Matthew Murray's Unconventional Insurance Agency Blueprint: Humor, Grit, and Real Strategy (Part 1)
Hosts of The Insurance Dudes Podcast — 1,000+ episodes helping insurance agents build elite agencies
Matthew Murray walks into a conversation the way he walked into building his insurance agency, with a story you weren't expecting, a laugh you didn't see coming, and then a piece of advice so sharp it stays with you for weeks. Craig and Jason brought him on for episode 700, and the conversation lived up to the milestone.
What makes Matthew's approach distinctive isn't any single tactic. It's the combination of a genuine sense of humor about the business, its absurdities, its frustrations, its occasional spectacular failures, with an equally genuine commitment to building something that lasts. He's not performing confidence. He earned it through the kind of experience that only comes from staying in the ring long enough.
The Early Days: What Nobody Tells You About Starting an Agency
Matthew's story doesn't start with a clean origin narrative. It starts with the chaos that most agency owners know intimately: the awkward early conversations, the clients who were harder than expected, the moments where the right move wasn't obvious and you had to trust your gut and hope it worked out. He told a story early in the conversation, involving his agency during the COVID period, that had Craig and Jason laughing hard enough that the story itself almost overshadowed the lesson inside it.
The lesson, once the laughter settled: sometimes the situations that feel most like disasters are actually defining moments. How you respond to chaos tells your team everything about what the agency actually is. Matthew's response to the pressures of his early career was to refuse to pretend they weren't happening while simultaneously refusing to let them stop him. That combination, honesty about difficulty, persistence through it, is harder to manufacture than any marketing strategy.
The early agency years are uniquely brutal because you're simultaneously learning the business, building the systems, recruiting the team, and trying to close enough policies to pay for all of the above. Matthew's insight is that the agents who survive this period are rarely the most talented, they're the most resilient. Talent gets you to the table. Resilience keeps you there when everything is harder than it looked from the outside.
What Matthew built in those early years was more than a book of business. He built a set of principles, about hiring, about client relationships, about what kind of agency he wanted to run, that became the foundation for sustainable growth. Those principles aren't glamorous in the way that growth tactics are glamorous. But they're what makes the growth stick.
Key Insights From Matthew's Agency Journey (Part 1)
Your agency's culture is set in year one, intentionally or accidentally. Matthew is emphatic about this. Every hiring decision you make, every client interaction you model, every time you handle a conflict or reward a behavior, you are teaching your team what this agency is. If you don't define it intentionally, it gets defined by default. And default cultures tend to optimize for comfort, not excellence.
Humor is a legitimate leadership tool. Matthew uses it deliberately. Humor in a high-stress environment like insurance sales does several things: it reduces the anxiety that makes bad decisions, it creates connection between team members, and it signals to clients that the person they're working with is human and relatable. Agents who take themselves too seriously often struggle to build the rapport that makes clients buy and stay.
The painful early lessons are the most durable. Matthew doesn't regret the hard experiences, he's grateful for them. Not because he enjoyed them but because the insights they produced are impossible to fake or shortcut. A lesson learned by losing money or losing a client lands differently than a lesson learned from a book. Both matter. But the experiential ones stick.
You don't need a perfect plan to start, you need a direction and the willingness to correct. Matthew didn't have every system figured out before he started growing. He had a direction, a set of values, and the discipline to notice when something wasn't working and change it quickly. That iterative approach, direction, action, feedback, correction, is more effective for most agency owners than waiting for the perfect playbook.
Build relationships with other agents who are further along the path. One of Matthew's consistent recommendations is finding mentors and peers in the industry who have already navigated the stages you're in. The insurance industry has more generosity in this direction than most, there are agents who will share what worked and what didn't if you reach out. That shortcut is worth more than almost any paid resource.
What This Means for Your Agency
Reflect on the culture your agency has developed since day one, not the culture you intended, but the one that actually exists. What behaviors get rewarded? What gets tolerated? What do your team members think the agency is actually about? If there's a gap between your intended culture and the actual one, closing that gap starts with a direct conversation, not a new policy.
Audit your resilience practices. What do you do when a quarter goes sideways? Do you have a framework for processing difficult stretches, as a leader and as a team, that keeps morale intact without papering over reality? Matthew's ability to find humor in hard situations isn't denial. It's a sophisticated coping mechanism that builds team cohesion under pressure.
Identify one relationship with a more experienced agency owner that you could actively invest in this month. A single honest conversation with someone who's navigated what you're facing can be worth months of trial and error. Reach out. Ask specific questions. Most successful agents are far more willing to share than you'd expect.
The Bottom Line
Matthew Murray's agency story is a case study in building with both eyes open, seeing the difficulty clearly, maintaining a sense of humor about it, and refusing to let it determine the outcome. Part 2 of this conversation goes deep into his specific approach to life insurance and final expense conversations, where his client communication philosophy really shines.
Continue with Part 2: Matthew Murray on Life Insurance, Final Expense, and the Conversations That Matter.
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