Best Insurance Brokers in Australia and New Zealand | Elite Brokers 

Three distinct performance models define Australia and New Zealand’s best insurance brokers in 2026, from large-scale production to high-yield client portfolios and rapid expansion of new business. 

Insurance Business identified the Elite Brokers using verified performance data from the 12 months ending 30 June 2025, measured across six criteria: 

• new clients 
   

• policies written 
   

• revenue per new client 
   

• revenue per policy 
   

• total new client revenue
   

• total revenue 

Rankings were calculated by aggregating performance across each category, ensuring the list reflects balanced commercial strength. 

One result stands out immediately: the No. 1 and No. 2 brokers are both from Lockmor Insurance Brokers in Queensland, where dedicated teams handle claims, renewals, and administrative work, allowing advisers to focus on client relationships and business development.

Policy volumes for IB’s Elite Brokers list range from a few hundred to more than 10,500 policies, with revenue per policy spanning from under $500 to well above $3,000 among high-volume operators. These advisers sustain large books while maintaining consistent revenue across expanding client accounts. 

 

New client revenue runs from under $50,000 to more than $1.6 million, with three brokers exceeding $1.3 million from new business alone. 

The dispersion is equally visible at a per-client level, where revenue per new client ranges from $500 to more than $233,000. The results show how elite growth can be built through fewer but higher-value client relationships. 

A third group stands out for acceleration. Client growth rates range from low single digits to 1,340%, with three brokers exceeding 200% and two rising above 600%, all while generating consistent multi-million-dollar revenue. These advisers are expanding client books rapidly while sustaining substantial revenue. 

Industry leaders say these results reflect a broader change in what defines the best insurance brokers in Australia and New Zealand. 

Anthony Pagano says Elite Brokers increasingly operate as strategic partners rather than transactional intermediaries. 

“Elite Brokers today are far more than sellers of insurance; they’re trusted partners who help clients navigate every stage of their business journey,” he says. 

Their deep industry knowledge allows them to tailor solutions to each client’s operational challenges while bridging the technical language of insurers and businesses. 

For Pagano, the key change is that brokers are now expected to deliver commercial guidance, not just placement expertise. He notes that the Elite Broker profile has evolved significantly in recent years, with advisers expected to anticipate risks and deliver value beyond policy placement. 

“Businesses want more than a generalised experience,” he adds. “They want a broker who understands their business, their industry segment and the challenges they face.” 
 

Katherine Wilson says the role of brokers has expanded as the risk environment has grown more complex. 

“As risks evolve, such as cyber and climate-related risks, excellent advice today goes far beyond placing cover,” she explains. “The brokers who stay relevant are those who ask thoughtful follow-up questions, stay deeply engaged in their clients’ businesses and genuinely seek to understand how they operate.” 

By understanding how clients run their businesses, Wilson says brokers move beyond providing competent advice to delivering truly exceptional guidance. 

Her emphasis falls on anticipation and relevance: the strongest brokers are already looking ahead to the next change in risk, regulation or liability.
 

Stephen Jones believes authentic relationships remain central to elite broking, but the modern role also requires an in-depth understanding of insurer markets and program structuring. 

“Elite Brokers not only know their clients’ businesses intimately but also understand the insurer market, both global and local, and how to build partnerships that work over the long term,” he says. 

Jones adds that the elite profile now combines relationship strength with data-driven insight and tailored program design. Brokers are increasingly expected to: 

• deliver personalised solutions 
   

• anticipate emerging risks such as cyber, AI and climate exposures 
   

• structure complex international programs 

He also points to continuous professional development as a defining feature of top performers. 

“The rate of change in the industry means brokers can no longer rely on legacy skills alone,” he adds. “Elite Brokers invest heavily in specialist knowledge, technology expertise and sector-specific insight.”

Across the Top 22, this year’s best insurance brokers in Australia and New Zealand combine standout production with strong professional credentials and leadership across the industry. 
 

• Many hold the QPIB designation or ANZIIF senior associate status, while others contribute through industry panels and specialist advisory roles. 
   

• Leadership is common across the group. Some run major accounts teams or regional offices, while others have built independent brokerages into nationally recognised firms. Several report double-digit growth in the past year alongside expanding teams and broker development programs. 
   

