Who are Aon's decision-makers?

Aon's leadership team combines enterprise financial-services management with finance, risk, operations, technology, and business-line expertise. The CEO sets the portfolio and capital agenda, while the CFO, business heads, CIO/technology leaders, risk, compliance, legal, and procurement leaders shape execution.

For strategic suppliers, the important signal is whether the problem maps to a publicly stated business priority, not only whether one executive likes the product.

Most material purchases are committee decisions. A business sponsor owns the outcome, technology or operations validates integration, security and risk assess third-party exposure, finance checks ROI and budget timing, procurement negotiates, and legal/privacy handles terms.

A strong sales motion should prepare evidence for each stakeholder: business case, implementation plan, controls, references, data handling, resilience, and measurable operating impact.

Aon is organized around regulated business lines, shared enterprise functions, and corporate controls. That structure creates multiple entry points but also means budget authority and technical ownership can sit in different teams.

Account planning should separate corporate-wide platforms from business-unit-specific needs, then map field events, executive outreach, and pilots to the offices and teams most likely to own the workflow.