One Bellevue Place — which includes the buildings housing Sprouts Farmers Market, Burlington, PetSmart, The Eastern Peak and the AMC Bellevue 12 cineplex, among others — has sold for $90,268,000.
Though businesses operating from within the structures (at least nine, depending upon how they are counted) offer their own addresses, Metro property records note a singular address for One Bellevue Place of 7614 Highway 70 S.
A Davidson County Register of Deeds document lists the new owner of the West Davidson County property as New York-based Prospect Ridge Advisors, an investment management company that specializes in private equity real estate deals.
Prospect Ridge, which owns Easton Place in Murfreesboro, also operates offices in San Francisco and Brentwood. The company landed a $55.67 million loan from Ohio-based Nationwide Life Insurance Company, according to a separate Davidson County Register of Deeds document.
The seller was Chicago-based Metropolitan Life Insurance Company, which paid $92,948,500 for the 45.95-acre site and its various buildings in 2019. Though selling for about $2.68 million less than it paid for the property, it is unclear if Metropolitan Life Insurance Company — the parent company for which is New York-based global holding corporation titan MetLife Inc. — took a loss on the transaction.
The acquisition does not include buildings accommodating Home2Suites by Hilton Nashville Bellevue and Chick-fil-A, even though both structures are landlocked by the just-sold property, according to Metro records.
In addition, the purchase does not include four standalone structures that front Highway 70 South and from which operate Chili’s Grill & Bar, Panera Bread, U.S. Bank and Regions Bank.
One Bellevue Place sits on a site that, in part, previously offered the Bellevue Mall. That suburban shopping mall closed in 2008.
Charlotte-based Crosland Southeast primarily developed the One Bellevue Place site.
The Post was unable to determine if brokers were involved in the transaction.
As the insurance industry tackles solutions to its talent gap crisis, one expert says it simply hasn’t done a good enough job leveraging its greatest selling point to Gen Z: the potential for change.
“The question isn’t whether the talent is out there or not — it’s whether the insurance industry can evolve its story and culture fast enough to attract it. Because if they can, there is a generation of very passionate, ambitious folks out there that are certainly ready to build that next chapter with insurance,” Josh Levine, founder & CEO of UX design agency Cake & Arrow, said.
He spoke with InsuranceNewsNet on the heels of a Cake & Arrow study that found Gen Z is generally reluctant to work in the insurance industry, although they acknowledge it can have some benefits.
“To me, the surprise is always that people, especially Gen Z, know that insurance does have stability to a certain extent, and you would think they’d be attracted to it. But the reason why the message of insurance isn’t quite resonating is pretty relevant,” Levine added.
While it still holds true that young people view insurance as “boring,” an increasingly major concern is the perception that it’s untrustworthy. Levine suggested that successful recruitment should capitalize on messaging that empowers the younger generation to change that perception, ushering in wholesale evolution of the industry.
Most Gen Z have never even considered insurance
Cake & Arrow’s research found 79% of Gen Z have never considered pursuing careers in insurance. Nearly 50% said they are not interested in the insurance industry at all and 14% said nothing could ever change their mind about that.
SOURCE: Cake & Arrow’s 2025 study “Why Gen Z Is Ambivalent About Working in Insurance.”
At the same time, most are aware of the benefits insurance can have. Fifty-five percent of the Gen Z respondents in the study had a generally positive view of the insurance industry, and stability was ranked as the most appealing benefit an insurance career could offer.
The disconnect, however, lies in perception. The study found that while insurance offers what Gen Z professionals prioritize in a career — stability, benefits and long-term opportunities — most dismiss the industry because of what they think a job in insurance looks like.
“The talent is there and everything is ripe for the taking. Many recent graduates are struggling to find entry-level opportunities. The challenge is that the insurance industry hasn’t made a compelling enough case for itself,” Levine said.
Ethical concerns increasingly matter
It should come as no surprise that 67% of respondents found insurance to be “boring” or outdated, but a perception of insurance as an unethical business practice has become a significant concern among the younger generation.
“This is particularly relevant in the past few years — people have seen how often insurance doesn’t come through for them or for others when they need it. Over and over we hear, and in this research too, about bad claims experience… Gen Z is seeing this play out online right in front of them in the news, and they’re absolutely taking note,” Levine said.
