Hagerty
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Hagerty Leadership & Management
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
How are the managers & leadership at Hagerty?
Strengths in clear strategy, explicit goals, and ongoing public communication are accompanied by challenges involving inconsistent leadership behaviors, trust erosion around workforce actions, and execution pressure in the middle layers. Together, these dynamics suggest a company with coherent top-level direction whose day-to-day management consistency and change execution vary by team, shaping a mixed employee experience.
Positive Themes About Hagerty
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Strategic Vision & Planning: Public communications consistently outline a growth strategy across insurance, membership, marketplace, and technology, anchored by the mission to 'save driving and car culture.' Leadership employs structured tools like the One-Page Strategic Plan and Rockefeller Habits to maintain alignment during scaling.
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Purposeful Goal Setting: Goals are framed with concrete targets such as reaching three million policies by 2030 and multi-year revenue and earnings guidance. Recent leadership hires and partnership moves are explicitly tied to achieving these objectives.
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Open & Transparent Communication: Earnings updates, press releases, and leadership statements regularly share direction, priorities, and progress, including platform transitions and partnership changes. Messaging also explains the planned Markel fronting arrangement and the intended benefits.
Considerations About Hagerty
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Biased or Inconsistent Leadership: Advancement is depicted as dependent on an inner circle, with 'cliquey' dynamics and uneven managerial quality across teams. Experiences range from supportive leaders to micromanagement and disparate treatment.
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Lack of Accountability & Trust: Layoff actions are characterized as blindsiding and 'shady,' fueling low trust in leadership. Senior management is described as disconnected from operational realities and workload pressures.
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Poor Execution: Operational strain appears in too many initiatives with insufficient staffing and inexperienced middle management. Decision-making is blamed for multiple rounds of layoffs and ongoing instability.
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