That led him to start running. His progression was deliberate and incremental — 3 km (1.9 miles) was the starting point. When that felt manageable, he advanced to 5 km. Today, he runs 10 km as his regular benchmark distance, describing the progression as "steady, measurable and resilient" — the same language he could use for a well-managed insurance portfolio .

Exercise as a 'Smart Investment'

Kee frames exercise using a return-on-investment calculation familiar to any actuary or CFO: "You might spend an hour running, but what you get in return could be several more hours of life." He also warns that sacrificing health for short-term work targets is a poor trade, because it "gives up a long-term advantage" .

This is not abstract theory. Kee, who joined Manulife in 2013 as an assistant vice president and pricing officer and rose through roles including chief product officer, head of health, chief financial officer, and deputy CEO , has spent years analyzing how small, consistent choices compound over time — whether in capital management, product design, or personal fitness.

Leading by Example

Kee views the visibility of his routine as part of his leadership. "As a leader, when I keep up my exercise routine, the people around me can actually see it," he said. He hopes that example inspires his team and the broader organization to make healthier choices .

This approach aligns with his professional background leading Manulife's health business. In 2020, Kee was named head of health for Manulife Hong Kong, responsible for developing medical and critical illness products . He knows the data on preventive care — and he is putting it into practice in full view of his colleagues.

Insurance as the Backstop

Kee is careful not to oversell exercise as a complete solution. Regular running is the foundation, he says, but not a full shield: "When a crisis comes, we can have the proper protection." He adds that insurance should proactively support customers "through the most critical moments" rather than simply plan coverage .

His overarching philosophy ties the two layers together: "It's not about waiting for a problem to arise before managing risk, but about anticipating it and preparing ahead." That principle guides both his personal 5 a.m. runs and his vision for how Manulife should serve its customers .

The Bigger Picture

Kee's appointment as CEO — succeeding Patrick Graham, who relocated to Canada to become president and CEO of Manulife Canada — reflects Manulife's focus on internal talent development and strategic continuity in its largest Asian market . His career path from actuary to product leader to CFO to CEO gives him a line of sight on risk that few executives can claim.

For readers, the lesson is practical: if a trained actuary treated his own health like a long-term investment portfolio — starting small, measuring progress, avoiding short-term sacrifices, and maintaining a safety net — the same framework might work for anyone.

That led him to start running. His progression was deliberate and incremental — 3 km (1.9 miles) was the starting point. When that felt manageable, he advanced to 5 km. Today, he runs 10 km as his regular benchmark distance, describing the progression as "steady, measurable and resilient" — the same language he could use for a well-managed insurance portfolio .

Exercise as a 'Smart Investment'

Kee frames exercise using a return-on-investment calculation familiar to any actuary or CFO: "You might spend an hour running, but what you get in return could be several more hours of life." He also warns that sacrificing health for short-term work targets is a poor trade, because it "gives up a long-term advantage" .

This is not abstract theory. Kee, who joined Manulife in 2013 as an assistant vice president and pricing officer and rose through roles including chief product officer, head of health, chief financial officer, and deputy CEO , has spent years analyzing how small, consistent choices compound over time — whether in capital management, product design, or personal fitness.

Leading by Example

Kee views the visibility of his routine as part of his leadership. "As a leader, when I keep up my exercise routine, the people around me can actually see it," he said. He hopes that example inspires his team and the broader organization to make healthier choices .

This approach aligns with his professional background leading Manulife's health business. In 2020, Kee was named head of health for Manulife Hong Kong, responsible for developing medical and critical illness products . He knows the data on preventive care — and he is putting it into practice in full view of his colleagues.

Insurance as the Backstop

Kee is careful not to oversell exercise as a complete solution. Regular running is the foundation, he says, but not a full shield: "When a crisis comes, we can have the proper protection." He adds that insurance should proactively support customers "through the most critical moments" rather than simply plan coverage .

His overarching philosophy ties the two layers together: "It's not about waiting for a problem to arise before managing risk, but about anticipating it and preparing ahead." That principle guides both his personal 5 a.m. runs and his vision for how Manulife should serve its customers .

The Bigger Picture

Kee's appointment as CEO — succeeding Patrick Graham, who relocated to Canada to become president and CEO of Manulife Canada — reflects Manulife's focus on internal talent development and strategic continuity in its largest Asian market . His career path from actuary to product leader to CFO to CEO gives him a line of sight on risk that few executives can claim.

For readers, the lesson is practical: if a trained actuary treated his own health like a long-term investment portfolio — starting small, measuring progress, avoiding short-term sacrifices, and maintaining a safety net — the same framework might work for anyone.