“Today is year zero.” Attendees of the MarshBerry 360 Forum were presented with this call to action as the forum opened. It’s a stark message that firms can no longer rely on market tailwinds or modest adjustments to drive results. Organic growth is no longer optional; it is the baseline for relevance.
Performance disparities across the industry highlight this urgency. While the #100 spot on the Top 100 Brokers list has grown revenue 10% over several years, top performers have achieved growth exceeding 300% over similar periods.1 The difference lies not in incremental improvements, but in deliberate, structural changes to how firms operate and grow.
Here are the other insights that insurance brokerage and agency executives gained during the event:
Insurance M&A activity is evolving
A central theme throughout the forum was the distinction between internal value creation and external valuation outcomes. While platform firms often command higher multiples than roll-in acquisitions, long-term success is driven less by headline valuation and more by execution. When it comes to mergers and acquisitions (M&A), buyers must focus on integration and scalability while sellers must maintain focus on continued growth post-transaction.
Importantly, most firms ultimately perform well against earnout expectations – but regrets tend to stem from waiting too long, not acting too soon. The guiding principle: operate your firm as though it is always for sale and you will never need to sell.
Navigating life after the deal
In a panel discussion, leaders from firms that have navigated transactions emphasized that value creation does not end at closing, it accelerates. Key priorities for post-transaction success include developing next-generation leadership to attract and retain talent, establishing true organizational accountability, starting at the top, and separating ownership from leadership. Shifting producers away from renewal-heavy roles, thus enabling focus on growth, was also a key strategy.
Panelists noted that national platforms bring increasing advantages through technology investment and data capabilities, further raising the bar for operational sophistication.
Talent requires a distinct strategy
Building a high-performance sales culture that drives sustainable growth depends on a deliberate approach to producer development and sales. Top-performing firms are applying rigorous hiring processes, such as including psychologists in interview assessments. Structuring dedicated small business units to improve service and free producer capacity, investing in mentorship programs to accelerate book-building, and implementing transparent scorecards and bench strength metrics reinforce accountability while creating clear career pathways for producers.
Equity programs are also key to attracting and retaining top talent. Many firms express confidence in their next generation of leaders but fail to implement equity structures early enough, often resulting in missed opportunities. Key principles for effective equity programs include:
- Earned participation based on quantitative and qualitative performance
- Performance-driven economics
- Strong governance frameworks
- Clear exit pathways
Equity should not be viewed as a prediction of future outcomes, but as preparation for them. When structured effectively, it aligns behavior, drives retention, and creates strategic flexibility.
Independence requires a careful perpetuation strategy
Part of developing and selecting talent is determining who will lead and grow the business for the future. Preparing future leaders and owners is imperative for firms who want to stay independent and hold off on selling. Attendees were presented with a strategic framework that helps identify the type of leadership needed (e.g., growth-oriented producers vs. operational managers), and ensures those people are developed, retained, and financially enabled to take ownership. The framework steps include:
- Clarity: Look at the current state of the firm. Set the vision and define where the business should go and how to get there. Make a plan to meet offsite with no interruptions and a clear agenda.
- Calibration: Establish consistent company standards for performance based on industry benchmarking metrics. How does leadership define a “top performer”?
- Consistency: Revisit action items and hold teams accountable. Track progress on goals and identify any necessary adjustments.
Compensation structures, particularly variable compensation for leadership, were highlighted as powerful levers for aligning incentives with long-term firm performance.
Differentiation remains critical – and underdeveloped
Organizations must evolve what customers value – whether through convenience, experience, or branding – to stand out in competitive or commoditized markets. Businesses must move beyond generic claims (e.g., “great service” or “expertise”) and instead clearly articulate what truly makes them distinct and valuable.
Firms should develop three key value propositions: Employer (to attract talent through culture, growth, and benefits); client (to communicate purpose, process, and outcomes using the “Why, How, What” model); and producer (to demonstrate success through problem-solution-impact-case study storytelling). Ultimately, firms should rethink assumptions, align their messaging with what matters most to their audience, and intentionally build differentiated, people-focused strategies that drive growth and relevance.
Additionally, building niche specialization and refining digital presence such as website positioning to differentiate your agency from others can materially impact both growth and recruiting outcomes.
The 360 forum made one thing clear: The gap between average and top-performing firms is widening and intention is the differentiator. Winning firms are not simply reacting to the market – they are strategic about organic growth, building disciplined operating models, investing in people, culture, and equity alignment, and making decisions with a clear view of long-term value creation. In today’s environment, standing still is no longer an option. Durable success will belong to those who act decisively, starting now.