Top BDMs for Outstanding Service 2026

The relationship between a broker and a business development manager (BDM) is one of the most consequential in commercial insurance placements and one of the most underexamined. 

Brokers depend on BDMs to navigate complex organizations, advocate internally when placements get difficult, and show up consistently across years of shared business. When that relationship works, it compounds. When it doesn’t, brokers notice immediately. 

Insurance Business America’s inaugural Top BDMs for Outstanding Service 2026 set out to identify the individuals who have cleared that bar at the highest level. Drawing on more than 200 broker nominations from across the country, the research team evaluated candidates across five areas: customer service, responsiveness, communication, product knowledge, and market insight and technical support. The winners include both carrier-based BDMs and wholesale broker representatives, reflecting the full range of commercial insurance placement channels brokers rely on.  

Of those nominated, 18 BDMs achieved excellent ratings across every category, roughly one in 11 of all nominees considered. 

IBA’s broker survey data puts a number on that standard. Responsiveness scored a perfect 5 out of 5 in broker importance ratings, making it the single most critical criterion, ahead of communication at 4.98 and customer service at 4.91. Not one of the five criteria averaged below 4.65, a finding that underscores how little margin exists at the top of this profession. Brokers do not trade off one quality against another. They expect all five, consistently, from the BDMs they trust most. 
 

Broker demand for top business development managers leaves little room for weakness. In the 2026 research process, IBA asked brokers to rate the importance of five evaluation criteria when assessing a BDM from a general insurer or underwriting agency. 

All five averaged above 4.65 out of 5. Responsiveness scored a perfect 5, the only criterion to do so, followed by communication at 4.98 and customer service at 4.91. Product knowledge and market insight rounded out the list at 4.75 and 4.66, respectively.

The tenure data is equally revealing. Of the 18 broker respondents who nominated a winning BDM, 12 had worked with that individual for more than five years. Only two relationships fell in the three-to-five-year range, and four were under three years. 

Joel Hirschfeld, founder and president of Hirschfeld & Associates, has built his firm over 13 years on that same principle. 

“Trust is the foundation,” he says. “When clients see that you genuinely care about their success and that you’re there for them at every step, they rely on you as a trusted partner.” 

For Hirschfeld, responsiveness is not a soft commitment. His team operates on a 30-minute turnaround to acknowledge every email, followed by a comprehensive response within 24 hours. “Clear communication, setting expectations, and following up with thorough solutions are essential to maintaining that balance and building long-term trust,” he says.

“She is the best BDM I have worked with in my 25-year career. She is a joy to work with” 

Broker respondent, 2026 

“I’ve been in the business 30 years and worked with hundreds of BDMs. She is by far the best” 

Broker respondent, 2026 

“He knows his products and helps us understand them. He comes frequently, when convenient for us, to meet with staff to hear about issues that are impacting them” 

Broker respondent, 2026 

The pattern is consistent. These are not relationships built on a strong renewal season. They are sustained partnerships, measured in years and grounded in trust, responsiveness, and expertise that brokers say they cannot easily find elsewhere. 

Tammy Ryon has built her reputation in one of the most demanding insurance markets in the country by doing something that sounds simple but proves elusive in practice, making the work worth showing up for.  

Based in Naples, FL, Ryon serves as business development strategist for Acrisure’s South Division, and the client advisor who nominated her captured her approach in a single line. Her can-do attitude makes work fun and gets the job done. 

For Ryon, that energy is a deliberate strategy, not a personality quirk. “I love taking something that could be ordinary and turning it into something memorable,” she says.  

Whether it is an event, a trade show, or a networking opportunity, she is always looking for ways to increase engagement and create meaningful connections. The results, she notes, tend to follow the experience. When people leave talking about what just happened, the relationships and the business come with it. 

Her week rarely looks the same twice, which is something she welcomes. One day, she is helping a client advisor prepare for a prospect meeting. The next, she is coordinating a creative event, introducing referral partners, or working to fill pipelines. The variety, for Ryon, is not a challenge to manage. It is what makes the role worth doing. 

