Q. Since launching in 2015, how has Agile’s business model evolved?

RB: Right from the start, we didn’t want to be a single-class MGA. We knew that model was vulnerable to capacity changes. If one carrier pulls out, your whole business is at risk. So, we launched as a multi-class MGA with aviation and marine in the first two months, then added financial lines quickly after.

We also always intended to be integrated – not just an MGA, but a group. We have built out our own retail broker, our own Lloyd’s broker, our own underwriting platform. The long-term goal was to own the whole value chain – from the retail client, through the distribution layer, underwriting, and capital. Launching the syndicate, even under the SIAB model, was the final piece of that.

Q. What was the strategy behind launching Syndicate 2427?

MH: Syndicate 2427 was launched through the Lloyd’s Syndicate-in-a-Box initiative, which gave us an accelerated path into the market without the upfront cost and complexity of a full syndicate. It’s a structure that fits our model well – lean, digital, and locally focused.

We had an established book of business – aviation, PI, property, marine – that we were writing through the MGA. That gave us a foundation of around 60% of the syndicate’s year one premium. Most new syndicates start from zero, so this put us in a very strong position.

The aim wasn’t to launch a side project – it was to begin a journey that leads to a full syndicate. We’ve always seen SIAB as a stepping stone to something more permanent and scalable within the Lloyd’s platform.

Q. What classes are you writing through the syndicate?

MH: We started with aviation, PI, property, and marine – all 100% underwritten by the syndicate. That gave us a diversified, balanced portfolio from day one.

Through the MGA, we still write SME lines using our broker platform. That allows us to serve smaller, high-volume risks efficiently, and keep our underwriters focused on the more complex end of the spectrum.

Q. What makes Agile different in a competitive market?

RB: Three things. First, our structure – we’re not just a syndicate or an MGA, we’re a group with every layer of the value chain. That gives us flexibility and control.

Second, we’re embedded locally. A lot of syndicates write international business but operate out of London. We’re on the ground in Australia and New Zealand, so we understand the market, the brokers, the culture. That’s a real advantage, especially for SME business.

And third, our tech. We built our own platform from day one. It’s not an off-the-shelf product. That means we can automate small-ticket underwriting, integrate with brokers, and keep our cost base low.

MH: Also, our people. We’ve brought together senior underwriters with long-standing relationships in the Lloyd’s market. We’re not a startup in that sense – we’ve got deep underwriting experience, and we focus a lot on trust and long-term relationships.

Q. How do you manage broker relationships?

MH: We’ve found that around 80–90% of our premium comes from the top 20% of brokers – the ones who are active, engaged, and aligned with our strategy. We therefore invest heavily in those relationships. We share data, meet regularly, and make sure we’re adding value.

For brokers who deal mostly with SME, we provide access to our platform. It gives them instant quotes, binding authority, and easy referrals. That helps us scale without losing quality.

Q. What role does technology play in the business?

RB: It’s core. We’re not trying to replace underwriters, but we are trying to automate what can be automated. Our platform handles simple risk submissions, quotes, referrals, and policy issuance. That frees up our underwriters to focus on complex risks and portfolio management.

We’ve just launched version two of the platform. It’s got real-time MI, automated bordereaux, and we’re integrating claims and finance functions too. Our finance team already uses AI to reconcile broker closings – we’ve done that for years. That kind of automation keeps us efficient and helps us scale without adding headcount.

Q. How do your roles complement each other?

MH: Rob and I work closely, but we’ve got different skill sets. Rob handles technology, operations, and strategy. I focus more on underwriting, regulation, and governance. That balance has worked really well.

Since launching the syndicate, our roles have evolved. We’ve had to shift our mindset from MGA execution to long-term capital stewardship. That’s a different discipline – and it’s required building new governance structures, new risk frameworks, and a much deeper engagement with stakeholders.

RB: We’ve also built out a strong leadership team across tech, finance, underwriting, and compliance. That’s allowed us to move quickly without losing sight of the details. Everyone knows their lane, and we’re aligned on the bigger picture.