• Mentorship is also widely embedded. Many oversee premium books beyond their personal portfolios while supporting the development of junior brokers and account managers. 
   

Leading this year’s ranking, Mitchell Wood is supported by strong production and a brokerage structure designed to maximise adviser focus on clients and growth. 

He credits much of that performance to the firm’s internal structure, put in place by owner and director Deon Locke, which separates administrative work from client-facing roles. Dedicated claims and renewals teams allow brokers to concentrate on managing portfolios and developing new business. 

“My day isn’t taken up with claims and renewals and that type of thing,” Wood says. “We’ve got departments that support us, so I can focus on managing my portfolio and growing it with new business.” 

That model has helped the firm scale production while maintaining service standards as client books expand. It also allows Wood to spend more time identifying client exposures and advising how coverage should evolve as businesses develop. 
 

Wood’s specialist focus on agriculture and equine portfolios also reflects his personal background. Before entering insurance, he worked as a professional jockey, riding winners in Brisbane metropolitan races and on Melbourne Cup Day at Flemington. “Horses are a lot less complicated than people,” he says with a laugh. 

The experience has helped him build rapport with rural and equine clients whose businesses revolve around livestock and farming operations. “You’re speaking to people whose job is caring for animals,” he says. “They like to deal with someone who understands that world.” 

Alongside his own production, Wood emphasises the role of the wider Lockmor team in supporting broker performance. Specialist claims advisers and support staff handle technical work while brokers concentrate on advisory work, portfolio management and business development. 

He also encourages an open culture within the team, sharing experience with colleagues, reinforcing the idea that even experienced brokers benefit from collective knowledge. 
 

Not far behind her colleague, Kristin Thomas gives Lockmor the rare distinction of producing the top two brokers in this year’s Elite Brokers ranking. 

With more than 15 years in the industry, she attributes her performance to a more deliberate method in how she manages client conversations and placements.  

She has focused on strengthening the quality of advice delivered through more structured client discussions and placement strategy. “My results really came from becoming more disciplined and consistent in a few key areas rather than doing anything drastically different,” Thomas says. 

That approach hinges on spending time examining how clients operate and identifying the risks their operations create. Thomas says those conversations often reveal that many business owners find insurance difficult to interpret without guidance. 

“Clients often find the whole insurance industry overwhelming. They want to understand what they need to be insured for, and it’s our role as professionals to help them reach a solution that makes them feel supported,” she explains. 
 

Her portfolio spans multiple lines of insurance rather than a single specialty, allowing her to support a wide range of clients as their operations grow and change. 

Client testimonials remain the clearest measure of that approach. She says, “The biggest compliment you can receive from a client is a referral.” 

Thomas also plays an informal mentoring role within the brokerage, offering guidance to newer staff members and sharing practical insights drawn from her experience. She says the approach reflects a long-held principle of treating clients and colleagues the way she would want to be treated. 

She says Lockmor’s collaborative culture contributes to the brokerage’s strong results in this year’s ranking. Within the firm, brokers support one another through shared knowledge and collective problem-solving as client books expand. 
 

Spencer Hon’s sustained performance reflects a structured approach built over more than a decade of operating his brokerage. Central to that model is a methodical system designed to prioritise client needs alongside commercial growth. 

He says the firm’s performance is grounded in clear guidelines that shape how advisers manage client relationships and placements. “Since we have operated for more than 12 years, we have built a systematic system,” he explains. “We don’t only focus on commission; we also focus on what the client wants.” 

That framework has allowed the brokerage to maintain consistent growth while protecting service standards as its portfolio expands. Documentation and internal oversight play an important role. 

Advisers are required to maintain detailed file notes for each client interaction, which senior management reviews regularly to ensure processes remain consistent across the business. 
 

Hon says communication also supports client retention. “Senior management will check all file notes during the month to make sure everything is in order,” he says. “We also have monthly meetings with all advisers to review cases and discuss issues together.” 

As principal, Hon balances his own client portfolio with oversight of advisers across the brokerage. He works closely with authorised representatives, sharing practical guidance and helping advisers manage placements. 

“I speak with every adviser each day and answer their questions,” he says. “When we review real cases together, they can learn much more than from theory alone.” 

