Selling an Insurance business

After hundreds of real buyer-seller conversations, insurance agency deals move fastest when you can show renewals will stick through a change of control across carriers, producers, and your service team. Buyers price the right to keep earning renewal commissions, and they look for proof that the book transfers cleanly.

Get your valuation Back to industries

What's your insurance business worth?

What buyers evaluate, and how to prepare

How do you define retention (policies, households, or commission dollars), and can you show it by line and carrier?

Deal-critical

Retention

What buyers determine

Buyers are trying to predict whether renewal commissions hold after the owner changes. They want retention by line, carrier, producer, and account tenure, plus a clear split between true renewals and rewrites that stayed with the agency.

How to prepare

Report retention on commission dollars by line and carrier, and define the metric you use
Separate true renewals from rewrites, and tag cancellations by reason (shopping, non-pay, underwriting non-renew)
Explain unusual periods (carrier exits, hard market, major remarketing), and show the after-effects

Great answer

We track retention on commission dollars. Over the last 12 months, we’re at 91% overall: Personal Lines 93%, Commercial P&C 88%, Benefits 90%, with detail by carrier and producer. We also split true renewals from rewrites that stayed with us, and, in a normal market, about 14% of PL “retention” is rewrite-driven. We can show the last 24 months so you can see how that mix moves.

Good answer

We run around 90%, and it’s been steady. We still need to break it out cleanly by carrier and separate true renewals from rewrites.

Red flag

Retention is high. We don’t track it by segment, but clients like us, and it feels stable.

How Rejigg helps:Rejigg walks you through retention the way agency buyers underwrite it: by line, carrier, and renewal vs rewrite behavior.

Will your carriers approve the buyer, and what does the change-of-control process usually take?

Deal-critical

Carrier Approvals

What buyers determine

Carrier approval can decide the close date and whether commissions keep flowing without disruption. Buyers want to know which appointments require approval versus notice, and whether commission grids, contingencies, or program terms could reset after the transfer.

How to prepare

List key carriers, wholesalers, and aggregators, and note approval vs notice vs re-appointment requirements
Document timelines, required submission packages, and the right carrier contacts
Flag any economics that could change (special grids, contingencies, program terms)

Great answer

Our top 6 carriers make up 78% of commissions. Four require formal change-of-control approval, and two are notice-only. Approvals usually take 2–6 weeks depending on the carrier, and we have the package checklist and rep contacts ready. We’ve already confirmed which agreements and contingency schedules are expected to carry over and which will be re-papered.

Good answer

Some carriers will need approval, and we have good relationships with the reps. We haven’t mapped every carrier’s timeline and requirements yet.

Red flag

Carriers should be fine. These things usually get sorted out after closing.

How Rejigg helps:Rejigg organizes carrier contracts and approval steps in a secure data room so buyers can underwrite the real closing timeline early.

What are you selling (book, entity, or both), and do expirations transfer with it?

Deal-critical

Book Perimeter

What buyers determine

Deal scope drives what the buyer actually gets: the renewal stream, the appointments and licenses supporting it, and any liabilities tied to the entity. If exclusions are unclear (subcodes, side books, DBAs, niche programs), buyers assume the worst and protect themselves on price or terms.

How to prepare

Write a plain-English perimeter: included lines, excluded lines, DBAs, subcodes, and producer-owned books
Document how expirations transfer and whether any accounts are owner-serviced outside normal workflows
Confirm whether it’s an asset sale or stock/entity sale and where appointments and contracts sit

Great answer

This is a sale of the operating entity and the book, including expirations and agency codes. We have two documented exclusions: a small owner-serviced niche program at about 3% of commissions, and one producer’s separately owned subcode book at about 6%. Everything else across Personal Lines, Commercial P&C, and Benefits transfers, and we can tie each bucket back to carrier commission statements.

Good answer

We’re selling the agency and the book. We still need to document a couple of small exclusions and one subcode situation.

Red flag

You’re buying the business. Most of it should come with it, and we can work out details later.

How Rejigg helps:Rejigg forces a clear perimeter up front, which prevents late surprises that weaken your leverage.

Who owns the expirations, and can a producer take accounts if they leave?

