AVP/Director

Diane P. Mika named chief risk management officer of Berkley Alliance Managers. GLASTONBURY, Conn. (April 2, 2026) - Berkley Alliance Managers, a Berkley company specializing in professional liability insurance solutions for design, construction and service professionals has announced the appointment of Diane P. Mika as chief risk management officer. Mika previously served as senior vice president, risk management officer and department head for Berkley Alliance Managers. She brings more than 30 years of professional liability insurance experience and a distinguished record in risk management and loss prevention education. In her new role, she will lead the client-facing risk management function for Berkley Construction Professional, Berkley Design Professional and Berkley Service Professionals, advancing the organization's commitment to delivering industry-leading resources and solutions. "Diane's deep expertise in professional liability risk management, paired with her leadership in developing innovative learning and loss prevention programs, makes her uniquely qualified to lead the risk management services we provide to clients," said Stephen L. Porcelli, president of Berkley Alliance Managers. "Her vision, industry insight and commitment to elevating client education will continue to strengthen the value we deliver to construction, design and service professionals." Since joining Berkley Alliance Managers in 2014, Mika has played a pivotal role in shaping the organization's client-facing risk management strategy. She led the development of the award-winning BDP Risk(R) Learning Management System and built a comprehensive portfolio of resources, including live workshops, on-demand courses and curated learning plans. Her leadership has set a high standard for innovation and excellence in client education and risk mitigation. Andrew D. Mendelson, FAIA, who previously served as chief risk management officer, will continue with Berkley Alliance Managers as executive vice president, client experience (CX) officer and a member of the executive team until his planned retirement in 2027. About Berkley Alliance Mangers Berkley Alliance Managers specializes in professional liability products and services across four key industries: design, construction, miscellaneous services and accounting. The organization is recognized for its innovative approach, deep industry expertise and commitment to excellence. Berkley Alliance Managers is a member of W. R. Berkley Corporation, a Fortune 500 company listed on the New York Stock Exchange and part of the S&P 500. Its insurance company subsidiaries are rated A+ (Superior) by A.M. Best. For more information, visit berkleyalliance.com.

Malpractice insurance to shape lawyer AI regulation. SUMMARY Major insurers are already imposing absolute AI exclusions, sub-limits and intentional acts triggers that leave attorneys personally exposed, and that financial pressure will drive AI governance in legal practice far more effectively than any ethics opinion. Firms that cannot document their AI due diligence, vendor relationships and disclosure practices will find themselves uninsured, undefended and liable, and no amount of rulemaking will fix that after the fact. Malpractice litigation will almost certainly become one of the most powerful engines driving AI governance in legal practice. Civil liability operates on a more urgent timeline than bar discipline. Clients do not need to wait for a disciplinary proceeding to sue, and damages can dwarf the sanctions courts have imposed for hallucinated filings. Researcher Damien Charlotin's AI Hallucination Cases database has already catalogued over 1,000 cases worldwide involving AI-generated errors in court filings, each a potential malpractice claim waiting to be filed. The doctrinal mechanism is familiar. As AI-related malpractice cases accumulate, courts will define what a reasonably competent attorney does when deploying these tools, what verification protocols satisfy the standard of care, what vendor due diligence is required before inputting client data, and what disclosures are owed when AI materially shapes the work product. Each verdict and settlement will harden that standard, and bar associations will eventually codify what the courts have already decided. This is precisely how malpractice law shaped attorney obligations around conflicts of interest, file retention and engagement letters in earlier generations. Cases like Mata v. Avianca and Johnson v. Dunn have already established that the signing attorney owns the entire filing regardless of who used the AI tool or where the error originated, exactly the kind of standard-of-care foundation that plaintiffs' malpractice lawyers will build on. The insurance market is accelerating this reckoning in ways that ethics opinions cannot. The ABA Journal has reported that many attorneys will be surprised to learn their malpractice policies may not cover AI-related claims at all, since AI use may not satisfy policy definitions of "professional service" and individual claims may be subject to sub-limits as low as $500,000 under a policy with a $10 million face amount. The exclusions picture is hardening fast. Berkley Insurance has introduced an "absolute" AI exclusion eliminating coverage for any claim arising from AI use by the insured or any third-party vendor acting on the insured's behalf. Hamilton Insurance Group has taken a similarly sweeping approach for professional liability policies. ALPS has warnedthat blindly accepting AI output could trigger intentional acts exclusions, leaving attorneys personally exposed with no coverage whatsoever. Insurers have historically been among the most effective regulators of attorney behavior because their leverage is financial and immediate rather than disciplinary and delayed. The same pressure that drove law firms to adopt conflict check systems and engagement letter requirements will now drive AI governance through the same channel. Munich Re's dedicated AI insurance product for law firms already requires documented due diligence on AI systems as a condition of coverage, effectively mandating vendor vetting through the marketplace rather than through rulemaking. Rules and regulations will need to address the specific monetary questions this landscape creates: who bears liability when a vendor's tool fails, whether engagement letters must disclose AI use to preserve defenses, how billing practices interact with negligence claims when AI generates the work product and what indemnification arrangements between firms and AI vendors are ethically permissible. These are questions the existing Model Rules are not designed to answer. The malpractice docket, insurance market and case law are converging on the same destination and together they will force the profession's hand in ways that ethics opinions never could alone. You may also enjoy: and if you like what you read, please subscribe below or in the right-hand column.