He said while Gen Z as a whole recognizes the value of insurance as a way to protect themselves and their families, “they’ve seen or heard way too many stories to really trust it.”
“If they don’t trust insurance to do right by people, they’re unlikely to want to build a career in it… Until the industry can really start rebuilding that trust and being more transparent, fair and human in how they show up, the message isn’t going to land,” Levine said.
Offering purpose
However, Levine sees this perception challenge as an opportunity for the industry to offer young professionals a career with purpose — which is precisely what the research indicates most of them want.
“I’d rather go in an industry, and this should resonate with most young folks, where there is a lot of opportunity to change, where it isn’t that advanced. To me, that’s a selling point: let’s go where we can provide value and make a difference. There’s a lot of ground to make up there, and there’s a positioning that can really resonate with younger generations,” he said.
In insurance, that can look like reframing roles “not as salespeople but as guides or consultants who can help people understand their coverage, make really informed decisions and shape customers’ financial well-being and peace of mind.”
“We’ve got to flip the script and change because, as is, even if we do recruit, the issue is going to be retaining… I think that’s the big goal of making insurance back to being a career role that people can grow in and feel challenged and have the flexibility and openness to make change and contribute to a better customer experience,” Levine said.
Cake & Arrow is a UX design agency that describes itself as being “human-centered,” offering organizations in the insurance and financial services industry digital experience solutions. Its research surveyed 519 Gen Zers, aged 18-28.
Starting a family brings joy, responsibility – and the need to plan for the unexpected.
Life insurance may not be the first thing on your to-do list, but it plays a crucial role in protecting your family’s future. If something were to happen to you or your spouse/partner, a life insurance policy can help cover the mortgage, childcare, education costs and daily living expenses – giving your loved ones financial security during a difficult time.
So, how much coverage do you need? A very general rule of thumb is to buy a policy worth 10 times an individual’s annual income.
For example, if your annual salary is $75,000, it makes sense to consider a policy with a $750,000 death benefit. But also factor in other things, such as your total debt, number of dependents and long-term goals (like college tuition or buying a bigger home).
Online calculators can help, or you can consult with a financial advisor to get a more tailored recommendation.
In general, there are three basic types of life insurance to consider: · Term life insurance. This type of insurance is the most affordable and straightforward option. It provides coverage for a specific period – typically 10, 20 or 30 years. If you pass away during the term, your beneficiaries receive the death benefit. It’s a great choice for young families who want maximum coverage at a low cost.
· Whole life insurance. Whole life is permanent insurance that lasts your entire life, as long as premiums are paid. It also builds cash value over time, which you can borrow against. It’s more expensive than term life insurance, but offers lifetime protection and a savings component.
· Universal life insurance. This type of insurance is a flexible, permanent policy that combines a death benefit with a cash value account. As a result, you can adjust your premiums and death benefit as your needs change, but the policy also depends on investment performance, which can affect the value over time.
As your family grows, so does your need to plan for the unexpected. Life insurance isn’t just for you – it’s for the people who depend on you.
Informational Sources: Investopedia: “How Much Life Insurance Should You Have?” (September 23, 2024); State Farm: “Life Insurance Basics” (January 23, 2025).
LPL Financial and its advisors are only offering educational services and cannot offer participants investment advice specific to their particular needs. If you are seeking investment advice specific to your needs, such advisory services must be obtained on your own separate from this educational material.
This newsletter is a publication of Kmotion, Inc., whose role is solely that of publisher.
The articles and opinions in this newsletter are those of Kmotion. The articles and opinions are for general information only and are not intended to provide specific advice or recommendations for any individual. Nothing in this publication shall be construed as providing investment counseling or directing employees to participate in any investment program in any way. Please consult your financial advisor or other appropriate professional for further assistance with regard to your individual situation.
Jason Benson, LPL Financial Advisor, may be reached at 918-256-4213 or Jason.
It was a good year for life insurance sales. But problems with indexed universal life overshadowed some of that good news.
IUL comes with a death benefit and a cash value that grows based on a stock market index, but isn’t directly invested in it. A portion of the premium pays for insurance costs and fees, while the rest earns interest, usually with a guaranteed minimum and a maximum return.
