by Manveen Twohill (pictured), learning & development manager, MGAA
The MGA sector continues to evolve at pace with entrepreneurial innovation becoming increasingly central to the distribution landscape. Yet alongside this growth sits a defining challenge for 2026 - talent and the development of it.
Across the insurance market, and particularly within MGAs, the data tells a clear story. Demographic pressures are accelerating, according to a study by Vertafore - Securing the MGA future: 2026 workforce and technology report - 67% of MGA professionals are aged 44 or above, and fewer than 5% being under age 28. This highlights a significant generational imbalance.
Moreover, MGAs are recruiting, but it still remains difficult, with 53% of MGAs describing attracting talent as “somewhat challenging,” and 16% referring to it as “extremely challenging”. It was also noted that this difficulty is acute where MGAs are trying to attract licensed individuals with a blend of technical, underwriting and digital skills, and those experts in portfolio solutions management.
But this challenge is not just unique to MGAs. Globally, more than 70% of employers report difficulty finding the talent they need in 2026, underlining more of a structural skills shortage rather than a short-term hiring issue. For MGAs, as their businesses are defined by agility, specialism and expertise, the implications are more acute. Talent is not simply a resource; it is the differentiator.
MGAs have always thrived on entrepreneurial energy, meaning they have environments where individuals can take ownership, innovate quickly and build specialist expertise. This is precisely what makes the MGA sector so attractive to the next generation of professionals.
But attraction alone is not enough. Retention and development are where the real opportunity lies.
In a fast-paced MGA environment, where underwriting cycles shift, technology evolves and new products are launched rapidly, investing in people is not just a “nice to have”. It is fundamental to sustainable growth. The industry is also facing a significant knowledge transfer risk, as experienced professionals approach retirement, taking decades of insight with them.
This is why the focus must shift from simply hiring talent to actively developing it.
NextGen was established to support early-career professionals across the MGA community by creating opportunities for networking, learning and collaboration. It provides a platform for individuals to build connections, gain exposure to different parts of the market and develop the skills needed to progress.
In 2026, NextGen activity continues to expand, reflecting both demand and the importance of structured talent development. Through events, mentoring opportunities and knowledge-sharing forums, the initiative is helping to bridge the gap between generations, connecting emerging professionals with experienced market leaders.
The NextGen team is made up of socially conscious and knowledgeable professionals who are motivated by paving the way for future leaders in the MGA sector.
Networking, in particular, is a powerful tool in this instance, especially as the insurance sector as a whole is built on relationships, creating early access to peer groups and senior voices, which accelerates opportunities. Equally, mentoring provides a mechanism for transferring the implicit knowledge that cannot be learned from textbooks or systems.
One of the key insights emerging across the sector is that recruitment alone will not solve the ongoing talent challenge. Long-term workforce planning, culture and leadership are equally important factors in attracting and retaining people.
For MGAs, this means creating environments where individuals feel recognised, valued and able to progress. Talent is drawn to entrepreneurial businesses, but it stays where there is purpose, development and recognition. Clear career pathways, investment in training and opportunities to contribute meaningfully to teams and the success of the business are critical.
Equally, the next generation is looking for more than just a job. They want to understand the impact of their work, to develop new skills, particularly in areas such as data and technology, as well as to feel part of organisations that are forward-thinking and inclusive.
Therefore, the talent challenge is not one that can be solved by any single firm. It requires a collective effort across the MGA community.
The MGAA continues to play its part in this through initiatives like NextGen, promoting the sector as an interesting career destination, and by supporting members in developing their people strategies. But success ultimately depends on the actions of the market as a whole. MGAs that prioritise talent development, foster inclusive and dynamic cultures, and actively invest in the next generation will be best positioned to thrive going forward.
The MGA sector has always been defined by its ability to adapt, and the current talent landscape presents both a challenge and an opportunity. By focusing on networking, mentoring and continuous development, and by recognising the value that individuals bring at every stage of their careers, MGAs can build resilient, future-ready businesses.
NextGen is a vital part of that journey - but it is only the beginning. In fact, it’s something that we celebrate annually by spotlighting rising stars in the sector through our MGAA Awards, the deadline of which is the end of April.
Find out more about our MGAA Awards here: https://mgaa.co.uk/events/mgaa-awards-2026/
