Alera Group is taking a new direction after years of rapid expansion through acquisitions. Since its launch in 2017, the company has acquired around 220 firms. Now, under the leadership of CEO Jim Blue, who stepped into the role in 2025, Alera wants to focus on bringing its many parts closer together and improving how they work as one team.
“We were all about growing quickly with mergers and acquisitions,” Blue said. “Now, it’s about making sure our partners collaborate better, operate efficiently, and become more profitable together.” While Alera isn’t stopping acquisitions, the pace will slow down. The goal is to acquire only in areas that strengthen the company’s main services: property and casualty insurance, employee benefits, and financial services. Blue emphasizes that they want to stay on a clear path without straying into unrelated markets.
Alera already operates in about 36 or 37 states, but geographic location is becoming less important to clients. Instead, clients care whether Alera has the expertise they need. “It’s about specialization, not location,” Blue explained. The company also aims to create a stronger, performance-based culture, driven by a focus on people, accountability, and clear metrics.
Blue says that while people have always been important at Alera, the company is now putting more effort into accountability and measuring progress. Teams are encouraged to set a few clear goals to improve things like growth, profit margins, or client retention. The idea is to keep things simple and show real results.
This shift is part of a five-year plan that includes consolidating work and creating leadership opportunities. For instance, small commercial insurance work is being grouped into specific business units instead of being spread across many offices.
On the technology front, Alera is investing heavily in integrating office systems. They are also experimenting with artificial intelligence to make daily tasks easier and more accurate. One team in Arizona saw their time spent on PowerPoint drop by 30 to 40 percent, freeing up five to six hours each week. That extra time boosts productivity and quality.
Talent is another key focus. Alera wants employees to feel proud of where they work. About 90% of their internal promotions have come from within, but they expect that to balance out somewhat as they hire more from outside. An employee ownership model is a strong draw, with roughly half the company owned by employees. Around 1,200 employees hold shares, which Blue believes will help attract and keep top talent.
At a time when insurance brokers face rising client expectations and more complicated risks, Alera’s strategy is to offer deeper industry knowledge and work as a team. “Brokers have to do more than place insurance,” Blue said. They also need to advise clients on managing risks, from cyber threats to traditional hazards, considering economic and environmental factors.
Speed and insight matter more than ever. Brokers need to understand how insurance products apply to each client and use technology and data to stay up to date. Blue encourages a team approach so multiple experts listen to and address client concerns. “We do better when we bring a team,” he noted.
Alera’s new focus aims to make the company stronger and more connected, helping it serve clients better as the insurance world changes fast.