In Alberta’s commercial insurance market, trust isn’t earned through promises – it’s built through visibility. That’s the message from Paige Murphy (pictured), commercial sales branch manager at BrokerLink, who says a more transparent, engaged approach is reshaping client relationships and internal operations alike.
“People want to see us out there,” Murphy said. Supporting community initiatives like the Breaking Free Foundation fundraiser, she added, isn’t just about brand recognition – it’s about showing accountability at every level, from underwriters to executives.
“We really want to be able to portray that we are advocating for our clients, our staff, employees as well, owners and all of that,” she said. “So that it’s not just one level... we work on different levels. And then that can build trust with our name out there for other communities to see.”
Murphy’s view reflects a broader trend across the commercial sector. As competition intensifies, more brokers and managing general agents are taking a frontline approach to engagement – showing up at industry events, participating in community programs, and bringing leadership out of the boardroom. The goal: stay relevant in a market that increasingly expects presence, not just polish.
This same shift is playing out internally, especially when it comes to employee wellness. Mental health – once a taboo in high-pressure insurance environments – is now shaping how companies structure workloads and expectations.
"The leaders at my organization are committed to making flexibility a core part of our culture, however, In some parts of the industry, the same work-life balance isn’t there, and many underwriters and brokers were expected to be on constantly,” said Murphy.
Across Canada, insurers are taking steps to change that narrative. According to a 2024 report from the Canadian Life and Health Insurance Association (CLHIA), nearly 70% of member companies have introduced formal mental health days or employee assistance programs in the past three years.
BrokerLink is part of that wave, introducing flexible schedules, peer support groups, and paid mental health days. “To really have a conversation around it, so it’s not a stigmatized topic,” Murphy said. “We're able to have a very well-rounded... choice discussion.”
She pointed to a recent initiative from the Calgary Construction Association – Men’s Mental Health Day and its corresponding ‘Tailgate Toolkit’ – as a strong signal that the wider insurance-adjacent ecosystem is catching up.
“That provides on-site help for anyone with substance abuse, mental health issues,” Murphy said. “That is brand new. And that is something that... would never have been spoken out prior.”
But the driver, she noted, isn’t just social awareness – it’s workforce fatigue. “I’ve heard people outside of our organization say things like, ‘I’ve been working 12-hour days. I can’t catch up on my work. My home life is suffering.’ When that kind of burnout happens, companies have to work on establishing a culture that truly supports balance and adapts to the evolving needs of its workforce.”
Senior leaders across the sector are hearing the same message: show up, or fall behind. “There’s a lot of events always going on, but not a lot of people want to go out there,” Murphy said. “Not a lot of people actually want to take time away from their work or their families.”
Still, industry associations are increasingly urging leadership to take part. Groups like the Insurance Brokers Association of Alberta and the Canadian Underwriter-hosted Women in Insurance Leadership conference have stressed the importance of visibility – not just for networking, but for knowledge sharing.
Murphy sees showing up as part of the job. “That was my first initiative,” she said of joining BrokerLink. “That people knew we are a large player in commercial insurance and that our leaders are showing up to these associations. They’re showing up to these events.”
It’s a strategy aimed at credibility as much as connection. “I know what I’m talking about. Or if I don’t know, I’m here to learn,” she said. “We’re not just hiding in our offices... we’re actually out promoting this.”
Balancing business development with cultural leadership isn’t easy – but Murphy said it’s possible with the right structure. “Sales is a beast. It is in and of itself,” she said. “Right now, it’s making sure my team is on point, making sure that I’m available all the time for questions, for leads, RFPs... that our pipeline is always continuing to grow.”
She’s stepped back from direct sales to focus on mentorship, ensuring the team is supported even as leadership spends more time outward-facing. “We have a large staff. We are able to go to these events,” she said. “There’s leaders in Southern Alberta that do also jump in and help out.”
It’s a model aimed at sustainability, not burnout. “We're always trying to keep up top with new initiatives, keeping that peak interest,” she said. “Trying to get into the mind of what really drives you in, like a sales culture.”
Murphy believes the companies that thrive won’t just be those with the biggest books – but those that lead visibly, foster resilience, and treat community presence as core to their business model.
