by Julia Coakley, chief operating officer, Managing General Agents’ Association (MGAA)
As we look ahead to 2026 and the insurance industry gears up for the next phase of growth, it is critical to shine the spotlight on the role mentoring in attracting and retaining talent - especially within the managing general agent (MGA) community - should play. With our third cohort of the MGAA’s Next Gen Mentoring Scheme now underway, I do believe we stand at a pivotal moment for talent development across the MGA and wider insurance sector.
For many years now, the MGAA has placed emerging talent and structured development firmly at the heart of our Next Gen Programme. We aim to develop forward-thinking, socially conscious and highly knowledgeable cohorts of modern minds for a modern world. And through the Next Gen Mentoring Scheme we aim to provide a support network, career development opportunities and meaningful long-term connections for the emerging talent in the MGA community.
It’s also vital to recognise that the MGA sector offers a wealth of career paths beyond underwriting and claims. Roles in marketing, human resources, finance, compliance, operations, and data analytics all contribute to the success and sustainability of MGAs. Highlighting and nurturing talent across these functions helps ensure our organisations thrive as cohesive, innovative businesses; and mentoring can be just as valuable for those in non-technical or support disciplines as for core underwriting teams.
We know this supports not only our MGA community, but also provides a blueprint for the wider industry. The broader insurance market is facing a stark talent challenge. A report by the Chartered Insurance Institute (CII) found that only around 4% of young people consider insurance as an appealing career path, and up to 25% of the workforce in the sector is estimated to retire within the next decade.
Meanwhile, UK broker-based research shows 64% of firms identify attracting young talent as a strategic priority, and 56% believe the sector is facing a potential workforce gap. All businesses have a responsibility to take action on this critical issue.
Mentoring offers a tangible response. There is a clear link between mentoring and improved job performance, including career satisfaction, as well as a reduced chance of burnout.
What does this look like in practice? Under our mentoring programme, during the pairing process, mentees gain exposure to leadership, commercial acumen, risk-management thinking and the specialist expertise that characterises the MGA model. Mentors, meanwhile, benefit from fresh perspectives, emerging digital fluency, and the vitality that new talent inevitably brings. Just as importantly, mentors often report a deep sense of fulfilment in “paying it forward”; the satisfaction of seeing a mentee grow in confidence and capability is a powerful reminder of the impact experienced professionals can make. This exchange strengthens the individual, the firm and the sector.
Looking ahead to 2026, several themes underscore why talent and mentoring must remain high on our agenda:
1. Accelerated change in the MGA space
MGAs craft niche, specialist capacities, collaborate across ecosystems, and increasingly lean into data-driven distribution and embedded models. The skills required are evolving: underwriters who understand data science, technologists who appreciate underwriting risk and commercial leaders who grasp speed and agility. With recruitment markets tight, nurturing internal talent becomes a competitive differentiator.
2. Retaining institutional knowledge while forging new ways of working.
The industry is in an inter-generational handover phase. Reports highlight that up to 26% of the UK insurance workforce is over 50. Losing that experience without developing successors leaves gaps in underwriting, claims, and risk engineering. Mentoring ensures the continuity of knowledge and embeds it in the future leaders of MGAs.
3. Talent expectations are different.
Young professionals entering the workforce do not simply seek salary and title; they look for purpose, development, flexibility and connection. The insurance sector has historically been seen as “steady” rather than compelling, particularly when compared to fintech or tech-first firms. Mentoring programs send a signal: here is opportunity, here is support, here is growth. It helps reshape the industry’s image from the inside.
4. Linking talent to strategy.
For MGAs competing on speed, niche differentiation and value add, talent is a strategic enabler. A vibrant mentoring ecosystem contributes to retention, raises capability and encourages a culture of continuous innovation.
So, as we look ahead to 2026, I urge you to think not just about hiring for today, but about building a mentoring mindset for tomorrow. Encourage your senior leaders to be mentors, spotlight your early-career professionals as the future of the organisation, and embed mentoring relationships as part of your growth strategy.
The industry must address its talent challenge with purpose and pace. We are investing in talent, but more than that: we are shaping the future of the MGA community. I believe that when mentoring is done well, the return is far greater than the effort: for mentees, mentors, firms, and ultimately for the resilience and innovation of the sector.
In short: let mentoring be the thread that connects today’s experience with tomorrow’s leadership.