IUL can be difficult for consumers and agents to understand, leaving the potential for bad sales much greater. New annualized premium for individual life insurance rose 16% year over year in Q3, reaching $4.3 billion, according to LIMRA.
But the ongoing controversy around IUL filled the list of our most-read stories of 2025:
Big sales, big problems with IUL
This September 2024 story gained new audiences after fresh IUL controversies. It gives a soup-to-nuts explanation of the product and its many positives and negatives.
One thing that nobody will argue is that IUL sells — and sells big. While other types of life insurance products lag with low single-digit growth or negative sales numbers, IUL face amount keeps increasing.
“Many clients appreciate that an indexed universal life insurance policy offers a zero-floor guarantee,” said Raza Begg, an executive director at Experior Financial Group in Cheektowaga, N.Y. “This guarantee means that the policy is guaranteed never to lose or incur losses based on a stock market index, providing a level of safety that attracts risk-averse investors.”
Versatility and powerful sales ensure that IUL is not going away in the near term. But is change needed to help indexed universal life insurance evolve into a more responsible life insurance product? Many insurance professionals say yes and point to illustrations, participation rates, and consumer education as areas that are lacking.
IUL critics have “some valid points,” Begg conceded, noting that an IUL policy is a fairly new product to many policyholders.
The order covered two associated reinsurance companies: Haymarket Insurance Co. and Jazz Reinsurance Co. The three companies share the same Salt Lake City address and are owned by Advantage Capital Partners, known as A-Cap.
Utah withdrew its rehabilitation petition in May, dismissing the case, as the parties agreed to resolve issues through mediation rather than court action.
This November story delved into the Kyle Busch vs Pacific Life lawsuit and its potential impact on the IUL industry.
Filed in Lincoln County, N.C. state court, where the Busches live, the complaint accuses Pacific Life Insurance Co. and its appointed agent of designing and promoting a series of complex IUL policies as “tax-free retirement plans” that were misrepresented as safe, self-funding investment vehicles.
According to the filing, the defendants used misleading illustrations, undisclosed costs, and false promises of guaranteed multipliers and controllable charges to induce the Busches to pay more than $10.4 million in premiums, resulting in net out-of-pocket losses exceeding $8.58 million.
A PacLife spokesman said the company has been in touch with the Busches and their attorney. The case remains active.
SC judge rules Atlantic Coast can stay in business
South Carolina Judge Ralph King Anderson III reversed a state Department of Insurance order that had banned Atlantic Coast Life Insurance Co. from writing new premiums.
In his February decision, Anderson rejected the department’s conclusion that Atlantic Coast was in financial distress.
“The evidence shows that ACL maintains a positive cash flow and has not experienced any difficulty paying amounts owed to either its policyholders or creditors,” he wrote.
Atlantic Coast is owned by Advantage Capital Partners, known as A-Cap. Claiming the insurer’s underlying financial condition is poor, South Carolina regulators had banned Atlantic Coast from writing new life policies after Dec. 31, 2024.
Lawsuit accuses National Life of misleading IUL sale
This November 2024 story about an Indiana woman suing National Life over her IUL attracted plenty of readers throughout 2025.
Sanya Virani claims the IUL relies on back-tested historical performance that does not match reality and is “a fraudulent sham.” Virani is locked into a product that is not performing as promised and comes with costly surrender fees if she were to terminate the policy, the complaint states.
Virani filed the lawsuit in the U.S. District Court for the District of Vermont, where NLV is headquartered. The lawsuit remains active.
Also listed as defendants are National Life Insurance Co. and Life Insurance Co. of the Southwest. The complaint is just the latest in a series of lawsuits nationwide by dissatisfied IUL policyholders who claim they were misled by rosy illustrations.
A spokeswoman for National Life released this statement after the lawsuit was filed: “We strongly dispute the plaintiff’s allegations, and we intend to vigorously contest them.”
Private placement securities continue to offer insurers attractive opportunities to enhance portfolio income, according to a recent Conning report.
Conning’s latest Viewpoint commentary, “Private Placements: Aiming for Greater Yields, Downside Protection and Customized Cash Flows,” describes how private placement securities offer insurance companies opportunities for enhanced portfolio income with higher yields and stronger protections compared to public securities. These investment-grade securities provide flexibility in maturities and customized cash flows to better align with insurers’ liabilities, although liquidity considerations are important.
