Two leading independent insurance agencies, Legacy Risk Solutions and PointeNorth Insurance Group, have joined forces under the Legacy Risk brand in a strategic merger this year.
But even as the newly combined entity builds out specialty verticals, its leaders say there’s still a strong case for remaining a generalist, especially for firms rooted in local communities.
“We already have verticals in real estate, transportation, and hospitality,” said Jason Griffith (pictured on the left), CEO of Legacy Risk Solutions. “We’re also exploring benefits more seriously, as it’s an area where we haven’t been as strong. So, where we have the expertise, we’re investing in specialization.”
“That said,” Matt Wells (pictured on the right), previously president of PointeNorth and now president of Legacy Risk, added, “we’ll always maintain a generalist foundation. We’re a collective of community agencies. To serve small towns across the Southeast, we need to be able to write everything from flower shops to contractors.”
The combination brings together two agencies with deep regional footprints and complementary specialties. Legacy’s presence stretched from metro Atlanta through northeast Georgia and up to the Carolinas, while PointeNorth’s footprint extended south through Georgia and into Alabama.
The two firms already shared ownership under BroadStreet Partners, and according to Griffith and Wells, the timing for the merger was ideal.
“It was a good move for us,” said Griffith. “We were fortunate that our operations complemented each other geographically, rather than overlapping. This allows us to expand across all of Georgia rather than remain focused on just the northeast portion.”
“We’ve been in a hard market for a while, and scale and size are more important than ever for agencies trying to compete,” Wells said. “This merger gives us that critical mass.”
The deal was also driven by long-term perpetuation planning. As the insurance industry grapples with succession challenges and increased pressure from carriers seeking profitability, the ability to plan for future leadership transitions while growing strategically has become a necessity.
“This wasn’t out of the blue,” Wells said. “We’d had conversations over the years. It came down to, ‘Why not now?’ We weren’t competitors, and the strategic benefits were clear.”
The newly merged brokerage now comprises more than 600 employees across 40+ offices, making it one of the largest independent insurance agencies in the US by revenue. But Griffith and Wells are clear: scale doesn’t mean sacrificing independence or community roots.
“This is still a people business,” Griffith said. “Relationships with carriers, clients, and employees are still our most important assets. The combination gives us more leverage in the marketplace, but it also strengthens our ability to support the local agencies that are part of our network.”
Legacy’s unique business model emphasizes a “collective of community agencies,” which means local partners retain their culture and identity while gaining access to enhanced tools, markets, and operational support.
And in an era when many mid-sized brokers are racing to build specialized verticals, Legacy is pursuing a hybrid strategy: deepening specialization where it adds value, while maintaining broad capabilities to serve diverse communities.
However, integration is no small task. The team is working through system transitions and operational alignment, but leaders say employee engagement is at the heart of the process.
“We’re moving to a common management system and investing heavily in training,” Wells said. “It’s all about communication: being transparent about what’s going well and where we need to improve.”
One of the early wins from the merger: the ability to hire a chief information and technology officer, a move that has already paid dividends. Adopting technology has helped the firm free up frontline teams to focus more on clients and less on administrative burden.
“Separately, we probably wouldn’t have invested at this level,” Griffith said. “But now, we’re exploring AI, robotic process automation, and other emerging tech tools that will help us scale more efficiently.”
The merger also enhances Legacy’s standing with carrier partners. With unified licensing and contracts, the firm now operates as a larger player in the eyes of insurance markets, gaining access to new programs and pricing opportunities.
For clients, the result is a broader and deeper portfolio, ranging from personal lines and small commercial accounts to niche sectors such as hospitality and logistics.
But perhaps the biggest challenge ahead isn’t about technology or carrier relationships. For Legacy Risks’ leaders, it’s talent.
“The biggest change coming for brokerages is attracting people who want to make this a career, not just a job,” Griffith said. “This industry offers incredible opportunity, but we need to tell that story better.”
Moreover, Griffith said, many college risk management programs don’t focus on the retail side of insurance. “Yet, what we do underpins so much of the economy—building a house, driving a car, launching a product,” he added. “There’s a meaningful and rewarding career here, and we need to tell that story better.”
Wells agreed: “We’ve seen people blow through what they thought were ceilings. The issue is developing talent fast enough and educating young professionals about how vital insurance is to the economy.”