Deal-critical

Producer Portability

What buyers determine

Buyers want to know whether renewal commissions belong to the agency or follow individual producers. Weak expiration ownership, unclear agreements, or a producer-led servicing model often leads to earnouts, holdbacks, or lower multiples because the revenue can walk out the door.

How to prepare

Collect producer agreements, comp grids, and any non-solicit or non-compete language
Document how accounts are assigned, who controls AOR, and how renewals are executed in practice
Show producer concentration and outline your close-communication plan for producers

Great answer

Our producer agreements state the agency owns expirations. Producers are paid on new and renewal business under a published grid and do not own the book. No single producer is over 18% of commission dollars, and accounts are team-serviced with CSR (Customer Service Representative)-driven renewal workflows and documentation in the AMS. We also plan to keep comp unchanged for the first 12 months after close to reduce churn risk.

Good answer

We have agreements, and our understanding is the agency owns the book. We haven’t summarized producer concentration or how portable each producer’s book is yet.

Red flag

Producers have the relationships. If someone left, some clients would probably follow them.

How Rejigg helps:Rejigg helps you lay out producer agreements, concentration, and workflows so buyers don’t default to retention-heavy earnouts.

How does premium become agency income for you, and what’s renewal vs new business after chargebacks and producer pay?

Deal-critical

Commission Economics

What buyers determine

Buyers model net, repeatable earnings. They want commissions after chargebacks, how dependable contingencies are, and what margin remains after producer comp and service costs. If the story stays at premium or gross commissions, buyers assume volatility and build in a discount.

How to prepare

Reconcile carrier commission statements to the P&L, and split renewal vs new by line
Quantify chargebacks and clawbacks, and explain what drives them
Break out contingencies and profit share by carrier, with the performance conditions behind them

Great answer

Trailing 12 months, 72% of agency income is renewal commissions, 20% is new business, and 8% is contingencies and bonus. Chargebacks average 2.1% of gross commissions and are concentrated in one product line, and we can show the monthly pattern and cancellation drivers. Producer comp averages 38% of commissions, and we can break margin by Personal Lines, Commercial, and Benefits so you can see where profit actually sits.

Good answer

Most of our income is renewals, and we do get contingencies. We can pull statements, but we haven’t reconciled everything into a clean bridge yet.

Red flag

We wrote $5 million in premium last year, so revenue should stay about the same.

How Rejigg helps:Rejigg makes it easy to share commission statements and reconciliations securely so buyers underwrite net commissions, not premium.

Who handles renewals, endorsements, and certificates day to day, and is the team stretched?

Important

Service Capacity

What buyers determine

Service capacity shows up as retention. When teams are overloaded, renewals slip, remarkets get rushed, and clients shop more. Buyers want staffing coverage, renewal workflow clarity, busy-season plans, and proof the book is not held together by one person.

How to prepare

Document the renewal workflow end to end, and assign an owner to each step
Calculate staffing ratios and identify peak-season bottlenecks
Track turnaround targets for endorsements, certificates, and claims support, plus your inbound triage

Great answer

We run renewals through a dedicated service team: three account managers on Commercial renewals and two CSRs on Personal Lines servicing. We average about 425 PL households per CSR and about 70 active Commercial accounts per AM, and we track turnaround times with same-day endorsements and 24-hour certificate turnaround most of the time. Our busy season is Oct–Dec, and we add temp support and start Commercial outreach 90 days ahead.

Good answer

We have a service team, and renewals get handled. We haven’t consistently tracked workload ratios or turnaround times.

Red flag

One strong CSR handles most renewals. If she’s out, things slow down.

How Rejigg helps:Rejigg helps you present org charts, workflows, and staffing metrics so buyers can price service risk without assuming immediate hires.

How movable is the book: what AMS are you on, how clean is the data, and what would migration take?

Important

Data & AMS

What buyers determine

Buyers want usable renewal dates, policy details, and service notes that a new team can run with. Poor AMS hygiene increases integration cost, raises E&O (Errors and Omissions) exposure, and can derail the first renewal season after close.

How to prepare

Inventory where key fields live and what’s structured versus stored as attachments
Run data-quality spot checks by line for missing or incomplete fields
Create a migration plan with exports, internal power users, and a post-close validation checklist

Great answer

We’re on Applied Epic. Renewals and activities are tracked in structured fields for Personal Lines and Commercial, and we can export insured, policy, and renewal datasets with completion rates. Personal Lines is very clean, and Commercial has known gaps on older accounts around locations and loss-run attachments. We have a documented workaround today, and two team members serve as Epic power users to support mapping and spot checks during migration.