The Florida market has sharpened that focus considerably. With rate pressures, carrier exits, and coverage complexity reshaping the landscape in recent years, Ryon says the BDM role has become more critical than ever.  

Client advisors need someone who can provide insight, create connections, and help uncover opportunities in an increasingly complex environment. “I’ve adapted by becoming more proactive, more strategic, and more focused on helping them see possibilities where others see obstacles,” she says.  

That ability to reframe a difficult market as a source of opportunity, rather than simply a set of constraints to navigate, is one of the qualities that has defined her approach throughout her career.

“My focus is always on building relationships, creating value, and opening doors”  Tammy Ryon  Acrisure 

What separates a good BDM from a genuinely outstanding one, and how do you hold yourself to that standard day to day? 

I believe outstanding BDMs invest in people. They celebrate wins, provide support when challenges arise, and work to create opportunities that help others succeed. I don’t define success by my own achievements, but by how many people are growing, advancing, and achieving more because of the relationships and support we’ve built together. 

What is the most important thing you have learned about building broker relationships that has stayed with you throughout your career? 

The most important thing I’ve learned is that the best relationships are built when you’re genuinely invested in someone else’s success. Throughout my career, I’ve focused on being a resource, a connector, and a trusted partner. When people know you’re in their corner, willing to help, and committed to creating value, the relationship becomes much more than business. It becomes a partnership. 

Stephanie Moss describes her role with a phrase that is equal parts accurate and disarming. She gets to play Cupid. As vice president, regional business development manager – Southwest at Westchester, Moss has built her reputation on an ability that her nominating broker identified precisely, namely, connecting like-minded brokers and underwriters and staying engaged long after the introduction is made.  

When she received the email notifying her of the recognition, she had no idea the award even existed. “I was very excited to be a part of it,” she says. “So, thank you so much for the recognition.” 

For Moss, the matchmaking process is anything but casual. “I spend a lot of time with brokers, getting to know their personalities, how they like to do business, and the types of opportunities they pursue,” she says.  

She brings the same discipline to the underwriting side, working to understand each underwriter’s level of expertise, their comfort across different lines of business, and where they are looking to grow. The best partnerships, she has found, happen when there is alignment in both goals and working style.  

“I’m not just introducing a broker to an underwriter because they write the same class of business,” she says. “I’m looking for long-term compatibility.”  

She jokes that it is matchmaking work in the truest sense. Getting the personalities right, not just the product categories. “When both sides trust each other and enjoy working together, they communicate more openly and ultimately write more business,” she says. 

Sustaining that compatibility demands more than a strong introduction. Moss is deliberate about staying proactive once a trading partnership is established, regularly working through broker accounts to identify upcoming opportunities, filtering those through to underwriting, and sharing market intelligence across both sides.  

“My job doesn’t end once an introduction is made,” she says. If submission volumes start to slow, she addresses it early before it becomes a bigger issue. “My job is making sure I keep the dots connected.” 

Westchester’s breadth across specialty lines gives Moss additional leverage that she uses actively. With so many divisions under one roof, she has made it a priority to look for cross-sell opportunities that brokers might not naturally think to pursue.  

A casualty-focused broker might not consider environmental products. A broker with a specific industry focus might be unaware of adjacent lines where Westchester has a strong appetite. “I really try to offer all the products that we have within Westchester because it’s so vast,” she says. 

Central to all of it is the internal relationship Moss has built with Westchester’s underwriting teams. She co-travels with underwriters, sits in on client meetings, and runs recurring calls across business units to stay current on appetite, competitive advantages, and growth priorities.  

She does not need to know every underwriting nuance, but she does need to understand each division’s appetite and where they are looking to grow. “Without underwriting, I’m not going to be successful. That internal relationship is just as important, or more important, than the external relationship,” she explains. 

 

“As a BDM, I am only as good as my internal underwriting relationships. A broker can love working with me, but it’s the underwriter where the rubber meets the road”  Stephanie Moss Westchester 

How do you navigate situations where a broker’s needs and an underwriter’s appetite don’t immediately align, and what’s your process for finding a workable path? 