He says advisers often develop their skills most effectively by working through real client situations rather than theoretical examples. That hands-on approach extends to client meetings as well, where Hon joins advisers to help guide strategy and provide additional experience in more complex discussions. 
 

While IB’s top three brokers delivered sustained production at the highest level of the ranking, other brokers within the Top 22 illustrate how elite performance can also emerge through specialist capability and focused advisory work.
 

Petara Tanuvasa founded the brokerage during the pandemic with a focus on construction and project risk, aiming to bridge the gap between builders and the insurance market. 

His results reflect a deliberate advisory approach built around specialist knowledge of the construction sector and consistent client engagement.

Much of that work begins with detailed risk conversations that help builders understand where their operations may be exposed and how insurance and risk management operate together within their businesses. “The foundation of my performance was discipline, execution and consistent follow-through, including the management of claims for clients,” he explains. 

Rather than pursuing volume across multiple industries, Tanuvasa concentrates on a defined niche where he can provide deeper technical guidance. 
 

His work often involves helping builders understand exposures outside standard policy coverage. In many cases, he acts as a translator between builders and insurers, breaking down technical policy language into practical implications for construction businesses. “I focus on the things clients are not covered for,” he says. “That’s where the real awareness comes from.” 

Those conversations form the foundation of his client relationships. By translating complex insurance requirements into practical advice, he aims to help construction businesses strengthen their risk management and support long-term operational stability. 

Tanuvasa says that advisory depth is what differentiates his brokerage from more transactional placement models common in the market. “I’m not just trying to sell a policy,” he says. “I want clients to understand their risk and how to manage it.” 

Growth at Silverback has followed a measured path, with new client relationships added deliberately. That approach allows the brokerage to maintain high service standards while building lasting partnerships with construction businesses. 

Tanuvasa says consistent service and positive client experience ultimately drive referrals and long-term retention.
 

Jason Doueihi leads the brokerage while specialising in general insurance, including workers’ compensation, helping businesses navigate cover requirements and providing expert advice and claims support across a broad range of risks. 

His role spans portfolio management, new business development and ongoing policy strategy, ensuring insurance programs align with each client’s business operations and risk exposures. 

Renewals and client activity are tracked through a CRM system that flags upcoming policy milestones and supports regular engagement with clients. 

That work often involves helping businesses understand how their coverage supports their broader risk management and regulatory obligations. “We start by looking at the client’s risk profile and really understanding their business before recommending the insurance they need,” he says. 
 

Relationship building plays a significant role in Doueihi’s growth strategy. Much of his new business comes through professional referral partners who rely on him to support their clients with reliable service and insurance advice. 

Once a client relationship is established, Doueihi focuses on maintaining regular communication and ensuring policies evolve alongside changes in the client’s business operations. He also manages an active pipeline of prospective clients while balancing renewals, new quotations and policy strategy throughout the week. “It’s about making sure the insurance program continues to match the client’s risk profile as their business changes,” he says. 

That ongoing engagement helps strengthen retention and supports repeat business as clients expand the scope of insurance placed with the brokerage. The aim, he says, is to give businesses confidence that their insurance program continues to support the way they operate. 

Doueihi says leadership within the business centres on maintaining consistent service standards. “It’s about leading by example and making sure the system works the same way for everyone,” he says. 
 

Australia and New Zealand’s insurance markets are expanding, though at different speeds and with distinct structural dynamics. 

The composition of insurance demand also differs across the two markets. In Australia, non-life products account for 69.58% of total market revenue, reflecting the scale of compulsory motor cover, property insurance and commercial liability lines. 

In New Zealand, personal insurance lines hold the largest share of the property and casualty market at 64.15%, while commercial lines are expected to record the fastest growth at 9.41% CAGR through 2031. 

Distribution channels reveal a similar contrast. Brokers remain central in both countries, particularly for complex commercial placements.  

Digital platforms are expanding across both markets as insurers integrate policies into online purchasing ecosystems and digital service platforms. 


Geographic concentration is another defining feature. New South Wales generated 34.22% of Australia’s premium pool in 2025, reflecting the country’s concentration of corporate activity and high-value property exposures. 

In New Zealand, the North Island accounted for 52.85% of premiums, underpinned by population density and economic activity centred around Auckland and Wellington. 

These dynamics highlight two closely linked markets shaped by similar risk pressures but differing growth trajectories.  
 

