The agency's name and identity
The agency would retain its name and identity. Its reputation and position in the market are assets to protect, not replace with a larger platform brand.
For commercial insurance agency owners
A long-term home for the agency you built
Mike Bloom is seeking to acquire one commercial insurance agency that he will lead full time and own for the long term. His objective is to preserve the relationships and culture that made it successful while reinvesting thoughtfully in its people and future growth.
One company. Full-time leadership. Long-term ownership.
Why insurance
Why insurance, and what Mike would bring
At Traba, insurance fell within Mike's responsibilities as Head of Strategic Finance. In a workers' compensation-intensive industrial staffing business operating across more than 30 states, he saw how coverage, policy terms, claims performance, and broker responsiveness could either enable growth or slow it down.
Traba needed an insurance partner that combined specialized judgment with high-touch service and the speed required by a rapidly growing business. That experience reinforced Mike's view that clients are not simply buying policies. They are buying trust and peace of mind from a partner who understands their business and moves at its pace.
As an operator, Mike worked closely across management, sales, finance, and operations. He partnered with senior leaders to realign commission structures, triple the sales organization while increasing quotas, and automate proposal workflows to reduce RFP turnaround times. He is comfortable moving between company-level priorities and the operating details required to execute them.
Applied to an insurance agency, that means supporting producers and service teams, investing in systems that improve the client experience, and creating opportunities for talented employees to grow with the business.
Before Traba, Mike spent almost a decade as an investor. He studied the business models of Aon, Marsh McLennan, Ryan Specialty, and Willis Towers Watson and spent significant time learning from management teams across some of the world's best-run public companies. That experience gave him a strong understanding of insurance brokerage economics and what exceptional leadership and disciplined execution look like in practice.
What stays the same
Continuity across the agency, its people, and its relationships
A sale should not mean losing the identity, relationships, and team that made the agency successful. Mike's default would be continuity, with change considered only when it clearly benefits clients, employees, or the long-term strength of the business.
Producer relationships and books of business
Producer relationships and books of business would remain central to the agency. Existing compensation structures would not be changed merely to impose a new model. Any future evolution would be thoughtful and developed with the people affected.
The service team
Clients should continue working with the people they know and trust. Mike's priority would be to retain strong employees, maintain uninterrupted service, invest in their development, create opportunities for greater responsibility, and consider meaningful ownership opportunities for key team members where appropriate.
Carrier appointments and contracts
The transition would be planned to preserve carrier appointments, existing contracts, and productive carrier relationships.
Who this is for
Commercial agencies built on trust, expertise, and strong teams
Present Capital is interested in established commercial insurance agencies and brokerages built on trusted client relationships, specialized expertise, and strong teams.
Size
Typically $500,000 to $10 million of EBITDA, or approximately $1 million to $50 million in annual commissions and fees.
What makes an agency a fit
Recurring commission revenue, durable client and carrier relationships, talented producers and service professionals, and a team that wants to continue building the business.
Areas of particular interest
Agencies serving industries with complex, mandatory, or contract-driven insurance needs, including healthcare and professional liability, construction and the trades, and selected transportation risks. The focus also extends to other commercial niches where clients depend on specialized advice and responsive service.
These are guideposts rather than rigid requirements. The quality of the agency and the suitability of the transition remain central to fit.
First conversation
How a first conversation works
No formal materials or sale process are needed to begin. An initial conversation is simply a chance to learn about the agency and what the owner is considering.
Is it confidential?
Yes. Introductory conversations and anything shared in them are treated with care and discretion.
Do I have to leave right away?
No. The timing of a transition and the owner's role afterward would be shaped around the needs of the agency and the owner's preferences.
Who would own and run it?
Mike Bloom would own and lead the agency full time, working closely with the existing team and supported by committed, long-term capital.
What happens to my team?
The existing team is central to what makes an agency successful. Mike's intention would be to keep strong employees in place, invest in their development, and partner with existing leaders who want to continue building the business. Where appropriate, he would also consider opportunities for greater responsibility and meaningful ownership.
Contact
Interested in a conversation?
Owners considering a transition, along with their advisors and intermediaries, are welcome to get in touch. Nothing formal is required, and there is no obligation.
Confidential inquiry
A brief overview of the agency or situation is sufficient. Everything shared is treated confidentially and reviewed directly by Mike.