Rising Star Jordyn Arons Rosen on M&A Challenges and Innovating Client-Centric Solutions: Risk and Insurance

For IMA Financial’s Jordyn Arons Rosen, adaptability, customer focus and innovation are essential to successfully managing today’s M&A risks.



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Here is our interview with Jordyn Arons Rosen of IMA Financial Group Inc., a M&A Power Broker finalist for 2023.

Risks and Insurance: Tell us how your career path led you to focus on M&A?

Jordyn Arons Rosen: I started on the carrier side with a CNA. Whenever there was an M&A deal with an international component, I was the underwriter.

In addition to all the deals I did, I ended up getting a lot of exposure to M&A transactions by being the international underwriter for all of them.

From there I went to Willis Towers Watson in the M&A team, so because of the work I was doing and the familiarity I had with Willis when I moved to Dallas, I was hired.

R&I: What special challenges do PE firms present and how are they meeting your clients’ needs?

GLASS: There is the timeline itself and the fact that we are one of many care providers and fatigue often sets in.

When we work on the due diligence side of what we do in our practice, you have a very short turnaround time and a whole different set of shortcuts and terms and conditions and things that come from a coverage perspective — new coverage, some tail and runoff coverage. Many of them specialize in the world of liability insurance for transactions, repetition and warranties and other specialized coverages.

Moreover, from a general point of view, their investment schedule is different. They buy a business and can hold it for an average of five years versus a typical insurance and benefits client who could be your client forever. Here, you have an average five-year tenure, so what can you do not only on the deal side, but within that average five-year timeline to maximize value, to get that value at the exit when the private equity firm turns to exit the investment.

This is not always the case. For example, some family offices may not have an investment horizon where they have to sell the investment and return the proceeds.

Much of the world we play in (includes) lower and middle market private equity firms that buy family businesses that really need immediate cash and business capital. You can’t necessarily think of insurance solutions to keep that cash, so you have to find ways to close claims, reduce claims, reduce premiums or unique solutions with guaranteed cost programs that don’t need collateral. .

There are several alternative venture financing options that you can do for this. We know that both the private equity firm and the portfolio company need cash for this business more than other businesses or other clients. You have two buyers on every account you have.

In our world, you have a CFO or CHRO and a PE firm – so two customers to please, and sometimes not (he agrees).

R&I: How big is your brokerage philosophy?

GLASS: The customer comes first.

Everything we do is to serve our clients. Whether it’s finding a new way to do it, we’re nimble and entrepreneurial in this space.

We’re unique to the bigger places I’ve worked where you have to do things because that’s how it’s always been done. As a company, we have one P&L and we’re all employee-owners in the business, so I think that translates into always doing the right thing for our clients, even if it means it’s not maximizing profit on our end.

R&I: How informed are you about market developments in your areas? Do you share your knowledge with your clients in a certain way?

GLASS: I cooperate with a number of organizations in the field of private equity and M&A. We are the insurance and benefits category sponsor for the Dallas chapter of AM&AA and are involved with ACG and the Women’s Finance Exchange.

Additionally, I follow my prospects and clients on LinkedIn to see what’s going on, whether they’re announcing a new deal or hiring.

Podcasts — I’m a big podcaster. Since we’re going back to the office, I’m using the commute time to listen to podcasts, lots of insurance and private equity podcasts, not so much murder mystery time.

I also continuously read the reports of the competitors. We had a client come in and ask us for insurance news. We take a more specialized approach than the big five brokerage firms; we issue risk or market focused reports.

R&I: What is the biggest challenge facing the market now and how can we as an industry address it?

GLASS: Finding a way to wrap your head around creative ways to insure your property. Real estate is probably the hardest thing we do right now.

When our clients, whether mergers or acquisitions or not, talk about challenging renewals, it’s always property. Global warming, natural disasters and their frequency and severity are not going anywhere. You can’t keep charging more for the same regular insurance, so finding new ways to cover it will be really important.

Another challenge, because we can be so outdated in this industry, is using AI in the right way. There are solutions, but none of them meet all needs, so it’s a challenge, but also a really exciting opportunity. &

Nina Luckman is a business journalist based in New Orleans, focusing primarily on the workers’ compensation industry. For the past several years, Nina has served as the editor of the Louisiana Comp Blog, a news site she founded in 2014 under the group self insurance umbrella. She can be reached at (email protected).