Broadway Insurance Partners’ HY results drive restructure to firepower ‘evolution’ and ‘scale’

Manchester-based independent broker Broadway Insurance Partners has made a trio of promotions as part of an internal restructure designed to “help us scale” and take the “right next step” after the firm’s 2026 half-year financial results revealed “fantastic growth against prior year”, according to Daniel Lloyd-John, the broker’s chief executive.

Broadway Insurance Partners published its H1 2026 financials in the first week of August 2026.

Although the business missed hitting its pre-determined budget expectations by 2%, Lloyd-John is “really proud” of the firm’s year-on-year growth between H1 2025 and H1 2026 – especially considering he was “quite nervous” about current market conditions being the first soft cycle in Broadway’s five-year history that it has had to navigate.

Speaking exclusively to Insurance Times, the chief executive confirmed that Broadway Insurance Partners now handles around £25m in gross written premium (GWP), marking an 84% increase since H1 2025. Lloyd-John hopes to bump this figure up further by year-end, striving for GWP between £27.5m and £30m by the conclusion of 2026’s Q4.

Comparing H1 2025 and H1 2026, Broadway Insurance Partners has improved its revenue by 91% – including boosting new business revenue by 209% – as well as grown renewal income by 37%.

Client retention sits at 95% for this half-year reporting period, with the broker’s policy count rising 57% year-on-year. Around 80% of this volume is commercial lines related, while 10% is private clients or high net worth (HNW).

Lloyd-John attributed Broadway Insurance Partners’ recent growth trajectory to the firm’s employees, with headcount doubling over the last 12 months to now reach 50 staff.

He confirmed that the broker’s new starters are now “embedded” in the business, with these hires typically coming “from larger, well trained, technically strong brokerages where they had experience looking after relatively large, complex and diverse clients”.

For Lloyd-John, Broadway Insurance Partners is “a recruiter at heart”, seeking to be “a destination for really good people” because he firmly believes in “the growth follow-through that you get as a result of hiring well”.

He continued: “We haven’t really got growth because of technology. We haven’t really got growth because of proprietary sales systems. Clearly, there are going to be organisations with much more sophisticated operating models [and] capabilities than us.

“Our [growth] is based on attracting really good people and those really good people having brilliant conversations – many of which have advised clients for a good amount of time.

“Client followship in a market full of consolidation is not to be ignored. Clients follow as long as the environment, culture and proposition is right.”

Cementing Lloyd-John’s stance on talent, Broadway Insurance Partners is a signatory of Insurance Times’ Destination Insurance Talent Charter, adhering to five commitments around improving talent pipelines in UK general insurance.

‘Bravery’ to change the successful status quo

Digging into the details of Broadway Insurance Partners’ half-year financial results and preparing these numbers for publication gave Lloyd-John pause for thought in terms of how the broker is shaped for the future and its ambitions to scale.

“It has been nice to reflect on the fact that we’ve grown, but also how do we evolve and what [does] redesign and reorganisation look like?” he questioned.

“Broadway is well set [currently]. But at the same time, growth requires bravery around internal structural redesign and reconfiguration – and that’s really important to grasp as a leader because when things work really well, you don’t want to tamper with them.

“We feel really good that we’ve proven Broadway can grow. But to scale, without dropping your quality, maintaining consistency and avoiding complacency, you’ve got to invest in the sophistication of your operating model.”

With this thinking in mind, Lloyd-John implemented structural and staffing changes effective from 1 July 2026 to lay the foundations for taking “the right next step [in Broadway’s] evolution to keep us on track, but help us scale, which is the next aim and objective”.

Firstly, Lloyd-John created “a dedicated broking and markets function”, which will be led by Martin Lilley – the firm’s existing corporate director. This division is designed to better support insurers that have come to rely on a certain volume of business being funnelled their way from Broadway.

“We’ve invested in a load of technology, data and artificial intelligence (AI) capability through third party vendors to really work out what our client GWP ecosystem looks like,” Lloyd-John explained.

“A big realisation for me is that our monthly, quarterly, biannual, annual strategic meetings with insurers can’t be just about ‘oh we’ve got this one, can you have a look at it?’ It’s got to be about here’s where we’re going and here’s where we’d like your organisation to enrich us on the risks and uncertainties associated with this particular sector or product.

“Lilley will grow that function within our business. It’s been very well received by insurers because we’re going to be more organised, more disciplined, more structured.”

Pinpointing promotions

The second key change Lloyd-John has actioned is promoting former automotive director Pauline Brookes into the newly created role of commercial lines director – she will have oversight of and lead the broker’s newly combined and unified commercial lines division in an “internal facing but also market facing” position.

With 80% of Broadway Insurance Partners’ business now classified as commercial lines, Lloyd-John felt that the broker’s various commercial lines buckets needed better organisation, pulling “clients, sales, processes and procedures” into one function under Brookes, who will work alongside Lilley.

Lastly, Lloyd-John has invested in Broadway’s private client arm, which he described as the firm’s “jewels in the crown” specialty that focuses on supporting entrepreneurs with their personal and professional insurance needs.

Here, he has promoted current private client executive Matt Rawsthorne to deputy head of private clients – working under private client director Geraint Jones. This appointment is “partly because he deserves it, partly because I think he’s a real future leader within our business and it’s good to be thinking about succession”, Lloyd-John added.

Alongside this raft of internal changes focused on supercharging and supporting organic growth, Lloyd-John is also thinking ahead to other growth levers he can pull – such as M&A.

“Broadway will begin to look at strategic M&A in 2027,” the chief executive confirmed.

“Organic growth is the secret sauce of any insurance broker. It’s the most valuable asset, but I really do think we know enough about ourselves now to begin looking at strategic M&A next year.”

Letting the ‘waves catch’ up

Broadway Insurance Partners has achieved a number of milestones since its launch in March 2020.

Within its first year in operation, the broker placed £1m GWP, managed by three staff – compared to £25m handled by 50 staff today. Lloyd-John noted that between 2021 and 2025, Broadway achieved 1,150% growth, with the total number of settled claims exceeding £6.3m.

Lloyd-John said: “We didn’t set out to catch on to the waves of others. We’re all about being prepared, brave and courageous enough to set our own onward course and our own trajectory.

“And in doing [this], you do something interesting, you do something different and actually, what happens is you let the waves catch you. You go from wanting to replicate to focusing on creating – versus following trends.

“That is the thing that our broking community should try to stay close to. We will all have nuances. We will all look and feel slightly different in either a client, colleague or market environment. But we’ve got to be prepared to set our own course and let the waves catch us.”