If it’s truly an overall appetite mismatch, we might not be a carrier fit. But what I tend to find is that the root of the problem is sometimes just a bad single interaction. That broker sent something in, and the underwriter thought they don’t know what we do at all, or vice versa, and their whole relationship is defined by that one interaction.  

So, for me, it’s my job to do a reset. I always start by finding a way to build a bridge, maybe a mutual interest, a common bond, because once you get that trust and connection established, both sides are more invested. They’re focused on finding solutions rather than the roadblocks of the past. 

What has the Texas market taught you about what brokers need most from their carrier partners right now? 

The Texas market has reinforced that brokers value consistency, responsiveness, and partnership just as much as they value capacity. It’s a highly competitive, fast-moving environment, so they need carriers that are going to be decisive and transparent.  

Even if the answer isn’t the one they’re wanting, sometimes a quick no is what they need to check the box and move on. They appreciate timely communication and a clear explanation.  

Brokers also value stability. Markets are changing, pricing is evolving all the time, but they want to know they’re working with a carrier that’s in it for the long term. That’s an easy selling point at a company like Westchester.  

With Chubb backing and an extremely financially sound foundation, we’re going to be here when a catastrophe event hits. Some markets are here today, gone tomorrow. Westchester is in it for the long haul. 

Evan Ryan is described as always available, knowing Westchester’s products inside and out, maintaining exceptional underwriter relationships, and consistently advocating for the brokers she works with. That commitment to presence is precisely what her nominating broker recognized. 

With more than 25 years in the industry and over a decade at Westchester, she has had time to turn all those qualities into something durable. 

The advocacy piece is where Ryan’s organizational access becomes most tangible. When a business unit evaluates an account through the narrow lens of a single line of business, she steps in to reframe the opportunity holistically.  

“I’ve been able to demonstrate the broader strategic value of the account to my team,” she says. “In several instances, that perspective has helped preserve business that might otherwise have been declined.” The outcome creates stronger results for the broker and everyone involved. 

Westchester’s flat organizational structure is a tool Ryan uses deliberately. With direct access to the full chain of command across every business unit, from the underwriter through to the national practice leader, she can move quickly when a broker needs answers or approvals.  

After more than a decade building those relationships, members of the underwriting team are colleagues and friends as much as internal partners. “I’ve been at the company for over 10 years, so just over the years, you learn their nuances and what makes them tick,” she says.  

That intimacy has practical consequences. “I know when I get something in and they’re on vacation that week. I’m not going to push an urgent risk to that person. I’m going to reach out to someone I know is available,” she says. It is the kind of intelligence that cannot be faked, and brokers feel it. 

Managing a zone that stretches from Texas to the eastern seaboard requires a different kind of discipline. Ryan leads four salespeople in the Northeast, a team in the Southeast, and a team in the Southwest. Together, they maintain a strong market presence built on continuity, accessibility, and team alignment.  

“Even though I’m based in Dallas, I make it a priority to be highly responsive, proactive, and visible across each zone,” she says.  

She stays close to brokers through a combination of regular calls, in-person visits, and what she describes as being present at the right moment, whether that means working through a challenge together or simply following through quickly when an issue comes up.  

“That combination of accessibility, reliability, and advocacy helps build trust, even across a broad geography,” she says. 

The results of that long-term investment are concrete. Ryan points to broker relationships that started with no business at Westchester at all.  

“We’ve helped develop relationships that had nothing with Westchester and, over the course of two years, grew to millions, because we recognized a broker who was probably successful, just not with us,” she says. “They were under-penetrated with us, and then we figured out where we could align, connected them to the right people, and now we’re all working together.” 

For Ryan, identifying those under-penetrated relationships and building a strategic path toward them is one of the defining skills of a top-performing BDM.

“I value the long-standing broker relationships I’ve built over the years, and that sense of trust and continuity continues to motivate me every day”  Evan Ryan Westchester 

What keeps you motivated after 25-plus years to show up at that level of availability and commitment? 

In the wholesale business, no day ever unfolds exactly as planned. Adaptability is essential, and I enjoy that pace and the variety it brings: different opportunities, different markets, different relationships.  