Good answer

We use a major AMS, and most data is there. We haven’t measured what’s clean versus messy or planned field mapping.

Red flag

It’s all in the system somewhere. If needed, someone can read the PDFs.

How Rejigg helps:Rejigg keeps AMS exports, sample reports, and process docs in one place so diligence does not turn into endless follow-ups.

What’s your E&O history, and what supervision and compliance processes prevent repeat issues?

Important

Compliance & E&O

What buyers determine

Buyers are looking for patterns in claims, complaints, and documentation quality. One claim is usually workable if the root cause is understood and fixed. Repeated issues or weak supervision signals future liability and can create carrier and lender concerns.

How to prepare

Summarize E&O claims and complaints, including root causes and what you changed afterward
Document your compliance cadence: file reviews, rejection documentation, training, and complaint handling
List licenses and appointments, and name who owns day-to-day supervision

Great answer

We’ve had one E&O claim in the last seven years. It’s closed with no admission and traced back to poor documentation on a coverage change request. We added written coverage-change confirmations and a monthly exception-based file review, and we can share the checklist and audit logs. We carry $2M/$2M E&O, and a licensed manager handles supervision and escalations.

Good answer

We’ve had a claim or two over time and tightened things up. We still need to compile a clean summary and document the specific changes.

Red flag

No issues. E&O is just part of the business, and we don’t track it closely.

How Rejigg helps:Rejigg helps you share E&O and compliance materials with serious buyers in a controlled, permissioned way.

What do you personally handle with top accounts and carriers, and what breaks if you step away for a week?

Important

Owner Dependence

What buyers determine

Buyers are testing whether relationships and workflows transfer without a revenue dip. Heavy owner dependence often means longer transition commitments and more retention-based structure. Buyers also want to know who can place business, resolve carrier issues, and run renewals without the owner.

How to prepare

List top accounts and key carrier relationships, and note where the owner is the only relationship holder
Assign carrier and renewal responsibilities to named team members, and document the handoffs
Propose a transition plan with specific duties and a realistic timeline

Great answer

I stay involved with our top 25 commercial relationships and two key carrier reps, but I’m rarely needed for routine renewals. Account managers run the process, and I step in for complex placements. When I’m out, our licensed operations manager handles carrier escalations, and the commercial team binds within authority. After close, I can commit to a 90-day transition with joint top-account calls, carrier introductions, and weekly renewal and pipeline reviews.

Good answer

I’m involved with several big accounts and some carrier relationships, but the team handles most day-to-day. We haven’t put a formal transition plan in writing.

Red flag

Most clients and carriers deal with me. Without me, it would be tough, but we’ll figure it out.

How Rejigg helps:Rejigg helps you define and share a concrete transition scope so buyers do not assume open-ended owner support.

Where does new business come from, and how do those accounts behave after bind (retention, chargebacks, service load)?

Good to have

Lead Durability

What buyers determine

Buyers want growth that stays on the books and does not create downstream problems. In agencies, weak lead sources show up as early lapses, non-pay cancels, chargebacks, heavy service demand, and sometimes carrier loss-ratio pressure that can affect appointments.

How to prepare

Break out new business by channel (referrals, cross-sell, paid search, direct mail, lead vendors, partnerships)
Track downstream performance by channel: 6- and 12-month retention, non-pay cancels, chargebacks, average commission
Document quoting and sales workflow, close rates by channel, and marketing compliance controls where required

Great answer

New business is 52% referrals, 23% cross-sell, 15% paid search, and 10% partner channels. We track 6- and 12-month retention by channel. Referrals are 94% at 12 months, and paid search is 86%. Most chargebacks come from one lead vendor we’ve scaled back. We can also show close rates and average service touches per account by channel to separate volume from profit.

Good answer

We get leads from referrals and a few paid sources, and it’s working. We haven’t tied channels to retention and chargebacks yet.

Red flag

Leads come from a few places. If we want more, we can buy more.

How Rejigg helps:Rejigg helps you back up your growth story with channel mix and post-bind performance so buyers can underwrite upside.

