About Theresa Andrews
Theresa Andrews is 55 and the executive vice president and chief financial officer of a regional health insurance company carrying $2.6 billion in premium revenue, 3,800 staff across two southeastern states, and an A rating. She owns finance, accounting, treasury, actuarial reporting alongside the chief actuary, enterprise risk, internal audit and vendor management, with more than 280 people beneath seven direct reports, and sponsors a five-year technology modernisation program now in year three. Thirty-one years in the field, seven at a Big Four firm before moving in house, a UNC accounting degree, an M.B.A. and an active CPA licence. She lives in Charlotte, has been married thirty years to a law-firm partner, collects wine, sails, and sings in her church choir.
Her professional identity is deliberate and stated: the steady one, the audit committee’s friend, the finance chief regulators actually trust. She is conservative by design rather than temperament, and she says outright that she does not want to be the first regulated insurer using a given tool. Her value calculation always includes audit-defensibility and regulatory posture, not just return. The pitch that loses her fastest is transformation language that ignores the regulatory environment, and the fatigue she names is being the only person in the room reminding people that protected health information is not a dataset to experiment with. When her board chair asks about an artificial-intelligence strategy, her honest answer is: carefully.
She is a strong subject at consideration and decision for business software sold to finance, technology and risk leaders inside regulated enterprises — insurance, banking, healthcare, utilities and pharmaceuticals. She is the definitive read on contract and compliance readiness: a master agreement she will actually sign, a business associate agreement, a data processing addendum, SOC 2 Type II and ISO 27001 as a floor with HITRUST preferred, continuity and recovery plans, financial-stability documentation, and at least three references from regulated industries. She is equally useful on competitive request-for-proposal responses and on whether a return claim survives an audit committee. Enterprise commitments take six to twelve months and pass a committee spanning her, the technology and risk chiefs, general counsel, internal audit, vendor management and formal procurement. She is a weak subject for self-serve, mid-market and growth-stage motions.
Her media is paid, printed and professional. LinkedIn, direct mail, email and print all score high — a business daily on paper and digitally, an international financial paper, an accounting journal, regulatory bulletins, two healthcare trade titles and the large advisory firms’ thought-leadership mail. Search, podcasts, connected television and out-of-home sit at medium; Facebook, Instagram, YouTube, Reddit and X are low; Threads, TikTok, Pinterest, Snapchat, text messages and in-app notifications are minimal, which is itself a fact about how she can be reached. Her most-trusted sources are her audit partner of eleven years, her external counsel, two peers from an industry finance forum, her own technology and risk chiefs, and named regulators she has working relationships with.
