Subject: Features schedule updates

First features/ articles seeking contributions in 2023

Please find below full details of features/analysis being written for Insurance Age sent out by Content Director Jonathan Swift 

This information includes synopses, editorial deadlines, and details of the reporter writing the feature.
If anything below is of interest, you may contact the journalist directly to offer interviews and comments. Telephone interviews will be given priority over written submissions.

Please note that it is best to do so at the earliest opportunity so that they have all relevant material several days before their deadline.

Ongoing opportunity for contributions - new regular feature: My Insurance Downtime

We know that those who work in the insurance sector are among the most dedicated and passionate when it comes to their love of the space in which they work. But everyone deserves a bit of downtime which is where this new Insurance Age feature comes in as we focus on what you do in your spare time.

To kick things off Insurance Age content director Jonathan Swift gave a glimpse into his life outside insurance and you can read it here.

If you want to put yourself forward or someone else and let us know about what you do for Screen Time, Music Time, Podcast Time, Reading Time, Sporting Time, Excercise/Me Time, Hobby Time and Cuisine Time then get in contact with Jonathan at The only criteria to take part is you must be involved in the insurance market …


Other opportunities to contribute for September/October issues


Team hires – an effective alternative to M&A?

Writer: Saxon East

Contact details:

Deadline: 17th August

As broker targets of size and scale become scarcer; and with recruitment still a major issue could brokers turn to team hires rather than buying brokers outright to grow in the current market?

This news analysis for Insurance Age will look at what makes a team attractive both for expanding an existing offering and adding a new specialism/niche; the best way to approach a team hire and how to integrate them with a new home.

It will also look at the pitfalls and possible drawbacks, focusing both on legal and business barriers to getting the most out of a new team.

Any examples of positive team hire – or otherwise - would be welcome to illustrate the article.


Lead generation – how are brokers supercharging their organic growth?

Writer: Sian Barton

Contact details:

Deadline: 17th August

In July Jensten Group acquired More Telemarketing, an insurance telemarketing business with a specialism in generating opportunities in the SME and corporate space.

Meanwhile, before the 2023 British Insurance Brokers’ Association conference, Vitale Digital became the 42nd BIBA associate, offering among other things digital lead generation and distribution.

With these deals in mind Insurance Age is planning to look at how brokers are seeking to develop lead generation strategies in the current competitive market; looking at whether firms intend to create their own leads or buy them in – and if the latter where from; and the role technology plays in whatever strategy brokers are adopting. Are there different strategies needed in commercial (particularly for SME business) compared to personal lines?

It will also look at what KPIs brokers use to determine whether a lead gen initiative is a success or not; what lines of business tend to offer the most success; and whether there are more leads available today than in previous times as some players constrict their appetite for certain risk profiles.


How My Broking Business Made its First £1m of GWP

Writer: Jonathan Swift

Contact details:

Deadline: 5th September

It is a cliché, but there is a saying that the first million is the hardest.

With this in mind Insurance Age would like to canvas opinions from broker founders to find out their experiences of passing this GWP milestone.

Please respond to as many of the questions below as you see fit and email back to the address below.

Name of founder and broker:

Is it true that the first £1m of GWP is the hardest?

What were the one or two biggest factors that helped you get to £1m?

How closely did you stick to your original business plan to get to the milestone? What lines did you focus on?

How many staff did you employ when you passed £1m and are any of them still employed in the business?

Did you celebrate passing £1m and if so how?

Did your business materially change once you passed £1m?

What was the difference in time it took to get from £1m to £2m, compared to £0 - £1m? (And for any growth beyond that you care to share)

What would be your best bit of advice to any founder out there who is at the £500,000 - £750 000 mark today and looking to take the next step?

For context, how big is the business now by GWP and/or headcount (along with current sector specialisms)?




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