The Conning report said larger insurers often maintain significant exposure to private placements and have developed effective liquidity management strategies. Small- to mid-sized insurers, meanwhile, can benefit from working with experienced investment managers who understand liquidity requirements and have access to meaningful deal flow.
Benefits of private placement
The broad range of maturities available in private placements —often wider than what is offered in public debt markets – are another potential benefit as this flexibility allows insurers to better align maturities with liabilities. In addition, private placements can support portfolio diversification by providing exposure to both U.S. and non-domestic issuers that are generally absent from the U.S. public debt markets, Conning said.
The vast majority of private placement issuance is investment grade and tends to come from traditional groups such as industrials, financials and utilities, making the asset class more suitable to many insurers, the report said.
Issuers may turn to the private market for a variety of reasons, including a desire to avoid Securities and Exchange Commission registration. Marketing SEC-registered securities can slow an issuer’s time to market. Issuers may also prefer to keep details of their business private rather than release information as required in SEC registration.
A common misperception of private placements is that they mainly feature long maturities and they are assets better suited to the needs of life insurance companies than those with shorter-dated liabilities, Conning said.
However, the private placement market is very active in a wide variety of maturities, including shorter maturities. The range of available maturities is from 3 to 30 years in both bullets and amortizing structures. Insurers can often find specific maturities to match their unique liability needs (e.g., an eight-year maturity issuance for an eight-year liability).
Insurers with $20 billion or more in assets had slightly more than 25% of their total bond allocation in private placement securities as of year-end 2024, while insurers with between $10 billion and $20 billion had more than 20%.
While larger insurers may have the necessary resources and liquidity appetite to successfully invest in private placements directly, smaller insurers may find the help they need by working with an experienced asset manager.
Enhanced yield and portfolio income is driving trend
Jonathan Stanley is a director and portfolio manager at Conning and one of the authors of the report. He told InsuranceNewsNet that interest in private placement securities is largely driven by “the enhanced yield and portfolio income that you get from the asset class.
”I think generally all accounts, not just insurers, are looking at alternatives to the public space. So we’ve seen a lot of growth in private credit, and we’ve seen a lot of growth in private placements and other alternatives that are out there. Insurers, like most investors, are trying to not give up credit quality, but look to enhance yield and portfolio income.”
Stanley said he predicts the use of private placement securities by insurers will continue to grow.
“We’ve seen $92 billion in issuance through the end of October, compared with last year, which was a record year of $96 billion. So we will easily surpass that for this year. It’s that king of supply and demand equilibrium. As there is more demand for this, there will be supply to meet that demand.”
SACRAMENTO, Calif.–(BUSINESS WIRE)–
Inszone Insurance Services, a rapidly growing national provider of commercial, personal, and benefits insurance, is pleased to announce the acquisition of Voyage Benefits, LLC, a respected health and life insurance agency based in Grand Rapids, Michigan.
Founded and led by Principal and Licensed Agent Kelly Syren, Voyage Benefits has built a reputation for providing personalized and comprehensive health insurance and Medicare solutions to individuals and families across Michigan since 2018. Kelly became licensed as a Health and Life Producer in 2006 and has since dedicated her career to helping clients navigate the complex world of healthcare coverage with clarity and confidence.
Prior to forming Voyage Benefits, Kelly gained extensive experience in employee benefits and financial services, specializing in health and life insurance products and retirement plan administration. With nearly two decades of professional expertise, she and her team have become a trusted resource for clients facing transitions in their healthcare coverage or seeking to better understand their current benefits.
“My goal has always been to develop personal relationships with my clients; to explain in simple language how their benefits work and help them feel comfortable and confident with the products they’re selecting,” said Syren. “Joining Inszone gives me access to additional resources, carrier relationships, and support, allowing me to continue providing that same personalized service on an even larger scale.”
Voyage Benefits provides guidance to a wide range of clients, including those approaching Medicare eligibility, living with disabilities, or navigating changes in employment or family coverage. The agency has also assisted individuals eligible for subsidized premiums through the Health Insurance Marketplace, ensuring clients receive tailored solutions that fit both their needs and budget.