I’m also energized by the people side of the business. I genuinely enjoy the work, both internally and externally. I’m an optimist by nature. I find it rewarding to help people move things forward.  

Even when a deal doesn’t ultimately come together, the experience still creates value because it strengthens relationships, builds trust, and helps us identify where we can align in the future. Every day is a new day with new challenges. No day is ever the same. And the wholesale world is just a fun and exciting place to be. 

What do brokers most often underestimate about what a BDM can do for them? 

I think brokers sometimes underestimate how much value a BDM can bring as a strategic partner rather than simply a point of contact. A strong BDM can open doors, navigate internal resources, advocate for the opportunity, and align the right people across the organization to improve outcomes. 

I try to shift that perspective by being proactive, adding value early, and consistently demonstrating that I’m invested in the broker’s long-term success, not just a single transaction. It’s also important to build credibility at every level of an organization, from the president down to the new hire, because meaningful relationships can create value in every interaction. 

 

Joel Hirschfeld is founder and president of Hirschfeld & Associates, an independent insurance agency based in Brooklyn, NY. A multiple-year IBA Top Producers honoree, the firm has built long-term relationships with leading national and regional carriers and has been recognized as the best agency in Brooklyn for nine consecutive years. 

How does a high-performing BDM add value for brokers in a hardening market compared to a softer one?  

Having managed client relationships through many market cycles, I see that, in a hardening market, the value of a strong broker lies in strategic advocacy. That means negotiating with underwriters, finding innovative solutions, and advising clients on risk mitigation. We leverage our relationships and market knowledge to secure the best possible coverage under tougher conditions.  

In softer markets, the focus might be on expanding coverage or cross-selling, but in a hard market, the priority is resilience. Helping clients adapt to increased costs and stricter underwriting requires expertise and proactive guidance. 

What skills will distinguish standout BDMs over the next few years as technology and broker expectations evolve?  

I believe the most successful BDMs will be those who effectively leverage technology, including digital platforms, data analytics, and insurtech tools, to deliver faster, more personalized service. They’ll need to stay adaptable, continually learning new systems and market trends. Strong consultative skills, emotional intelligence, and a client-focused approach will remain key. The ability to combine technological savvy with personalized, strategic advice will be what sets the top performers apart in an evolving landscape. 

The 18 winners recognized in this report come from carriers and wholesale brokers operating across the United States, with confirmed representation in Florida, California, Texas, and Massachusetts. That geographic spread reflects the breadth of the national broker market and the distinct pressures shaping each of those states right now. 
 

Florida’s property insurance market conditions have been among the most stressed in the country in recent years. Rate increases, carrier exits, and coverage restrictions have placed significant demands on the broker-BDM relationship, with brokers relying more heavily on carrier partners who can provide workable solutions under difficult conditions rather than simply presenting standard products. In that environment, a BDM’s ability to navigate their own organization – finding the right internal contacts, escalating effectively, and advocating for a placement – carries outsized value. 

That trend is confirmed by Citizens Property Insurance Corporation, the state-created insurer of last resort, whose policy count fell to approximately 293,000 by May 2026, down from a peak of 1.41 million in October 2023, as private carriers regained market share. 

Texas has faced its own pressures, with severe weather events driving losses across commercial and personal lines and pushing carriers to reassess appetite in key segments. For BDMs operating in that market, technical depth and underwriter access are not differentiators; they are prerequisites.  

The nomination comments for the Texas-based winners in this report reflect that directly, with brokers citing product knowledge, underwriter relationships, and internal navigation as the qualities that set their nominees apart. The Texas Department of Insurance has tracked a steady rise in catastrophe designations across the state in recent years. 
 

California’s surplus lines and specialty markets – also known as the excess and surplus lines (E&S) sector – have experienced sustained disruption as admitted carriers have pulled back from wildfire-exposed risks, redirecting more business toward wholesale channels and placing a premium on BDMs who understand both the shifting risk landscape and the products available to address it.  

The Surplus Line Association of California, the advisory organization appointed by the state’s insurance regulator, has documented a sustained structural shift of business into the surplus lines market. 

