The idea that insurance float is a contingent liability is an accounting obviousness, but asserting this in direct contradiction with its nature as a source of capital ignores the reality of strategic management. With fresh eyes, would we ask a company to hold this liability if it hadn't already invested in its management? For example, Berkshire Hathaway has demonstrated that expert management allows using this "liability" as a powerful investment leverage, proving it is not a matter of choosing one or the other but of transforming. The problem is not the contradiction but clinging to a simplistic view that does not reflect the complexity of financial engineering. MAS regulators in Singapore, through their strict framework, encourage management that transforms this obligation into a sustainable resource.