“We’re thrilled to welcome Voyage Benefits to the Inszone team,” said Chris Walters, CEO of Inszone Insurance Services. “Kelly’s commitment to client education, transparency, and personalized care aligns perfectly with our values. Her team’s expertise in health and Medicare solutions strengthens our growing benefits division and enhances the level of service we can provide to clients in Michigan and beyond.”
“The dedication of the Voyage Benefits team to help clients make informed healthcare decisions mirrors the philosophy we hold at Inszone,” said Kari Thies, Executive Vice President of the Benefits Department at Inszone Insurance Services. “Their expertise in Medicare and individual health solutions will be an incredible asset as we continue to expand our benefits capabilities nationwide and deliver more value to the individuals and families we serve.”
Voyage Benefits’ operations will continue from its current location in Grand Rapids, Michigan, ensuring clients experience continuity of service while gaining access to Inszone’s expanded benefits offerings, technology, and national network of carrier partners.
About Inszone Insurance Services
Founded in 2002 and headquartered in Sacramento, California, Inszone Insurance Services is a full-service insurance brokerage firm offering a wide range of property & casualty and employee benefits solutions. Inszone continues to expand organically and through strategic acquisitions, now serving clients through offices in California, Arizona, Arkansas, Colorado, Idaho, Illinois, Indiana, Iowa, Kansas, Kentucky, Michigan, Missouri, Montana, Nebraska, Nevada, New Mexico, Oklahoma, Oregon, South Dakota, Texas, Utah, and Washington, with additional expansion planned nationwide.
The life insurance industry must find new ways to reach young consumers in a world of short attention spans and increased dependence on social media influencers.
A LIMRA researcher shared his insights as well as findings from the 2025 Insurance Barometer study during a recent online event.
The 2025 Insurance Barometer Study, conducted jointly by LIMRA and Life Happens, shows that young adults believe the cost of a policy is significantly more than its actual price.
The study suggests a connection between knowledge about life insurance and ownership. Of Generation Z adults and millennials who own life insurance, 47% say they are extremely or very knowledgeable about life insurance, compared to 24% who say they lack knowledge. Additionally, more than half of young adults (53%) who say they are somewhat or not at all knowledgeable about life insurance have an insurance coverage gap; meaning they recognize they need (or need more) life insurance, but do not possess adequate coverage.
Why does this gap exist and how can the industry close it?
The age at which someone is considered to be a “young adult” keeps getting pushed back as young adults continue to delay life milestone such as buying a home or having a child, said Steve Wood, research director at LIMRA Consumer Markets.
“It’s a new world in attention spans and gathering information and where people to go to seek knowledge,” he said.
Young adults who responded to the barometer study said they don’t own life insurance because they believe it’s too expensive, but that perception is only one factor leading to the coverage gap, Wood said.
“They also don’t understand life insurance,” he said. “That’s the challenge for the industry, to engage with them and attract their attention.”
LIMRA research shows only 52% of Americans own life insurance, with more than 100 million Americans uninsured or underinsured. As fewer adults have coverage, younger generations are not being exposed to the product in their homes, Wood said.
“Conversations about life insurance aren’t happening as much as they were and that knowledge isn’t imparted to the next generation,” he said.
Young adults also have more investment and savings options available to them than older generations had, Wood added.
“There are a million other products that young adults think are better for them than there were years ago. There are more savings and investment vehicles that are quick and simple. Life insurance has an image of not being quick and simple.”
The industry is responding by increased use of accelerated underwriting and less need for invasive testing such as blood draws, Wood said.
Wood called for the industry to “rethink how we market to younger adults and remarket the way our products work.”
The industry also must understand the realities of the world in which young adults live today, he said, and provide them with policies that make the most sense at each stage of their lives.
Social media influences the life insurance purchase
The rise of social media also contributes to young adults’ decision to purchase life insurance, Wood said.
The barometer study showed 62% of consumers use social media to gain insights into financial products and services. “What that means is that they’re not going to Google to find your dot.com website,” Wood said. “They’re going to TikTok, Instagram, Facebook and YouTube. The industty must be as visible in those spaces as possible.”