Straight from buyer evaluations

“Ninety-seven percent of clients stayed year after year, and each advisor only worked with a limited number of families so they could give real attention. That kind of loyalty doesn't happen by accident. It tells you the service is genuinely good.”

Client LoyaltyBuyer impressed by client retention at an advisory and insurance firm

“The renewal book does the heavy lifting. Over 10,000 clients paying premiums that renew every year without anyone needing to make a sales call. That kind of predictable income is what let me make a strong offer.”

Renewal IncomeBuyer analyzing renewal income at a property and casualty agency

“What stood out was the range of carriers they could place business with. Appointments with more than a dozen carriers across personal and commercial lines means they can find the right fit for almost any client. That kind of shelf space takes years to build.”

Carrier RelationshipsBuyer reviewing carrier relationships at an independent agency

“The producers had been there since 2008 and were still writing strong books every year. Experienced agents with their own client relationships who stay through an ownership change are the most valuable part of any insurance business.”

Experienced TeamBuyer evaluating team stability at an insurance brokerage

“Revenue was split cleanly between advisory fees, renewal commissions, and new business. I could see exactly where the money came from and what drove it. That kind of clarity made the whole process smoother.”

Clear FinancialsBuyer reviewing financials at an insurance and advisory firm

How buyers value this type of business

Agencies with high renewal rates and a team that manages client relationships tend to be worth more because buyers know the revenue will keep coming after the sale.

2x–8x

annual profit

Depending on renewal rates, team, and how hands-off the business runs

What drives a premium

Clients who renew year after year
Renewal rates above 90 percent show buyers that revenue is reliable and will keep coming without a big sales effort.
Relationships with many carriers
Being able to place business with a wide range of carriers gives you flexibility on pricing and makes it harder for clients to leave.
Experienced agents with their own client relationships
Long-tenured agents who manage their own clients and stay through ownership changes are the strongest proof a business is transferable.
Fees that come in on top of commissions
Advisory or planning fees that layer on top of commission income create a second reliable income stream that makes the business more valuable.

Common add-backs

Your salary above what you'd pay a licensed agency managerFamily members on payroll who handle admin but won't continue after the salePersonal vehicles, travel, and association dues run through the agencyOne-time carrier bonuses or payments that inflated one year's earnings

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Other independent agencies looking to grow into new territories or add new lines of businessLarger insurance companies building scale by combining agenciesWealth management firms looking to add insurance to what they already offer clientsFirst-time buyers with insurance licenses looking for a business with steady, recurring income

Common questions about selling an Insurance business

How are insurance agencies typically valued?

Most agencies are valued on cash flow, usually EBITDA or SDE, with extra scrutiny on renewal quality. Buyers adjust for retention by line and carrier, carrier concentration, producer portability, and how much income is renewal commission versus a one-time bonus. They also look closely at chargebacks, contingencies tied to loss ratio, and producer comp because those change net earnings. For a starting estimate using real transaction data, try the <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then sanity-check it against your retention reporting and carrier-approval timeline.

What multiples do insurance agencies sell for?

Multiples depend on line mix, carrier stability, and how transferable the book is. Agencies with strong renewal commissions, clean retention reporting, diversified carriers, and low owner dependence tend to land at the top of the range. Personal Lines-heavy books can price differently than middle-market Commercial, and Benefits/Life brings its own persistency and compliance factors. If a meaningful share of profit is contingencies, many buyers discount it unless it’s consistent across years and carriers. Use the <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> to see realistic ranges and the drivers behind them.

Can I use an SBA loan to buy or sell an insurance agency?

Yes. Many independent agency deals are SBA 7(a)-financed when renewals are stable and financials tie back to carrier statements. Lenders usually want clean tax returns, predictable renewal income, and a clear plan for carrier approvals, licensing, and expiration ownership. Heavy earnouts, unclear producer agreements, or messy commission reconciliation can slow approval. You can test buyer affordability and payment scenarios with the <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> before you negotiate structure.

How long does it take to sell an insurance agency?

A prepared agency can reach LOI in a few weeks, but closing often hinges on carrier change-of-control approvals and any aggregator re-papering. Diligence also takes time for commission statement reconciliation, E&O history, licensing and appointments, and AMS data review. Deals bog down when sellers cannot quickly produce retention by carrier and line or explain chargebacks and contingencies. Rejigg keeps things moving with a built-in data room and deal tracking so buyers can review quickly without repeated document chases.