Premium growth following natural catastrophes and rising asset values has increased the value of individual policies, supporting revenue per policy for many brokers. Meanwhile, businesses facing tighter budgets are reviewing coverage more carefully and seeking expert advice. 

HDI’s Jones says the strongest brokers are expanding their advisory role beyond policy placement. 

“The best insurance brokers in Australia and New Zealand are navigating rising premiums, insurer capacity challenges and evolving risks such as cyber and climate by acting as strategic advisers rather than simply placing insurance,” he explains. 

That increasingly involves helping clients strengthen their risk profiles through:

• proactive risk management 
   

• loss prevention strategies 
   

• claims support 

Brokers are also drawing on specialist markets and alternative risk transfer solutions to structure coverage for complex or hard-to-place risks. Transparent communication also plays a critical role in how brokers manage client relationships during market fluctuations. 

Vero’s Pagano says leading brokers focus on explaining the drivers behind pricing movements and coverage changes so clients can make informed decisions. 

“The best brokers are alerting clients to potential program coverage or pricing constraints well in advance and helping them understand the rationale behind those changes,” he says. “That transparency builds lasting trust and helps businesses keep their insurance programs resilient as the market moves.” 

For many brokers, anticipating structural and regulatory changes is also becoming part of long-term client advisory work. 

IBANZ’s Wilson says forward-looking brokers are already preparing clients for legal and regulatory developments that may reshape risk and liability frameworks. 

“Strong brokers are the ones that are future-ready. They’re not just focused on today’s challenges; they’re already anticipating what’s coming next and planning how to respond,” she says. “In New Zealand, for example, construction brokers should already be considering how upcoming building act changes and a move towards proportionate liability could affect risk allocation.” 

In this environment, brokers who combine strong client relationships with technical expertise are often best positioned to win new clients and expand existing accounts. 

For high-performing brokers, results increasingly reflect the ability to grow policy volumes while maintaining strong revenue per client. 
 

Client behaviour is another factor influencing broker performance, particularly among small and mid-sized businesses that rely heavily on advisory support. 

The Vero SME Insurance Index highlights how the role of brokers is evolving as small and mid-sized businesses confront a wider range of operational and technological risks. 

For many organisations, insurance is no longer viewed as a routine purchase but as part of a broader approach to managing financial exposure, regulatory compliance and digital security. As a result, brokers are increasingly expected to translate emerging risks into practical coverage strategies rather than simply arrange policies. 

For Jones, this rethink has led many high-performing brokers to adopt more comprehensive risk assessment models that begin with a full view of a client’s exposures. 

“Many Elite Brokers start with holistic risk assessments that examine physical assets and business interruption exposures before moving through liability risks and people-related exposures involving employees and contractors,” he explains. 

That broader perspective often leads brokers to structure more tailored solutions, combining traditional insurance with specialist products such as parametric covers, captives or other alternative risk transfer mechanisms where appropriate. 
 

That has also changed how businesses buy insurance. The research shows that many companies now purchase insurance through a mix of channels, combining direct digital transactions with broker advice when policies become complex or high-value. 



In practice, this reinforces the broker’s position in areas where expertise, claims advocacy and risk interpretation are essential. For top-performing brokers, success increasingly depends on demonstrating value at those critical moments rather than competing purely on price or transaction efficiency. 

Pagano says the strongest advisers are those who communicate proactively with clients about emerging risks and regulatory developments rather than waiting for renewal discussions. 

“Elite Brokers are proactive and transparent," he explains. “They keep clients informed about regulatory changes, market developments and evolving risks so businesses can respond quickly and make informed decisions.”

The Index reveals that many businesses still lack structured approaches to risk management. Without formal processes to identify or mitigate exposures, companies often rely on brokers as their primary source of guidance. 


This creates an opportunity for high-performing brokers to deepen client relationships by providing proactive risk advice and education. The strongest advisers explain threats, clarify coverage implications and help clients adjust their insurance strategy as risks change. 

That advisory role often extends to claims advocacy as well. Jones says leading brokers engage early in the claims process, coordinating specialist resources and preparing documentation so that complex or catastrophe-related losses are resolved efficiently. 