But the increased use of social media to obtain information also means an increased probability of finding disinformation online, he cautioned.
“On social media, you are competing with influencers who are charismatic but not necessarily licensed. I tell life insurers to lean on brand, lean on longevity. Some of our member companies have celebrated their 150th year. Tell real life stories of how life insurance helped a family. Be transparent about who you are, keep the message simple.
“That guy on TikTok has been there for six months. We’ve been around for 150 years. There’s a way to message that.”
As the U.S. insurance industry flips the calendar to 2026, affordability has shifted from a rising concern over sky-high costs to a defining industry challenge. That’s the case across health, property/casualty, auto and supplemental lines, as insurers are being asked to balance premium growth with customer retention, regulatory scrutiny and burgeoning policy loss costs, while still expanding access to coverage.
Brian O’Connell
The result isn’t simply higher prices; the industry is experiencing a fundamental shift in how insurance is priced, structured and delivered in real time.
“For most Americans, the affordability picture is tight but not hopeless,” said Gregg Barrett, owner of Waterstreet Company, a property/casualty insurance company in Bigfork, Mont. “Home and auto premiums have climbed sharply in the last few years as insurers cope with bigger weather losses, pricier repairs, more expensive reinsurance, and that pressure is most intense in coastal and wildfire-exposed states such as California and Florida, where some companies are cutting back or exiting altogether.”
Simultaneously, regulators and industry groups are working on reforms to stabilize the homeowners’ insurance market. “That means modernizing rate regulations and shoring up state ‘insurers of last resort,’ or FAIR programs, but those fixes take time to show up in consumer bills,” Barrett said.
The reasons for higher policy prices across the board are a mix of the old and the new, industry experts say.
“Premiums are adjusting upward in response to higher medical costs, technology-integrated parts and equipment that raise auto repair costs, and property values that are more influenced by weather risk,” said Mario Serralta, founder at Florida-based Mario Serralta & Associates. “Government subsidies, consumer protection policies and disaster relief programs can provide aid, but they don’t remove financial pressure on families.”
New policy and pricing tactics test a chaotic insurance landscape
Insurers aren’t sitting idly by as generational sector problems mount.
Rather than relying on blunt rate increases, carriers are increasingly deploying segmented pricing models, conditional coverage structures and behavior-linked incentives to maintain profitability while offering viable price points.
Here’s how that strategy is shaking out with 2026 on the horizon.
Home insurance: Affordability through risk transfer and policy restructuring
Homeowners insurance remains the most stressed personal line entering 2026. National average premiums now range from approximately $1,900 to $2,600 annually, with materially higher pricing in catastrophe-exposed U.S. regions, particularly on the east and west coasts.
Carrier responses have shifted toward risk redistribution rather than premium suppression, as some industry insiders had expected. Common 2026 policy structures include percentage-based wind and named-storm deductibles (ranging from 2% to 5%), sub-limited coverage for water, wildfire and roof claims, and mandatory separate endorsements for flood or extended replacement cost.
From an underwriting standpoint, mitigation-driven pricing has become essential. Carriers are increasingly offering 10%-to-25% premium credits tied to verified roof hardening, defensible space, and IoT monitoring. These measures are now viewed less as incentives and more as prerequisites for continued market participation.
“The competitive markets have a chance to match the rates of the standard auto and homeowners insurance, but special cover or high-risk insurance may be quite expensive as well,” said Rami Sneineh, vice president of Insurance Navy Brokers, in Orland Park, Ill. Sneineh said he’s dealing with increasingly complex policies at Insurance Navy Brokers. “We’re assisting clients to identify low-cost policies that apply to their situation, based on state regulations, credit report and the claim history,” he noted.
Auto insurance: Usage-based models become core, but not optional
Auto insurance pricing continues to reflect elevated claims severity driven by parts inflation, medical costs and vehicle complexity. In 2026, average full-coverage premiums range from $2,100 to $2,800 annually, but pricing dispersion has widened dramatically.
For carriers, telematics has moved from pilot programs to core rating infrastructure. Current policy designs increasingly feature mileage-adjusted base rates, real-time behavioral scoring and discount bands reaching up to 30% for low-risk drivers.
