.

To do this, we must ensure our research is relevant, visible and actionable. We must also continue adapting to rapid changes in the benefits landscape, especially the rise of digital enrollment platforms, new distribution models, and evolving employer and employee expectations.

Harnessing Data and Knowledge

Data is one of our greatest strengths, and Compass 2030 reinforces our commitment to delivering deeper, more actionable insights.

Members increasingly want dynamic, interactive and easy‑to‑consume data. Our LifeCompass and AnnuityCompass platforms have set a new standard for intuitive, decision‑ready insights. Over the next five years, we intend to expand this model into workplace benefits.

A major multiyear initiative is already underway to improve the efficiency and accessibility of our benchmark data. By reducing time spent on data preparation, our researchers can focus on high‑value analysis that brings our information to life.

Our goal is to make our data not only easier to access but easier to apply, helping members gain the insights they need faster and with greater clarity. These insights help members identify performance gaps, benchmark against peers, and model the potential impact of strategic choices before committing resources.

Accelerating AI Integration

AI is not a trend — it is a transformative technology reshaping both the industry and our Association.

Under Compass 2030, we will accelerate our internal use of AI to improve efficiency, strengthen quality and enhance protection of our intellectual property. This will allow us to maintain a competitive edge while improving the member experience.

We also recognize our responsibility to help members navigate AI adoption, governance and investment. Through groups like our AI Governance Group (AIGG), we will continue convening members to discuss emerging challenges and opportunities. In the short term, we are exploring research, education and solutions that best support members as they navigate this rapidly evolving environment. Through AI executive education, members will gain a clearer understanding of where AI can drive near‑term business impact, how to assess readiness and risk, and how to move from experimentation to scalable solutions that deliver real operational and financial results.

Unifying Under One Brand

Today, we operate two membership brands: LIMRA and LOMA. While each has a proud history, this dual‑brand structure can be confusing and can dilute the full value of the Association.

Our fourth strategic priority is to create a single, seamless member experience powered by one unified brand. This work will:

  • Clarify our identity internally and externally
  • Align our communications and positioning
  • Reimagine how we deliver value and engage with members
  • Create consistent processes across in‑person and digital interactions

This will be a multiyear effort, but the outcome will be transformative: members and employees experiencing us as one unified Association, with a clear value proposition and a strengthened, trusted master brand.

Compass 2030 is more than a strategic plan. It is a commitment to our members, our employees, and the future of the financial services industry. The next five years will challenge all of us to innovate, collaborate, and lead with clarity and purpose. By grounding our work in these four strategic priorities, we will be better equipped to help you navigate through uncertainty and change with confidence.

Thank you for your continued partnership and for the vital work you do every day. I look forward to building this future — together.

 

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