Do I need a broker to sell my insurance agency?

No. Many brokers charge 5–10% and run outreach and offer management, which some owners can handle directly if they’re organized and know what buyers will request. The trade-off is time and process discipline, especially around confidentiality and diligence. Rejigg covers the mechanics many brokers control: pre-vetted buyers, digital NDAs, a secure data room for carrier and commission files, and side-by-side offer comparison. Start with the <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding buyers guide</a> to structure your process.

Should I sell the entity (stock) or just the book (asset sale)?

Agencies sell both ways, and the best structure depends on how your appointments, licenses, and contracts are set up. Stock or entity sales can make it easier to keep agency codes and carrier relationships intact, but buyers will dig into legacy liabilities, taxes, and employment issues. Asset or book sales can limit inherited liabilities but often require more carrier re-appointments and operational rework. It’s worth asking each key carrier how they handle a transfer in your situation. The <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">deal negotiation guide</a> walks through the trade-offs.

Why are earnouts so common in insurance agency deals?

Earnouts show up often because renewals can be measured after close and retention risk is real. Client shopping, producer departures, carrier appetite shifts, and chargebacks can all hit the book right after a sale. A good earnout spells out the metric (often renewal commissions collected), the measurement period, and exclusions for events outside the seller’s control, like a carrier exit or buyer-driven market moves. Vague earnouts lead to disputes over what counts as “retained.” Rejigg helps you compare earnout terms versus higher upfront offers in one place.

How is “working capital” handled in an insurance agency sale?

Many agencies are light on traditional working capital, but buyers still care about cash timing. Carrier pay cycles, agency-billed receivables, return premiums, and producer commission timing can create real swings. If you handle client funds, trust accounts and reconciliations usually become key diligence items and may drive cash-at-close requirements. Make sure operating cash is clearly separated from client money, and agree on cutoffs for receivables, payables, and refunds. The checklist in <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence and closing</a> helps prevent late surprises.

What documents will buyers ask for when buying an insurance agency?

Expect requests beyond financial statements. Buyers usually ask for carrier commission statements, retention by line and carrier, producer agreements and comp grids, licensing and appointment lists, E&O loss runs or claims summaries, and procedures for premium handling (direct bill versus agency bill and any trust account reconciliations). Many buyers also want AMS exports or a walkthrough showing renewal dates, activities, and servicing notes. Rejigg’s data room lets you upload once, control access, and release sensitive items only after digital NDAs are signed.

How do I keep the sale confidential with clients, carriers, and producers?

Confidentiality matters because rumors can trigger client shopping, producer anxiety, and carrier questions. Most sellers stage disclosure: share financials and retention under NDA first, bring in key managers next, then talk to carrier reps once a buyer is real, and save client outreach for near-close. The exact sequence varies by market and by how strict your carriers are on ownership changes. Using a platform with pre-vetted buyers and enforced NDAs reduces leaks. Rejigg requires digital NDAs before sensitive documents are visible and keeps communication centralized.

Will I need to sign a non-compete if I sell my insurance agency?

Most buyers ask for a non-compete and non-solicit because they are buying renewal commissions and relationships. The details matter in insurance. Scope should match what the buyer is purchasing, including lines of business, geography, and the term. If you are keeping any excluded niche or side book, carve-outs should be explicit so there is no confusion later. Buyers also care about non-solicitation of producers and staff. Rejigg helps you compare offers side by side so price and restriction level are evaluated together.

What taxes should I expect when selling an insurance agency?

Taxes depend on deal structure and allocation. Asset versus stock sales can produce different outcomes, and how goodwill and expirations value are allocated affects capital gains versus ordinary income treatment. Earnouts can also change timing and character of income depending on the paperwork. State tax issues may come up if you write across multiple states. Bring your CPA in before LOI so you can model scenarios and negotiate with after-tax proceeds in mind. The <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiate a deal</a> guide covers the terms that tend to move after-tax results.

How do I handle the transition period after selling my agency?

Plan the transition around renewals and relationships. Most deals work best with joint introductions for top accounts, a defined handoff to carrier reps, and a clear internal message to producers and service staff about what changes and what stays the same. Buyers often ask for 30–180 days of seller support, sometimes longer if the owner is the main relationship holder. Put duties in writing, such as client calls, carrier approval support, or AMS migration help, rather than a vague consulting promise. The <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> helps you set expectations early.

