Technical competence, regulatory awareness, and strategic foresight are not static achievements - they are continuous pursuits. For Managing General Agents (MGAs), staying competitive in today’s insurance environment depends on the ability to absorb new knowledge, adapt to evolving risks, and embed governance and innovation into day-to-day operations. At the MGAA, we work closely with our members to champion continuous learning and development focused on cutting edge and fast-evolving topics as a strategic necessity.
The range of themes on the MGA training agenda in 2025 reflects the complexity of the challenges and opportunities our members are navigating. From regulatory changes and risk exposures to technological disruption and cultural transformation, MGAs face a dynamic operating environment. That’s why we work closely with a range of expert partners to deliver relevant, actionable insights that go beyond surface-level training. It’s also why we appointed our own MGAA Learning & Development Manager, Alison Cairns to develop a training schedule tailored to the needs of our growing membership. The following three recent highlights are just a small cross-section of the wider technical and developmental issues shaping the future of our sector.
One of key areas of focus this year is Diversity, Equity and Inclusion (DE&I) at the board level. It is no longer sufficient for firms to make public commitments to DE&I without backing them up with data-driven strategies and meaningful governance, as we all know. Nikki Bennett, Managing Director at UKGI and Searchlight Training, recently led a session for MGAA members on how to build an evidence-based DE&I strategy aligned with FCA expectations - specifically the latest guidance outlined in CP23/20.
The session highlighted how DE&I should be integrated into governance structures and board reporting, not just to satisfy regulators, but to drive better decision-making, strengthen risk management and create more resilient business models.
Another key area of development is Directors’ and Officers’ (D&O) risk exposure. With increasing regulatory scrutiny and the constantly developing litigation landscape around insurance, MGAs need to ensure that their boards and leadership teams understand the risks they face.
In collaboration with WTW and legal experts from Clyde & Co, the MGAA hosted a session unpacking the findings of a global D&O survey. The discussion covered insolvency threats, class actions, consumer complaints, and the wider implications for directors operating in an increasingly volatile environment. James Cooper, Partner at Clyde & Co, offered expert insight into how these trends are reshaping boardroom risk, and what steps MGAs can take to prepare. Understanding these exposures is essential for any MGA leader concerned with long-term stability and governance integrity.
The third trend reshaping learning and development is, unsurprisingly, artificial intelligence. With the rapid acceleration of AI adoption across the industry, the need for informed, practical guidance has never been greater. Karen Stanford, Chief Experience Officer at GreenKite Associates, recently led a session examining how MGAs can harness AI while staying in control of their data, systems, and ethical obligations.
The discussion explored not only the operational advantages of AI, but also the legal frameworks - such as DORA and GDPR - that must underpin its use. Far from being a futuristic concept, AI is now a core component of MGA strategy, and understanding its governance implications is becoming a vital competency for teams across all functions.
These examples illustrate just a fraction of the broad and fast-evolving learning landscape that MGAs must navigate. As the regulatory environment changes, technology advances, and cultural expectations shift, there is no single playbook. That’s why continuous learning, and the ability to adapt and apply that learning, is what sets high-performing MGAs apart.
At the MGAA, we are committed to supporting our members with expert-led sessions, up-to-date insights, and a collaborative platform to share knowledge and experiences. But learning doesn’t stop at awareness or discussion. Equally important is the ability to translate insights into clear, practical steps that embed change. That’s why our approach focuses not only on exploring complex topics, but on rapidly increasing the momentum from discussion to implementation. Shared learning and knowledge exchange across the market are vital tools in this process. By surfacing best practice and drawing on real-world experience from across the MGA community and beyond, we help turn insight into action, strengthening governance, operational resilience, and strategic agility sector-wide.
Learning, training, and development never stand still, and neither do we. Watch this space for further updates and opportunities to get involved.
