Article

What Every Buyer Should Know Before Buying Their First Independent Insurance Agency

8 Minutes

Buying another agency might be one of the fastest ways to grow, but it can also be one of the easiest ways to get yourself into trouble. Too often, we see agency owners jump in before they’re ready. They get excited about the opportunity and forget that buying a business is not the same as building one.

In the first session of our Buying an Agency webinar series, we talked about the things that smart buyers think through before they make an offer. If you missed it, here are some of the biggest takeaways that came out of the conversation.

Start by knowing your agency inside and out

Before you start reviewing someone else’s financials, you need to make sure yours are in order. That means more than just being profitable. You need clean, organized data that tells the story of your business.

At a minimum, you should know:

  • Your EBITDA and profit margin
  • How your revenue breaks down by line of business
  • Your retention and loss ratios
  • Where you land compared to industry benchmarks

If you don’t get your financials in order first, it will be difficult to identify expenses that can be eliminated, reduced or changed and you will miss out on the opportunity to maximize the combined profitability of the deal. Not knowing your number could cause you to lose a strong deal. Preparation puts you in control.

Be clear about why you’re buying

Not every deal that comes across your desk is a good one. Sometimes we get excited because there’s an opportunity in front of us, but we forget to ask whether it actually fits the direction we’re trying to go.

Before you look at anything, ask yourself:

  • Are you looking to grow geographically?
  • Do you want to acquire talent or leadership?
  • Are you trying to build a niche you don’t currently serve?
  • Is this about revenue, relationships, or operational scale?

If you don’t know what you’re trying to accomplish, you’re more likely to chase something that looks good on paper but causes friction down the road.

Build your buyer team early

I cannot stress this enough. Do not try to do this on your own. Surround yourself with the right people, and get them involved early.

Here’s who you need:

  • An advisor or consultant who understands insurance M&A
  • A CPA who knows this industry and has experience with deal structure and tax implications
  • Legal counsel who has handled agency transactions
  • Someone internal who can lead integration and assess operational readiness

If you try to take this on without a team, you’ll miss things. You’ll also slow down the process and potentially make promises you can’t deliver on.

Fit matters more than financials

You are not just buying a book of business. You’re buying relationships, workflows, expectations, and team dynamics. If the cultural or operational fit is off, the numbers won’t matter.

Ask yourself:

  • Does this agency operate in a similar way?
  • Are their producers paid like yours?
  • Do they use technology in a way that aligns with how your team works?
  • Will their staff be able to integrate with yours?
  • Do their clients look like your clients?

The most successful acquisitions I’ve seen are the ones where the fit made integration easier and culture was aligned from day one.

Know what to ask for and when

This came up a lot during the session. There’s a rhythm to how you gather information. Asking for everything up front is overwhelming. Asking too little means you’re flying blind.

Here’s a breakdown of what to ask for at each stage:

Initial Fit

Documents to Request:

  • Org chart
  • Basic financial summary
  • Staff list with tenure

Questions to Ask Yourself:

  • Do we align culturally and operationally?
  • Are there early red flags?
  • What are the seller’s goals?

Preliminary Review

Documents to Request:

  • P&L and balance sheet
  • Book of business summary
  • Producer compensation structure

Questions to Ask Yourself:

  • Do the numbers tie together?
  • Is there risk in concentration or staff structure?

Valuation Stage

Documents to Request:

  • 3–5 years of financials
  • Payroll records
  • Full book of business export

Questions to Ask Yourself:

  • What are the opportunities and risks?
  • Will it cash flow?
  • What synergies can we model in?

LOI Prep

Documents to Request:

  • Staff and location assumptions
  • Deal structure ideas

Questions to Ask Yourself:

  • Are we aligned on terms?
  • What would be a deal breaker?
  • Is this realistic for both sides?

Due Diligence

Documents to Request:

  • Carrier reports
  • Employee agreements
  • Contracts and compliance documents

Questions to Ask Yourself:

  • Can we verify everything we assumed?
  • Do we need to adjust the deal before closing?

Smart buyers don’t just collect documents. They use the right questions to figure out whether this deal actually makes sense for their agency.

Watch for red flags early

Some things should make you pause immediately. Declining revenue with no clear reason. Books of business that aren’t clearly owned. No employment agreements. Lack of data or bad data. Unrealistic price expectations from the seller.

These are the kinds of issues that slow things down or tank a deal all together. On the flip side, there might be real upside in a book that hasn’t been cross-sold or an agency that needs a better operational backbone. But make sure you understand the risks before you get attached to the potential.

 

One of our clients looked at 22 different opportunities before acquiring two that truly made sense for their business. That’s what intentional buying looks like.

If you get your own house in order, define what you’re looking for, ask the right questions, and build the right team around you, you’ll be able to move quickly when the right deal comes along and you’ll have a whole lot more confidence in the decisions you make.