Dickson Group, one of Northern Ireland’s largest independent insurance brokers, has unveiled a plan to double its Gross Written Premium (GWP) from £50 million to £100 million by 2030, signalling an accelerated drive for scale through senior hires, a new Belfast office and tighter regional consolidation.
Strategy, structure and senior appointments
The growth blueprint centres on reorganising the group’s network into modern Regional Hubs, anchored by the head office in Omagh and a newly opened Belfast presence at The Kelvin. Management say the hubs will co-locate insurance specialists and underpin investment in digital tools to improve client experience.
The company said three senior appointments underpin the plan: Liam Foley as Business Improvement Director, Michael Gray as Finance Director and Richard Garrad as Sales Director. The effort will be led by Managing Director Ashley Dickson, who set the target and framed the next phase of expansion.
“Our plan sets a clear goal for Dickson Group: doubling our business from £50m to £100m GWP over the next five years,”
The group will also accelerate growth across the Republic through its sister brand, Dickson & Wilson Insurance Brokers, and said it is actively recruiting and pursuing further acquisitions of local brokerages that align with its strategy and values.
What it means for jobs, clients and the market
For regional staff and clients, the push to create larger, consolidated hubs implies both opportunities and pressure. The company states it will continue to recruit at senior level; the greater emphasis on technology points to roles in digital transformation and customer service, while acquisition-led growth typically brings integration work and potential redundancy risk in overlapping back‑office functions.
From a market perspective, a doubling of GWP to £100m would increase Dickson Group’s underwriting footprint and bargaining power with insurers, which can influence the pricing and availability of specialist covers to local commercial clients. The group’s specific intention to expand its commercial client base — flagged by the new Sales Director — underlines a push to win larger, higher-value business.
- Target GWP: £100m by 2030 (from £50m today)
- New Belfast office: The Kelvin, as a commercial hub
- Senior appointments: Liam Foley, Michael Gray, Richard Garrad
The Sales Director, Richard Garrad, highlighted the commercial thrust of the plan, noting the Belfast hub’s role in connecting the group to the broader business community while driving new business strategies across both Northern Ireland and the Republic of Ireland.
Numbers in context
While the headline GWP target is clear, hitting it will depend on a mix of organic growth, technology-enabled client retention and successful acquisitions. The group’s existing footprint and past acquisition record give it a platform, but competition among brokers for commercial clients has intensified as firms consolidate and larger national brokers extend regional reach.
| Metric | Now | Target (2030) |
|---|---|---|
| Gross Written Premium | £50m | £100m |
That arithmetic — doubling GWP over five years — will require sustained top-line growth of roughly 15% a year compounded, assuming no material change in product mix or pricing. The plan’s emphasis on technology and hub consolidation aims to improve client retention and new business conversion, two levers brokers typically use to scale.
Risks and next steps
The group’s stated appetite for acquisitions will be central to meeting its objective. Acquisitions can deliver rapid premium growth but bring integration, cultural alignment and regulatory hurdles. Equally, investing in technology can raise operating leverage, but only if implementation improves productivity or client acquisition sufficiently to offset the cost.
For local markets, the decision to base a hub in Belfast — and press harder into the Republic under its sister brand — reflects the continuing cross‑border nature of business on the island and the concentration of commercial decision‑making in city centres. For employees, clients and competitors, the coming months will reveal whether the strategy translates into new hires, deal-making and measurable premium growth.