As risk environments grow more complex and purchasing behaviour becomes more fragmented, the brokers who deliver sustained growth are typically those who combine technical expertise with the ability to guide clients through uncertainty.
 

Technology is changing how brokers place business, interpret risk and support clients through the insurance lifecycle. 

Across the insurance sector, AI is progressing from pilot projects to real operational deployment. According to a joint report from the Insurance Council of Australia and CSIRO, the country’s national science agency, AI can help address several issues facing the sector and customers alike. 

The AI for Better Insurance: Enhancing Customer Outcomes amid Industry Challenges report highlights five priority areas for advancing AI use cases for insurers:

• 1. automated claims processing 
   
• 2. fraud detection and prevention 
   
• 3. AI-driven underwriting and pricing 
   
• 4. natural disaster risk modelling 
   
• 5. regulatory compliance automation 

For brokers, this transformation is changing the mechanics of placement and claims support. Automated underwriting and data-driven risk modelling allow insurers to process large volumes of information faster, but they also increase the complexity of interpreting policy terms and pricing. 

As insurers rely more heavily on advanced analytics, brokers play a larger role in translating those outputs into practical guidance. 

Pagano says technology is particularly effective in streamlining operational processes across broking businesses. “Technology, especially AI, has become invaluable for handling administrative tasks such as policy and claims management, reporting and documentation,” he explains. “Most businesses are comfortable with these applications.” 

Modern insurance underwriting increasingly depends on advanced data analytics. AI systems are able to analyse large datasets to identify risk patterns, improve pricing accuracy and strengthen fraud detection. 

For brokers, this reinforces the importance of technical expertise. Clients often require guidance to understand how new forms of data analysis affect coverage availability, premiums and risk mitigation strategies. The advisers most likely to stand out are those who can interpret analytics-driven underwriting decisions and turn them into useful client advice. 

However, technology does not diminish the importance of broker relationships. Jones states human judgement remains the defining factor that differentiates advisers in an increasingly digitised market. 

“Our sector is consolidating everywhere through technology, policy wordings and client solutions,” he says. “But it will always be people who make the difference. Authentic relationships that clients trust remain the real point of distinction.” 
 

Deloitte’s 2025 Financial Services Industry Predictions research forecasts that the insurance sector is moving towards predictive risk models that identify potential losses before they occur. 

Rather than responding to claims after an event, insurers increasingly aim to anticipate risk using real-time data and AI-driven monitoring systems. This transition has implications for brokers, who are increasingly expected to connect prevention strategies, risk management and insurance coverage into a single client discussion. 

Wilson says the brokers who benefit most from new technology are those who keep their focus on the client’s business rather than the tools themselves. 

“A truly client-centric approach isn’t a nice-to-have; it’s critical,” she says. “The brokers who stand out are the ones who understand their clients’ businesses, pressures and ambitions and use that insight to guide every recommendation.” 

As predictive analytics becomes more common, brokers who can combine technical insurance knowledge with broader risk advisory capabilities are likely to stand out. 

Even as digital tools expand, Pagano says the most important moments in the insurance lifecycle still require human judgement and trust. “When it comes to key decisions, particularly claims outcomes, the human element remains essential,” he says. “Clients want to know experienced advisers are guiding them through those critical moments.” 
 

As these market, client and technology forces evolve, expectations of the broking profession are changing, as well. The October 2025 National Insurance Brokers Association’s (NIBA) Ready or Reacting? Shaping the Future of the Broking Profession report sets out key findings on the future direction of the profession. 


Across both markets, revenue growth alongside firm consolidation, channel diversification, specialty expansion and heightened climate exposure define the operating environment. 

Industry leaders say the brokers most likely to thrive in this environment will be those who combine technical capability with strong professional relationships. 

Jones says high-performing advisers will increasingly rely on data, technology and continuous professional development to remain competitive. 

“Looking ahead, brokers will need to combine continuous learning with data-driven decision-making and strong professional networks,” he says. “Adopting technology that simplifies internal operations allows brokers to spend more time with clients and focus on delivering advice.” 

Pagano adds that adaptability and ongoing skill development will become essential as risks and client expectations continue to evolve.

“The next few years will reward brokers who are adaptable and committed to lifelong learning,” he says. “That includes building capability in areas such as AI literacy, data analytics and regulatory awareness while strengthening communication and relationship-building skills.” 

