Last Updated on: September 5, 2025

Captive Insurance as a Business Continuity Plan: How Strategic Advisors Protect and Grow Their Book of Business

Your book of business is under constant attack. Competitors are targeting your best accounts every day, just like cybercriminals probing a website for vulnerabilities. If you don’t have a plan to defend and grow your client relationships, you’re leaving yourself exposed.

One of the most effective tools to protect and retain your best clients—especially in the middle market—is captive insurance. But here’s the key: captives are not just another market option to toss into the mix at renewal. They are a long-term business continuity strategy designed to keep you in control of your book while positioning you as a trusted strategic advisor.

This blog features insights from Warren Cleveland from Captive Coalition.

Why Your Book of Business Is Always Under Attack

Think of your book of business like a website. Even when you’re not aware of it, competitors are working to find weaknesses—whether that’s pricing, service gaps, or perceived lack of expertise. The moment they spot an opening, they’ll pounce.

The truth is, in a hard market, this competitive pressure only intensifies. If your retention plan is simply “hope the client stays,” you’re gambling with your income. Captive insurance gives you a defensive moat around your best accounts, making it harder for competitors to create a compelling reason for your clients to leave.

The Strategic Advantage of Captives

More Than Just Another Market

Captives are often misunderstood. Many producers think they’re just an alternative market to quote against traditional carriers. That’s a mistake. Captives should never be pitched as a quick fix or a “silver bullet” to save on premiums.

When sold correctly, captives are about stability, control, and transparency—not chasing a cheaper price. They create a long-term partnership between you and your client, where the relationship is no longer tied to the whims of the traditional insurance market.

The Client-for-Life Factor

Once a client is in a well-performing captive, there’s little incentive for them to leave. Moving from one captive to another requires significant new collateral and provides minimal competitive advantage if performance is strong.

For the producer, that means long-term client retention. For the client, it means predictable costs, transparency in where every premium dollar goes, and a risk management strategy that rewards good performance over time.

Common Producer and Agency Owner Missteps

Even top agencies sometimes miss the captive opportunity. Common mistakes include:

Fear of losing contingency revenue from carriers.
Limited understanding of how captives actually work.
Waiting until renewal to bring up the idea.
Not educating clients early enough to prepare them for the financial commitment.

When you avoid captives out of fear or lack of knowledge, you leave your book vulnerable to producers who do understand and can sell the long-term strategic benefits.

Timing the Captive Conversation for Maximum Impact

The best time to introduce captives is 90 days after renewal—when the client isn’t distracted by immediate insurance decisions and you have their full attention.

From there, you should begin a drip education process that builds understanding and trust over time. This includes explaining collateral requirements, the long-term return timeline, and the strategic advantages.

Clients should know months—if not a full year—in advance how captives work before they’re ever asked to commit significant capital.

Shifting from Salesperson to Strategic Advisor

What Strategic Advisors Do Differently

Most producers are seen as salespeople because they tie their value to the product they deliver. Strategic advisors, on the other hand, sell their intellectual capital and processes—and they win more often because of it.

Strategic advisors are called before big decisions are made. They’re part of the client’s planning process, helping map out growth strategies, risk management approaches, and cost-control methods.

The Business Owner Mindset

Successful business owners don’t write six-figure checks on a whim. They take calculated risks based on trust, education, and clear ROI. Your job as a producer is to guide them through that decision process so they feel confident in the strategy.

Key Takeaways for Producers

Captives are a calculated risk—not a quick savings pitch.
They should be positioned as part of a business continuity plan for your book.
Early education drives higher close rates.
Captives create a wedge your competition can’t easily match.

Next Steps for Producers and Business Owners

For producers: Start planting the seeds about captives well before renewal. Build the narrative around stability, control, and strategic growth—not just pricing.

For business owners: Ask your current broker if they’ve explored captives for your business. If they haven’t, that’s a red flag that they might not be thinking long-term about your risk management.

Final Word

The producers who will dominate the next decade aren’t the ones who can “find a cheaper quote.” They’re the ones who operate as strategic advisors—helping clients make informed, proactive decisions about managing risk.

Captive insurance isn’t for everyone, but for the right client, it’s the ultimate retention tool, growth strategy, and business continuity plan rolled into one.

If you want to protect your book, deepen client relationships, and compete on value instead of price, it’s time to add captive insurance to your playbook—before your competitors do.

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