INSERT IBA_BDM_california_es_market 

“In a hardening market, the value of a strong BDM lies in strategic advocacy,” says Joel Hirschfeld, founder and president of Hirschfeld & Associates in Brooklyn, NY. “That means negotiating with underwriters, finding innovative solutions, and advising clients on risk mitigation. We leverage our relationships and market knowledge to secure the best possible coverage under tougher conditions.” 

Nationally, the picture is one of sustained complexity. Brokers are managing harder placements, more demanding clients, and a market where the right carrier relationship can determine whether a risk gets placed at all. In that environment, the BDMs who have built deep, long-term partnerships – with two-thirds of this year’s winners having broker relationships of five or more years – are positioned as strategic assets. 

The winners recognized here span carriers, specialty lines, and wholesale operations across the country. What connects them is the consistency of the standard they have maintained, year after year, in markets that have rarely made that easy.

 

The 18 BDMs recognized in this report did not earn their place on this list by excelling in one area while managing adequately in others. Broker respondents rated all five evaluation criteria above 4.65 out of 5, with responsiveness scoring a perfect 5. That finding alone tells you something important about the standard these winners met.  

Brokers do not accept trade-offs at the top of this profession. They expect the full package, delivered consistently across every interaction. 

What emerges from the nomination comments, the survey data, and the winner interviews is a portrait of professionals who have internalized that expectation and built their entire approach around it.  

Availability is not a policy for this group. It is a default. Brokers describe nominees who join calls late into the evening, respond before and after business hours, and show up in person when it matters.  

Two-thirds of the 18 winners have broker relationships stretching beyond five years, a figure that speaks not just to longevity but to the kind of sustained performance that earns continued trust year after year. 

The three winners profiled in depth in this report each illustrate a different dimension of that standard. Tammy Ryon of Acrisure has built her practice in one of the country’s most pressured insurance markets by turning every touchpoint into something worth remembering, helping client advisors see opportunity in a landscape that offers plenty of reasons for caution.  

Stephanie Moss of Westchester has made the broker-underwriter matchmaking process a discipline, investing equally in both sides of the relationship and staying proactive long after the introduction is made.  

Evan Ryan, also of Westchester, demonstrates what long-term presence at a flat organization can produce: access deep enough to reframe opportunities, preserve business, and connect under-penetrated broker relationships to the right people across an entire zone. 

Across all 18 winners, the nomination language points consistently in the same direction. Brokers do not describe these individuals primarily in terms of products or pricing. They describe trust, responsiveness, advocacy, and the sense that their BDM is genuinely invested in their success.  

As Hirschfeld puts it, “The best relationships are built when you’re genuinely invested in someone else’s success.”  

That observation captures something the data confirms. In a market defined by complexity and pressure, BDMs who treat every broker relationship as a long-term partnership rather than a transactional contact have become, as the survey findings suggest, not just service providers but strategic assets. 

The 2026 class represents that standard at its highest level. What they share is not a single technique or market specialty. It is a consistency of commitment that brokers across the country recognized, nominated, and took the time to describe in detail. That, more than any single criterion, is what outstanding service looks like in practice.

Top BDMs for Outstanding Service 2026

• 
  Evan Ryan
  Westchester
   
  
• 
  Stephanie Moss
  Westchester
   
  
• 
  Tammy Ryon
  Acrisure
   
  

• Allison Zito
  Chubb Insurance
• Amy Heggie
  XS Brokers
• Eric Nadeau
  MAPFRE
• Jasmine Zarou
  Victor
• Kelly Dolan
  Chubb
• Kristen Pantaleo
  Chubb Private Risk Services
• Larry Collura
  XS Brokers
• Maddy Sprinkel
  XS Brokers
• Mike Perone
  PURE Insurance
• Milena Grgas
  Arch Insurance
• Misty Quail
  XS Brokers
• Patrick Hindert
  Independent Life
• Steve Nicolas
  Travelers
• Theresa Lawless
  Cincinnati Insurance Co.
• Tom Tatone
  Nationwide