What happens to my employees and producers when I sell?

Most buyers want your team to stay because service continuity protects retention. The biggest risks are producer concerns about comp, changes to roles during integration, and system changes that slow service. You can reduce friction by documenting comp grids, showing how renewals are handled, and letting the buyer meet key staff at the right stage of the process. Some buyers offer retention bonuses or short-term guarantees for critical team members, depending on the market and staffing. Rejigg’s messaging and scheduling tools help you coordinate structured meet-and-greets without turning the sale into a free-for-all.

How do buyers verify the commissions and cash flow of an insurance agency?

Buyers typically reconcile your P&L and general ledger to carrier commission statements. They look for consistency in renewal patterns, chargebacks, and contingency payments, and they test seasonality because carrier pay cycles and producer comp timing can distort monthly results. They also check whether income depends on a single carrier relationship or a one-time bonus year. A clean bridge from carrier statements to the books and tax returns speeds diligence and usually improves confidence on price. Rejigg keeps these reconciliations organized and permissioned for serious buyers.

What if I have carrier concentration—will that kill the deal?

Carrier concentration usually does not kill a deal, but it will affect underwriting and terms. Buyers want to understand why that carrier dominates, whether the appointment will transfer cleanly, and what alternatives you realistically have if appetite changes. In some markets, concentration is common for niche programs or regional commercial placement, and buyers may accept it with strong carrier relationships and backup markets. Expect more focus on carrier approvals and possible holdbacks. Rejigg helps you present carrier mix and mitigation clearly so buyers do not assume a worst-case outcome.

When is the best time of year to sell an insurance agency?

Timing depends on your renewal calendar and the carriers’ approval cycles. Closing right before peak renewal season can strain service and make client communication harder, especially in Commercial, where remarkets take time. Many sellers aim to close far enough ahead of major renewal waves to complete handoffs calmly, or they plan transition duties around the heaviest commercial renewal months. The best time is when retention is steady and your team has bandwidth for buyer diligence and transition work. The <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare-to-sell guide</a> helps align timing with readiness.

How do I compare multiple offers for my insurance agency?

Compare more than headline price. In agency deals, proceeds depend on structure: upfront cash versus earnout, how retention is defined, whether carrier approvals are a condition to close, and what happens if the buyer changes markets or systems right away. Also compare working-capital and trust-account requirements, plus your transition commitment and responsibilities after close. Small language differences can change risk materially. Rejigg’s offer dashboard lines up terms side by side so you can pick the best risk-adjusted outcome across price, financing, earnouts, and timeline.

How do I sell my insurance business?

What is my insurance business worth?

Most insurance agencies sell for 2 to 8 times annual profit. A "multiple" just means the number your yearly earnings get multiplied by to estimate a sale price. Where you land depends on your renewal rates, how many carriers you work with, whether your agents have their own client relationships, and how much the business runs without you. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell an insurance business?

Do I need a broker to sell my insurance business?

No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you can handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works. No commitment, no percentage.

What do buyers look for in an insurance business?

Do carrier appointments transfer when I sell my insurance agency?

Most carrier appointments can transfer, but the process varies. Some carriers let you assign the appointment with written consent, while others require the buyer to apply fresh. Check each appointment agreement for transfer language and start conversations with your carrier reps early. Having the paperwork ready before buyer conversations begin keeps timelines on track. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Will my producers stay after I sell my insurance agency?

In most successful deals, yes. Buyers want your agents to stay because they are the client relationships. Expect conversations about keeping pay the same, non-compete agreements, and retention bonuses for top performers. Having a list of each agent's book size, how long they've been with you, and their compensation details ready before listing shows the business is well-organized and transferable.

How do I value recurring vs commission revenue in my insurance agency?

Renewal commissions and advisory fees are typically worth more per dollar than first-year or one-time commissions because they're more predictable. Buyers will look at your income streams separately and value each one. Showing three or more years of retention data helps buyers feel confident about the recurring portion. Use <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> to see how your mix affects value.

Ready to see what your business is worth?

Share a few details and get an honest valuation. No pressure, no commitment.

Schedule a call Learn how it works