Careful planning and bold action

empower you to turn the obstacles of 2026 into momentum

 As the market demands sharper insights, faster execution, and deeper

strategic value from brokers, producers who are tech-savvy will respond

more quickly and accurately to client needs. That is a

competitive edge in an environment where every underwriting point counts.

By Michael Wayne

Heading into 2026, the insurance landscape is defined by “considerable uncertainty—from economic and geopolitical volatility to the increasing frequency and severity of catastrophic events,” according to Deloitte. Persistent inflation, tightening labor markets and geopolitical shifts have firms on edge. Meanwhile, record-setting disasters, such as massive wildfires and floods, delivered $60 billion to $70 billion in insured losses in North America in 2025.

Insurers, squeezed by social inflation and legal costs, have tightened underwriting and reinsurance. Casualty reinsurers are raising deductibles, reducing coverage limits, and tightening underwriting standards. On the client side, cost pressures are mounting. Healthcare and benefit expenses are rising. One study forecasts medical plan costs to go up 8% to 10% for 2026.

In short, agents and brokers must navigate tougher markets and clients are hunting for value. As a producer, here are the Top 5 New Year’s resolutions to tackle in the year ahead.

Double down on consultative client partnerships. If you have been just transactionally selling polices, now is the time for you to instead operate as a trusted advisor. You have got to be willing to dig into each client’s unique exposures and business goals, regardless of the lines, and tailor solutions accordingly. There are no one-size-fits-all approaches anymore that are sustainable. You need to be an analyst.

Do your high-value accounts need enhanced flood defenses? Do your manufacturing clients need cyber training for employees? Ensure you conduct annual risk review meetings to understand new developments, like upcoming regulations or technology changes, and adjust coverage. Keep in mind, employees span wide age ranges. Take into account multigenerational differences: Benefits that engage Gen Z or retention perks for senior staff can improve loyalty.

By listening and educating clients, and anticipating problems before they arise, you can build loyalty and justify value, even amid rate increases or tougher underwriting.

Leverage technology and data analytics. Invest in technology to work smarter and free up your time for selling. Industry analysts emphasize that insurers are now executing real AI use cases at scale and bolstering data infrastructure. Producers should follow suit: adopt agency management systems, AI-powered quoting and CRM tools. For instance, AI can automate tedious tasks, reclaiming capacity for strategic work.

According to Vertafore, integrated systems (e.g., linking quoting tools with benefits administration platforms) give a clearer view of enrollment data and commissions, improving renewal accuracy. You should use data analytics to identify trends: track clients’ claims and loss drivers (e.g., rising prescription drug claims in a group health plan) and then advise remedies.

As the market demands sharper insights, faster execution, and deeper strategic value from brokers, producers who are tech-savvy will respond more quickly and accurately to client needs. That is a competitive edge in an environment where every underwriting point counts.

Prioritize risk mitigation and resilience. With catastrophic events on the rise, your goal should be to help clients mitigate losses proactively. Carriers report that floods, wildfires and storms are becoming costlier and making it more expensive for primary firms to transfer their risk. Logically, this means reinsurance is tighter and clients may face higher retentions.

You can work to offset that by urging risk-control measures. Do so by reviewing fire safety and flood mitigation in property portfolios, suggest business continuity plans, or advocate for workplace safety programs to reduce liability claims.

Remember, even small upgrades like cyber hygiene training can improve loss history. Fewer or smaller claims often result in better pricing even in a hard market. Also watch emerging perils. Cyber attacks are intensifying and evolving. Encourage clients to adopt strong cyber defenses (multi-factor authentication, employee phishing simulations) to qualify for coverage.

In short, be the broker who prevents losses, not the one who only places coverage. Carriers reward such partners, and clients avoid disruptive setbacks.

Expand offerings and partnerships strategically. Lean into abundant capacity by broadening product mix and carrier relationships. With capital flooding the market, many accounts can restore previously lost limits and enhancements. For example, excess and surplus (E&S) markets have grown. You should be tapping into these markets.

Consider surplus-lines carriers, program business that include E&S layers, or niche specialty lines for unique risks like environmental or professional liability programs. You should also evaluate alternative risk solutions.

Captive insurance is surging as businesses seek control. Captives are now funding property, excess liability, cyber, climate, and supply chain risks. They are even targeting reinsurance purchases when commercial capacity tightens. If it’s suitable for a client, explore captive formations or rent-a-captive solutions for large or hard-to-place risks.

At the same time, in cyber insurance, producers can leverage carriers offering risk-management services. Cowbell notes that carriers are bundling incident response and continuous risk assessment into cyber policies. Producers should be championing those programs to clients, as they often lead to better coverages.

Overall, don’t put all clients through one supplier. Diversify carriers and products so you can match each client’s risk profile and risk appetite. Turn competition into an opportunity.

Plan for costs and stay agile on regulations. Be ready for rising costs and evolving compliance demands. Employee benefit costs are projected to jump, with Mercer predicting U.S. health plan premiums rising 6% to 7% in 2026. HUB forecasts 8% to 10% increases for medical/prescription expenses. Work with clients now to manage these pressures: conduct budget workshops, review high-cost drivers (e.g., specialty drugs or high-utilization claimants), and suggest plan design tweaks or wellness initiatives to contain expenses.

Multi-year renewals or premium financing options can also mitigate rate shocks. In the meantime, you should monitor regulatory changes closely. For instance, dozens of Medicare Advantage and Part D plans will eliminate new sales commissions in 2026, prompting state regulators to forbid carriers from discouraging agents.

Make sure your marketing and onboarding processes comply with the latest rules (states now prohibit steering clients away from commissionable plans). Likewise, stay alert for new legislation (such as climate-risk disclosures or data privacy laws) that may affect clients’ insurability.

By being proactive and adjusting strategies as laws change and communicating clearly with clients about what’s on the horizon, you avoid surprises and build trust.

Embrace these five resolutions and you’ll turn the obstacles of 2026 into momentum. Producers who combine careful planning with bold action will find themselves and their clients well-prepared for whatever the new year brings.

The author

Michael Wayne is an insurance and risk management freelance writer.