An insurance policy is an unusual place to begin a portrait. There is no childhood scene, no dramatic entrance, no executive gazing meaningfully through a window. There is a company, a promise and a name. In an August 2024 TruStage Life of Canada policy, that name is Fernand LeBlanc. The title beside it is president. A document intended to outlast the conversation in which it was sold offers a useful introduction to a career spent thinking ahead.
LeBlanc leads TruStage’s Preplanning Solutions business. Before that came Canadian insurance products, business development and global strategy. The progression has a particular shape: first the product, then the direction of the business, then responsibility for its performance. His work concerns arrangements people make in advance, and the companies that must be ready when those arrangements are needed. The future, in this line of work, has paperwork.
That makes his career interesting beyond its sequence of titles. Insurance asks a business to connect a decision made now with an obligation fulfilled later. Product design, distribution and governance all sit somewhere between those two moments. LeBlanc’s professional record moves through each of those rooms. Following it reveals how much of an executive’s work happens before a customer ever sees an agreement.
The product comes first
LeBlanc studied at Université Laval from 1999 to 2002. He went on to earn fellowships in the Canadian Institute of Actuaries and the Society of Actuaries. Those credentials put a technical profession beneath the executive titles. An actuarial background belongs naturally in insurance, where a promise has to be supported by assumptions about time, money and risk.
By 2012, LeBlanc was vice president of product management at Assurant Life of Canada. He held that role through 2017. Product management is a useful early chapter for someone who will later oversee a business: it places the offering itself at the center of the work. A strategy eventually has to take a form that can be explained, distributed and administered. A customer cannot purchase a PowerPoint ambition.
In August 2017, his responsibilities widened to global strategy and business development. In June 2018, he became a director of Union Security Insurance Company. January 2019 brought another change, to vice president of global strategy and innovation within Assurant’s Global Preneed segment. Taken together, these appointments show a movement from a Canadian product portfolio toward decisions with a wider organizational reach.
The dates are helpful because they give the career a direction without requiring a legend about an overnight transformation. There were years of product work before the broader strategy appointments. There was board responsibility before the current presidency. The record describes successive changes in scope. It also keeps the story anchored in a specific corner of insurance, rather than allowing a large employer’s entire catalog to become one person’s biography.
A new owner, a continuing business
In March 2021, CUNA Mutual Group announced an agreement to buy Assurant’s prearranged funeral insurance and final-expense business in the United States and Canada. The announced price was approximately $1.3 billion. The business served more than two million consumers. This was an established operation moving between organizations, with existing customers and relationships already attached.
The acquisition announcement described distribution primarily through funeral homes. It also said the business would operate with autonomy from its Rapid City, South Dakota location, with limited integration into other business lines. Those details explain the practical setting of LeBlanc’s move. A change in ownership can be a major corporate event while the underlying work continues through familiar partners and operations.
Assurant completed the sale on August 2, 2021. Its filing identified a base purchase price of $1.25 billion, subject to closing adjustments. LeBlanc joined the organization now known as TruStage through that acquisition. The deal is a turning point in his career because it changed the corporate home of the business in which he worked. It would be misleading to turn the transaction price into a measure of his individual contribution.
His later title, vice president of Preplanning Solutions Strategy and Innovation, retained the connection between long-term direction and the business’s particular products. Ownership had changed. The professional thread remained recognizable. There is something refreshingly ordinary about that continuity: businesses are bought in announcements, but carried forward in the work people do after the announcement has ceased to be news.
Quebec asks a different question
One revealing episode came in March 2022. LeBlanc spoke publicly about efforts to allow funeral-expense insurance to be sold in Quebec. At the time, he was working in preplanning strategy and innovation at TruStage Life of Canada. The issue was specific. The company already sold life insurance in Quebec whose proceeds could cover final expenses, but wanted to offer the funeral-expense product available elsewhere in Canada.
“Nos efforts de lobbying sont pour permettre l’assurance frais funéraire d’être vendue au Québec”Fernand LeBlanc, March 2022
His statement concerned permission to sell a particular kind of insurance. It gives the abstract word “innovation” a concrete setting: a market, a product and a regulatory question. There is no need to supply a fictional breakthrough. The public episode is useful precisely because it shows a piece of the work as it was, with an objective still being pursued.
Cross-border responsibility can sound like a geographical expansion on an organizational chart. Quebec illustrates why it also involves attention to differences within a country. A product’s purpose may be familiar while its permitted form or route to market varies. The executive’s task can therefore include explaining why an offering belongs in a market before there is an opportunity to compete for a customer.
LeBlanc speaks both English and French at native or bilingual proficiency. That is a pertinent detail in a career linking Canadian insurance products with a North American business. It does not tell us what happened in any private meeting. It does help locate the Quebec episode within the professional life of someone whose work and language skills span both settings.
The name beneath the promise
The Canadian policy carrying LeBlanc’s name brings the career back to its tangible result. The document identifies TruStage Life of Canada as the insurer and him as its president. It includes a 30-day period in which the owner can return the policy for cancellation and reimbursement of premiums. Here, executive responsibility appears alongside the terms under which the customer and insurer enter their agreement.
A separate corporate document places him in another formal setting. In December 2024, LeBlanc signed Union Security Insurance Company’s amended and restated articles as president and incorporator. An insurance career has these less photogenic landmarks: signatures, corporate records, appointments. They are worth attending to because they connect a professional title to an institution that has duties beyond the person holding the office.
By September 2024, LeBlanc was TruStage’s president of Preplanning Solutions. His current business mandate covers profit-and-loss responsibilities for the U.S. and Canadian operations, together with setting and executing a long-term strategy for preneed growth across North America. The work now combines commercial performance with direction. Both belong to the same business, and neither disappears when the other becomes urgent.
A place at the table
LeBlanc also serves on the Life Insurers Council advisory board. In its February 2025 photograph, he stands alongside Brian Luther, Steve Shaffer, Joan Cleveland, Tony Mravle, Dierdre Woodruff, Joe Evanish, Chris Campbell and Byron Allen. The council connects senior management from small and midsize life insurers around practical business questions. It supplies a different professional setting from the organization he leads.
The group photograph is a welcome interruption to a career told largely through dates and documents. It puts people into the frame. Palm trees do their best to make an insurance board look like it might briefly consider taking the afternoon off. The caption, however, marks a working occasion: board members taking office at the annual conference in Clearwater Beach.
A colleague’s recommendation offers another small glimpse. Marc André Castonguay, who worked with LeBlanc on product development, praised his leadership and integrity and his ability to consider different stakeholders’ perspectives. That is a colleague’s assessment, with a defined working context. It fits the product-management chapter particularly well: a product has several constituencies, and decisions have to survive more than one point of view.
Still thinking ahead
Originally from Canada, LeBlanc is now based in Woodstock, Georgia. The geography joins the career’s two recurring settings: Canadian origins and an American base, with work extending across both countries. The scale of the responsibility has changed over time, but the story continues to return to products, partners and decisions that have consequences beyond the moment they are made.
The next scheduled public chapter is the LIC Preneed Forum in November 2026. LeBlanc is listed to welcome attendees on November 4 with LIC executive director Dean Lambert. As of this profile’s publication in October, that appearance is ahead of him. It is an appropriate place to leave a career concerned with advance planning: with another date on the calendar, and more work to discuss when it arrives.