When you first meet Gary Hartman, senior sales executive/segment leader, construction speciality division at Marsh McLennan Agency, you might expect a strait-laced insurance executive. But Hartman’s story is anything but conventional. His journey from the bright lights of New York’s theatre scene to the high-stakes world of construction insurance is a testament to adaptability, grit, and a deep understanding of people and risk.
Hartman’s career began in the heart of New York City, fresh out of college and eager to make his mark in theatre. “I worked for Jack O'Brien in San Diego, he’s a legend in the theatre business,” Hartman said. That passion for storytelling and production soon led him to ABC Entertainment, where he joined the Director’s Guild and worked as an assistant manager on soap operas like Ryan’s Hope and Loving. “It’s one of those general hospital soap opera deals,” he said, reminiscing about the world of live TV.
But as fate would have it, a chance to work on a film set gave Hartman a taste of a new kind of production, the kind that would eventually lead him to commercial film production. “I got the hook,” he said, describing his transition to freelance line producing for major advertising agencies in Manhattan.
The next chapter of Hartman’s career took him west, lured by college friends making waves in real estate finance. “We didn’t have Zoom back in 1989, 1990,” he said, recalling his first conference call that landed him a job in Beverly Hills with Coast Federal Bank. Hartman quickly rose to vice president, selling major loans to real estate developers and helping shape the skylines of Southern California.
By 1997, Hartman had joined Alliant Insurance in San Diego, navigating the company’s evolution from an ESOP plan to one of the largest privately held insurance agencies in the country. “It was a very exciting time,” he said, reflecting on the industry’s rapid growth and the unique challenges of insuring large-scale developments.
After years of high-pressure production goals, Hartman sought a different pace. “My wife and I said, let’s turn the chapter and try something in the Pacific Northwest,” he said. The move brought him closer to family and nature and to a new opportunity with Payne West, now part of Marsh McLennan.
As a segment leader, Hartman’s focus shifted from selling policies to managing risk for real estate developers. “Insurance is a byproduct. Anyone can sell an insurance policy,” he said. “What matters is the client’s balance sheet at the end of construction. That’s their sole source of revenue.” For Hartman, the job is about guiding clients through the entire lifecycle of a project, from construction loans to asset retention.
Despite talk of stagnation in the construction industry, Hartman sees opportunity in adversity. “When times are choppy, that’s when successful legacy real estate developers do well,” he said. The real professionals, he said, thrive when others falter, especially during downturns like the 2007-2012 crisis. “I had [more] success doing distressed properties for law firms than in the good times,” he said.
Labor shortages and supply chain issues are nothing new, Hartman argued. “We do not have qualified artisans, craftsmen. That whole industry is being lost,” he said. Yet, he’s optimistic about the resurgence of trade schools and the appeal of skilled labour, especially as wages rise. “We’re seeing a bit of a change. Owners know that when they get someone good, they’re going to keep them.”
Litigation remains a constant challenge, particularly in states like California, where Hartman described a “completely different extortion model.” Frivolous lawsuits can cost clients tens of thousands of dollars, even when claims lack merit. “The only winner is the attorney,” he said, emphasizing the importance of resolving disputes before they reach court.
Wildfires, too, have left their mark. Hartman recounted a $35 million builder’s risk policy on a home lost mid-construction to fire, resulting in a $17 million payout. The real impact, though, has been the insurance industry’s embrace of granular risk analysis, using algorithms to assess wildfire and crime scores by zip code, driving up costs for clients in high-risk areas.
For Hartman, success in insurance is all about relationships. “It’s not the company, it’s the person,” he said. Decades-long partnerships with wholesale brokers and a reputation for meticulous submissions set him apart.
His approach is deeply personal and deeply human. “I’ve put a framing hammer on my hip, I’ve stood on roofs, and I’ve built homes. I know construction. That is a huge advantage for me.” Understanding both the technical and emotional stakes, Hartman ensures every submission stands out, motivating underwriters to take notice.
Today, Hartman manages about $2.1 billion in replacement costs across multiple projects, keeping his finger on the pulse of labour, materials, and risk. In a world where anyone can sell insurance, Hartman proves that expertise, relationships, and a human touch make all the difference.
