Susan Ghalili, Senior Vice President of Life New Business & Underwriting Operations and Chief Underwriter, and the Pacific Life team delivered another strong lineup at the 2026 Pacific Life Underwriting Symposium. Now in its fourth year, the event has become a reliable forum for industry leaders to dig into the issues shaping both the current and future state of life insurance — especially the pressures and opportunities emerging in underwriting. With panelists representing Pacific Life, distribution partners, reinsurers, medical professionals and other experts, the conversations offered  both wide-angle and  close-up views of where the industry is heading.

This three‑part series will break down the key themes from those discussions, with each installment arriving two weeks apart to give readers space to absorb, reflect, and bring these insights into client and colleague conversations.  

Part 1 takes a closer look at several of the most thought‑provoking conversations from the 2026 Pacific Life Underwriting Symposium. The leadership roundtable set the tone with a candid look at the forces reshaping growth, partnership, and operational strategy across the life insurance ecosystem. From there, a medical expert walks you through the rising incidence of cancer among younger adults and the implications this trend carries for underwriting, product design, and client guidance. The discussion then widens to the global stage, with a panel exploring the expanding wealth‑preservation market and the unique planning needs of affluent international families. Together, these conversations offer a clear view of the pressures and possibilities shaping the industry right now — and the opportunities they create for advisors and firms committed to staying ahead of the curve.

Stay tuned after this - there's much more to come!

This opening roundtable set the tone for the entire symposium. Leaders from carriers, distribution, and underwriting all came back to the same core idea: the future of the industry will be built on strong partnerships. Not surface‑level relationships, but real connections with people inside carriers and distribution firms who know your business and help you move cases forward. Advisors who build those networks get faster decisions, better support, and more creative solutions. In a competitive market, that becomes a real advantage.

Technology was another major theme, but the panelists were clear that tech only matters when it helps advisors be better with clients. Tools that simplify conversations, remove friction, or help explain concepts clearly are the ones that make a difference. The firms that are winning aren't replacing people—they're using technology to strengthen human connection. For advisors, that means taking advantage of tools that save time and make the client experience smoother.

The panel also talked about how the role of the advisor is changing, especially in the high‑net‑worth and RIA spaces. The advisor of the future will be more consultative, more collaborative, and more comfortable blending planning, data, and strategy. Staying curious — about new planning models, new partnerships, and new ways to work with centers of influence —will help advisors capture the most complex and profitable opportunities.

Another point was the importance of making the process easier for both advisors and clients. Growth happens when people and technology work together to help clients feel confident saying yes. That means setting expectations early, using pre‑underwriting tools, and taking advantage of carrier resources. When clients feel informed instead of overwhelmed, they move forward.

The panel also encouraged investing in people, not just roles. Teams that innovate and adapt, whether inside a carrier or inside an advisory practice, are the ones that stay relevant. For advisors, this means investing in your own skills and relationships so your practice stays resilient as the industry evolves.

Clarity of purpose came up as well. Advisors who can clearly explain who they are and how they deliver value build trust faster. That clarity leads to credibility, and credibility leads to referrals and closed business.

Cross‑selling was highlighted as a major missed opportunity. Technology will help identify these gaps, but success still depends on training, support, and alignment between carriers and distribution partners. Many clients have needs they haven't mentioned yet, and bringing life insurance into broader planning conversations strengthens relationships and increases lifetime value.

The panel also reminded everyone of the power of storytelling. The industry protects thousands of families and businesses every year, but we don't talk about those successes enough. Advisors who share real‑world stories create emotional connection — and emotional connection drives action.

Finally, they pointed to the huge opportunity in serving the uninsured and underinsured. The market is wide open, but it requires intentional planning and strong partnerships. Advisors who build simple, repeatable processes for protection conversations can grow quickly while making a meaningful impact.

The message was clear:  The advisors and firms who will thrive are the ones who stay connected, stay curious, and stay committed to delivering value through both human interaction and smart collaboration. The industry is changing, but for those willing to evolve with it, the opportunities are bigger than ever.

This session highlighted a trend every advisor should be aware of: cancer is showing up earlier in life, and it's changing both medical practice and underwriting. Younger adults, especially those born around 1990, are seeing higher cancer rates than previous generations did at the same age. This isn't just better screening. It's a real generational shift.

