Declaration of Independents: Robert Strachan

• By: Olivia Overman
• May 1, 2026

Robert Strachan

President

Strachan Novak Insurance

Twinsburg, Ohio

Even though he grew up in an insurance agency family, Robert Strachan was convinced that he didn’t want to be on the brokerage side. He wanted to climb the ladder at a carrier. Yet, years later, he recognized the opportunity and joined his father’s agency with the aim of eventually taking the helm.

“Once I realized the magnitude of the opportunity I had to carry on the legacy, to carry on that opportunity of helping generations of families and businesses, it became more than just a job for me,” he said.

Transition process?

It was a situation where my father could sell to private equity, to another agency or to me, but it had to be at fair market value. We worked with our current accountant and also hired a separate accountant versed in acquisitions and the sale of businesses, and we conducted three valuations. From there, we agreed upon the right path.

Challenges to successful M&A?

I think most of them were probably in between my own two ears, trying to prove myself. I was really intentional about earning the respect and trust of others, not just within the organization but also in the community and among carriers and clients.

Strachan Health Insurance Partners?

We work with other independent insurance agents to help them develop their health book of business. We mentored and helped prop up some independent insurance property & casualty agents and gave them our playbook on the Medicare side. A lot of agencies are missing the boat on that opportunity to grow their business.

The transition was very intentional. It was a three-year plan to reach that transition date. That’s one of the biggest things—it can’t be a quick decision.

Acquisitions made?

We continue to acquire and talk to other agencies for acquisitions in both the p&c and Medicare space. We look at culture first, before we look at a book of business. It could be a small book or a large book; we’ve done both. We are involved in state associations and other associations around the state, where we know a lot of the market and other independent agency owners know we’re always looking to acquire.

Finding the right fit?

It has to be the right fit for them and for us. The first is culture; it has to be a service-based first mentality. The philosophy is we’re protecting assets. We’re not in this for any other reason. We look at the carrier lineup and what the selling agency owner is looking for. If an agency is looking for the highest dollar, it’s probably not the right fit. It’s really about clients, about preserving their legacy. Ideally, we can bring over some of their employees and even the agency owner into our organization.

Acquisition types?

We’ve done a lot of one-to-three-person operations where they’re one person away from the wheels falling off. If it’s a three-person operation and someone gets sick, retires, or moves to another agency, that agency owner is in a bad way.

We have the systems, processes and procedures here that they can come in and work out an agreement where we can service the book of business and then acquire at a later point in time as well.

What do you enjoy most about working in insurance?

The community aspect and the relationships that I have—people start out as clients and they become friends. Giving back to the community, the state and the region that gives us so much. I think that’s the most joyful thing that I can have in my day-to-day.

Another one of my favorite things about the industry is specifically on the commercial lines side, where you get to go behind the curtain and see how businesses are run. You get to sit down with these business owners or executives to understand how they run their businesses.

Many people think there are three legs to the stool where you’ve got your investment advisor, your lawyer and your CPA. Those three individuals are extremely important. But I would argue that the fourth leg is your insurance. Without proper insurance, you’re not going to have any money or a business to pay those other three or to protect all of that.

Biggest challenges facing agents?

The biggest challenges in our industry and in a lot of industries is going to be the administration of artificial intelligence (AI) and where that takes our industry. We’re just at the tip of the iceberg. Insurance-specific AI and chatbots will continue to change our industry.

I think there’s a huge opportunity for the agents who are true practitioners who will utilize AI and the developing technology. The early adopters will do very well, but those who believe that the way we’ve always done it will remain the same are the ones who might not be in a good situation in the future.

Advice for independent agencies and M&A?

But there’s opportunity out there for the true independent agents, as well as struggles going forward. I think being well-versed in all avenues is an advantage. There’s nothing good or bad about each one. It has to fit your lifestyle and your vision of the future.

Olivia Overman is IA content editor.