For Pagano, the distinguishing factor will be whether brokers can absorb those new capabilities without losing client focus. “Elite Brokers listen carefully to their clients, respond thoughtfully and continually look for ways to add value as the risk environment evolves,” he says. 

For Elite Brokers in 2026, performance is not only measured by scale but also by the ability to execute consistently within a market where structure, distribution and risk complexity are dynamic factors. 

Taken together, the Elite Brokers 2026 reveal a clear pattern: the brokers achieving the strongest results are those who combine disciplined growth, proactive risk advice and deeply embedded client relationships. 

• Growth is becoming more selective. High performers are choosing which clients and sectors to pursue, prioritising depth of advice and long-term portfolios over volume. 
   

• Risk advice is moving upstream. Brokers are increasingly involved before insurance is placed, influencing contracts, operations and risk controls. 
   

• Claims capability is becoming a retention tool. In complex or catastrophe-exposed markets, the broker who manages claims outcomes well is often the one who keeps the account. 
   

• Technology is redistributing effort. Automation is reducing administrative load and giving brokers more time for higher-value client work. 
   

• Market access is becoming a commercial advantage. Insurer relationships, specialist markets and negotiation leverage increasingly determine who can solve difficult placements. 

 

Best Insurance Brokers in Australia and
New Zealand | Elite Brokers

Elite Brokers 2026 

• 
  Petara Tanuvasa
  Silverback Insurance
   
  
• 
  Jason Doueihi
  WCS Insurance Brokers
   
  
• 
  Kristin Thomas
  Lockmor Insurance Brokers
   
  
• 
  Kunal Monga
  Arcuri & Associates
   
  
• 
  Mitchell Wood
  Lockmor Insurance Brokers
   
  
• 
  Spencer Hon
  Eternity Insurance and Financial Services
   
  

• Austin Rosier
  Omnisure
• Chris Kempton
  Marsh
• Eamon O'Connor
  O'Connor Warren Insurance Brokers
• Frans du Plessis
  Grace Insurance
• Hugo Dessens
  Marsh
• Irene Zhu
  KeyInsure
• James Wilson
  Delmont Insurance Group
• Kay Jackson
  Simplex Insurance Solutions
• Luke McCarthy
  Ideal Insurance Brokers
• Matthew Bates
  Bell Partners Insurance
• Murray Johnson
  Johnson Insurance Brokers (Phoenix)
• Patrick Selle
  Arcuri & Associates
• Shane Gadsdon
  Discovery Financial Services
• Terence Sequeira
  Gallagher Insurance
• Tim Stingers
  All Trades Cover
• William Buckley
  Marsh
• Zoe Evans
  Gallagher

Elite Brokers 2026 – Listing in order 

• 
  1. Mitchell Wood
  Lockmor Insurance Brokers
   
  
• 
  2. Kristin Thomas
  Lockmor Insurance Brokers
   
  
• 
  3. Spencer Hon
  Eternity Insurance and Financial Services
   
  

• 4. Austin Rosier
  Omnisure
• 5. Eamon O'Connor
  O'Connor Warren Insurance Brokers
• 6. Hugo Dessens
  Marsh
• 7. Matthew Bates
  Bell Partners Insurance
• 8. Shane Gadsdon
  Discovery Financial Services
• 9. Patrick Selle
  Arcuri & Associates
• 10. Zoe Evans
  Gallagher
• 11. (tie) Frans du Plessis
  Grace Insurance
• 11. (tie) William Buckley
  Marsh
• 13. James Wilson
  Delmont Insurance Group
• 14. Terence Sequeira
  Gallagher Insurance
• 15. Chris Kempton
  Marsh
• 16. Luke McCarthy
  Ideal Insurance Brokers
• 17. Murray Johnson
  Johnson Insurance Brokers (Phoenix)
• 18. (tie) Irene Zhu
  KeyInsure

• 
  18. (tie) Kunal Monga
  Arcuri & Associates
   
  

• 20. Tim Stingers
  All Trades Cover

• 
  21. Petara Tanuvasa
  Silverback Insurance
   
  
• 
  22. (tie) Jason Doueihi
  WCS Insurance Brokers
   
  

• 22. (tie) Kay Jackson
  Simplex Insurance Solutions