The biggest increase is in early‑onset colorectal cancer, but breast, pancreatic, esophageal, and several gastrointestinal cancers are rising too. The total number of cases under 50 is still small, but the upward trend matters. These younger, higher‑risk groups will eventually age into the decades where cancer risk naturally climbs. If they start from a higher baseline, the overall cancer burden could grow significantly.

The causes are mixed. Lifestyle factors like diet, obesity, inactivity, alcohol use, smoking, and environmental exposures all play a role. So do things people can't control — genetic predisposition, epigenetic changes, and hereditary mutations like BRCA or Lynch syndrome. In breast cancer, factors like estrogen exposure and reproductive timing seem especially important in very young patients.

Doctors are already responding. Screening guidelines are shifting earlier and becoming more risk‑based. Colonoscopies now start younger. Mammography recommendations are changing. Prostate cancer screening is being revisited. New multi‑cancer early detection tests may help, but they don't replace a full clinical evaluation.

Underwriting is adjusting as well. Symptoms that used to be low concern in younger applicants — unexplained weight loss, anemia, abnormal labs, bleeding, persistent pain, ongoing fatigue — now carry more weight. Underwriters are looking at younger applicants with a more cautious lens.

For advisors, this creates a real opportunity. Younger clients often assume they're healthy and have plenty of time to think about life insurance or income protection. But the medical reality is shifting. Risk is showing up earlier, and underwriting is responding. When you can explain this clearly — not to scare clients, but to ground the conversation in real data — you help them make smarter decisions.

It reinforces the value of securing coverage early, using guaranteed insurability options, layering protection over time, and building long‑term planning relationships before health issues appear. It also helps you spot when family history or lifestyle should prompt a more proactive discussion.

Looking ahead, good risk assessment will depend on understanding high‑risk birth cohorts, paying closer attention to family history, and recognizing how lifestyle and genetics interact. Advisors who stay informed will be better prepared to guide clients through a landscape that's changing faster than most people realize.

The bottom line: younger clients today face a different risk environment than their parents did. Their planning needs reflect that. Advisors who can explain this simply and confidently will build trust faster and help clients protect their future.

This panel took a fast but meaningful tour through the foreign national market, and the message was straightforward: This space represents one of the biggest growth opportunities available to advisors today. With roughly two‑thirds of the world's wealth held outside the U.S., there is a huge population of affluent global citizens who see U.S. life insurance as a stable, reliable tool for legacy planning and long‑term wealth protection. For advisors who understand how to work with these clients, the potential is enormous.

These clients tend to share a few common traits. Many are entrepreneurs or first‑ and second‑generation wealth creators. Their assets are often tied up in privately held businesses, so liquidity planning becomes a major priority. They also tend to have natural ties to the U.S. — a home, an investment property, children in school, or family members who live here. In many ways, their planning needs look very similar to those of ultra‑high‑net‑worth U.S. citizens: preserving wealth, managing taxes, and building strategies that support multiple generations.

Of course, working in this market comes with its own set of nuances. Accessing medical records can be more complicated, since you're often dealing with healthcare systems outside the U.S. These clients usually receive excellent medical care, but gathering documentation takes time. Carriers typically require that applications and exams must be done in the U.S., so travel schedules can delay exams and signatures. Foreign medical records may need translation. The underwriting process can take longer, and patience becomes part of the job. Agents who prepare clients for this upfront tend to have smoother experiences.

The panel also pointed out that some markets offer especially strong potential. Korea was highlighted as a prime example. Many Korean clients simply don't know they can purchase U.S. life insurance, so education becomes a major part of the advisor's role.

When submitting cases, a clear and well‑written cover memo that explains the client's U.S. connection and provides all required details is a necessity. Having a partner or sales team that understands the foreign national space is equally important — they can help you navigate expectations, documentation, and carrier requirements.

Across all markets, one theme was consistent: These clients value the strength and stability of U.S. carriers. They want solutions that feel safe, predictable and built for wealth protection, cash accumulation and long‑term legacy. That means carrier selection matters. Working with companies that understand the foreign national market, and that make the process easier, can help you build trust quickly and keep cases moving.

At the end of the day, success in this space comes down to positioning yourself as a trusted advisor. It requires patience, cultural awareness, and a genuine interest in understanding each client's global standing and long‑term goals. But for advisors willing to invest the time and learn the process, the opportunity is real and growing. This is a market where strong relationships, good communication, and thoughtful guidance can translate directly into new clients, larger cases, and long‑lasting professional success.