Technology and the broker service experience
In the modern insurance world, as with many other sectors, there is an inevitable drive towards new technology. While this progress undoubtedly has benefits, the real test is whether AI and digital tools make people better.
For MGAs, technology delivers speed, consistency, process automation and richer data, but it’s the underwriters, brokers and service teams who still bring judgement, trust and relationships.
That distinction particularly matters in specialist and high-risk markets. Straightforward risks may move efficiently through a largely automated journey, but more complex cases rarely arrive as a neat collection of data points.
The firms that outperform the market are those who build a strong technology foundation and then layer human expertise on top of it. There’s always a balance to be had.
The issues of over-relying on tech
Technology has become a sales point for MGAs: faster quotes, smoother journeys, on‑the‑go access. But speed alone doesn’t guarantee a better experience. When digital journeys become too rigid, they can push brokers into a one‑size‑fits‑all process that doesn’t reflect the reality of complex risks.
A portal can only accept what it’s programmed to accept, whereas a broker often needs to explain what sits behind the data. This rigidity can create friction. Brokers may spend time trying to fit nuanced risks into predefined fields, only to end up calling the MGA anyway. What was meant to be efficient becomes onerous and what was meant to remove administrative work has added to it.
Marc Loud of Park Insurance believes access to an experienced underwriter remained particularly important when placing high-risk business:
“In the high-risk market, access to a knowledgeable underwriter matters as much as the speed of the platform. We often need a straightforward route to an underwriter to discuss the circumstances behind the submission, so we find technology works best when it identifies where that conversation is needed and helps make it happen.”
There is also a risk that widespread use of similar platforms flattens differentiation. If everyone uses the same workflows, the same analysis and the same automated process and assessment, it becomes harder for an MGA to stand out as a specialist. Brokers want to feel that the MGA understands the unique context of their client, not just the data points.
Technology is powerful, but it can also sometimes mask the expertise that MGAs have spent years building. When the digital journey becomes the dominant experience, the human value risks being hidden behind it.
The role of good people
Delivering great service is where people matter.
Technology can take care of the repetitive, administrative and compliance‑heavy tasks that take up time but don’t build relationships. When those tasks are automated, underwriters are free to focus on the real differentiators instead.
Mike Keating, chief executive of the Managing General Agents’ Association, said technology should reinforce the characteristics that distinguish the MGA model:
“Used effectively, technology can improve consistency and allow MGAs to be operationally efficient and respond more quickly. However, the intrinsic value of the MGA model continues to rest on underwriting expertise, agility, unrivalled service and access to decision-makers. The foremost MGAs will be those that use technology to reinforce those qualities and enable their people to focus on the risks and relationships where they continue to add most value.”
This can be a real commercial game-changer too by allowing underwriters to concentrate on high-value actions like interpreting risk and nuance, speaking with brokers, and finding solutions for cases that don’t fit comfortably in a standard template.
Human judgement is especially important in adaptive journeys where a risk looks borderline but, with the right questions, becomes viable. A system can flag a risk as high concern, but an experienced underwriter can spot the mitigating factors that change the picture entirely. People can challenge assumptions, ask clarifying questions, and see opportunities where algorithms see obstacles.
Research from Insurance Business magazine in 2025 on Broker Insights backs up this trend in the market, stating:
“Brokers should expect their MGA partners to offer deep knowledge in emerging areas to invest in staying ahead of regulatory, market, and coverage trends. Firms that tap into advanced analytics, maintain strong in-house expertise, and cultivate trust through transparency and communication are far more likely to stand out.”
Technology accelerates capability, but people define the outcome. They bring the creativity, the negotiation, the reassurance and the strategic thinking.
Brokers still want relationships
In insurance, relationships remain central.
Brokers want quick acknowledgement of a submission, fewer repetitive information requests and clear visibility of progress. But when a case falls outside the ordinary, they also want direct access to someone with the authority and experience to discuss it.
After all, brokers and capacity providers still place business with people they trust. They will look to work with individuals who understand their clients’ pressures, who can talk through uncertainty, and who can adapt quickly when circumstances change. Empathy and context matter just as much as technical accuracy, particularly in specialist markets where unique client circumstances can change the risk.
Many brokers value service over pure speed too. They want someone who can work through ambiguity, exceptions and indecision. They want to discuss a risk, not just submit it. When used in the right way, having technology handle governance, documentation and process control, frees up teams to deliver this higher‑value service. The MGA becomes more present, not less.
And loyalty follows presence. A broker remembers the underwriter who took the time to understand a tricky risk, who explained a decision clearly, or who turned something around when it mattered. The Insurance Business research identified a growing trend in the need for MGAs to progress their offering to meet broker expectations, citing:
“The true differentiators are how quickly a partner can respond, how well they understand emerging risks, and what kind of strategic value they bring beyond the transaction. This includes everything from offering data-driven underwriting guidance to acting as a consultative ally for complex placements.”
In summary
There is a plus side to new technology, and the strongest MGAs are those who use it to enhance not push aside their people.
Founder of Corin, Andy Hurrell pointed out that data and underwriting expertise must work together if MGAs are to retain the confidence of their capacity partners:
“Technology can give capacity providers better-quality data, stronger portfolio oversight and earlier visibility of developing trends. However, confidence also depends on clear accountability for underwriting decisions. The most effective model therefore combines effective systems and transparent data with experienced people who understand the portfolio and can explain the decisions being made.”
When MGAs free their teams from administrative burden with effective technology, they unlock more time for skill development, market engagement and relationship‑building.
The best combination is simple: high‑tech foundations, high‑value people.
