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HUB International Reviews

73 Reviews
73 Reviews
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HUB International Chairman and CEO Martin P. Hughes
Martin P. Hughes
37 Ratings

    The support of a large company with the feel of a small company.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Anonymous Employee in Coppell, TX
    Former Employee - Anonymous Employee in Coppell, TX

    I worked at HUB International full-time (more than 10 years)


    HUB grows primarily by merger and acquisition, followed by organic growth. They do a very good job of acquiring niche agencies that fit well into HUB's culture and then once they acquire the agencies they pretty much let them run unencumbered. Truly amazing in corporate America. The main pros:

    Financial backing of a large company (you know money for hardware, software, training, offices, etc.)
    Great benefits (seriously- I relocated and had to change companies, people griped about our benefits when I was at HUB but I really wish I could find a company with the same ones I had)
    Corporate offices allow local offices the flexibility to "get the job done" in the manner that works best for them. Local management is of course responsible for hitting numbers, but that's why they're managers and they would have those responsibilities any where.
    Solid executive leadership, with a clear vision of what they want and how to get there (surprisingly rare as I've come to find).

    On a local basis (I worked in the Coppell TX office) the president was really a good, fair person. He always made sure we were paid fairly, including bonuses. If you aren't getting fair bonuses, that is a local problem not a HUB problem. They make plenty of funds available to bonus fairly.


    In the office I was in there was not a lot of room for growth. If you want to be in the insurance world for your career it would be OK but if you want to move into upper management HUB would not be the company for you. They typically hire for corporate positions from outside, not within.

    I saw people promoted to very high levels (regional presidents overseeing many offices and hundreds of employees) based pretty obviously on who they were prior to a recent acquisition (you know, they happened to be the son of the owner of a recently acquired agency). Some of these people were really a disaster. Just bad managers, all you could do was wait until they decided they had a big enough pile of money to buy a yacht and leave.

    They have had challenges over the years with support- IT and marketing primarily. IT is so much better than it was just a couple of years ago. They hired a really good CIO, and everything changed. Their main problem was when you do so much M&A you end up with a ton of different systems and versions of systems to support. IT support was a mess. The CIO has VASTLY improved this and has been moving HUB towards best in class software. He's also hired some amazing folks to assist not just with supporting current systems but IT projects that the local offices are not equipped to manage well. All that said- marketing as of 2014 when I left was still not supportive of the local offices. They just had too few people to support so many offices.

    Advice to ManagementAdvice

    While I understand concessions have to be made during the M&A process, do whatever you can to limit putting bad managers in positions of real power. They do a lot of damage.

    Give your Marketing Department more money and people so they can better support the local offices. Otherwise the local offices will dilute your branding because they're doing their marketing themselves.

    And whatever you do, don't get rid of Barry C.

    Positive Outlook
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