Electric vehicles and ADAS-equipped cars have also prompted vehicle-specific rating tiers, accounting for higher repair severity despite improved safety metrics. Flat-rate pricing models are becoming less competitive as loss predictability improves through data capture.
“Inflation is moderating from post-pandemic peaks, but claims severity still drives higher rates in some areas,” said Kami Adams, founder of Creative Legacy Group and Rx Insurance Partners in LaGrange, Ga.
Health insurance: Cost control through plan architecture
Health insurance pricing in 2026 is less volatile than earlier post-pandemic years, but the medical cost trend remains a structural challenge. Individual Affordable Care Act plans average $450–$620 per month presubsidy, while employer-sponsored family coverage costs $24,000–$26,000 annually on average.
Carriers are increasingly using plan design, not pricing alone, to control affordability. The market can expect to see high-deductible health plans with deductibles between $1,600 and $3,500, narrow and tiered provider networks, and value-based reimbursement arrangements.
From a carrier perspective, affordability is now closely linked to utilization management, with digital care delivery, virtual-first models and preventive incentives playing an increasingly important role in loss control.
“The biggest swing factor is whether enhanced ACA premium tax credits are extended,” Adams noted. “Without them, many marketplace enrollees could see double-digit increases, putting real strain on household budgets.”
Life insurance: Margin stability through underwriting efficiency
Life insurance remains one of the more stable lines entering 2026. For context:
20-year, $500,000 term policies for a healthy 40-year-old average $30 to $55 per month.
Permanent policies commonly range from $300 to $600 per month or more, depending on the cash-value structure.
Rather than competing aggressively on price, carriers are focusing on distribution efficiency and underwriting automation. Accelerated underwriting and data-driven risk assessment reduce acquisition costs while preserving margin discipline. Adams said she expects life policies to be generally stable in 2026, but “as usual, pricing varies by age, health and product type.”
Meanwhile, the conversation on life policies has shifted from premium compression to speed-to-issue and policy flexibility, improving conversion without eroding pricing integrity.
The strategic outlook for carriers in 2026
Affordability in 2026 is no longer about lowering headline premiums; it’s all about engineering sustainable price points through segmentation, behavior-based pricing and conditional coverage.
Carriers that succeed will leverage several operational strategies to ride the new wave in public and private insurance. They’ll align underwriting with real-time risk signals, reward mitigation and engagement, and use plan design as a primary pricing tool.
“In 2026, rising costs, technology changes, climate risks, and policy decisions will shape insurance,” Adams said.
“Annual shopping and digital comparison tools are becoming standard,” Adams said. “Many accept trade-offs like higher deductibles, narrower networks, or reduced optional coverages. Climate awareness is also influencing behavior, with some homeowners investing in mitigation or relocating, though immediate savings often take priority.”
A bid by disgraced financier Greg Lindberg to loosen the receivership controls over his business assets was rejected last week by the North Carolina Court of Appeals.
The ruling leaves in place stringent controls over Lindberg’s business entities and affirms a key receivership ruling. Lindberg’s challenge to an expanded restraining order was deemed procedurally abandoned.
Lindberg is assisting a special master to unwind his business entities in order to make victims whole. That includes hundreds of policyholders from the four insurance companies that Lindberg once controlled.
On June 27, 2019, Southland National Insurance Corp., Colorado Bankers Life Insurance Co., Bankers Life Insurance Co. and Southland National Reinsurance Corp. – all owned by Lindberg – were placed in rehabilitation by order of the Superior Court of Wake County, North Carolina.
Lindberg moved those insurers to North Carolina in 2014 and struck a deal with former insurance commissioner Wayne Goodwin, allowing him to invest up to 40% of his insurance company assets into affiliated companies. In other words, in other investments controlled by Lindberg.
After Goodwin lost his bid for reelection in November 2016, new Commissioner Mike Causey reduced the allowable cap on insurers’ affiliated investments to 10%.
As the deadline neared for Lindberg to meet the new order, regulators grew concerned that the insurers’ investment decisions could jeopardize the companies’ ability to meet obligations. In response, the parties agreed in May 2019 to negotiate a restructuring of the affiliated entities’ obligations.
On June 27, 2019, the parties entered into a memorandum of understanding under which Lindberg agreed to place certain special-purpose insurance companies — known as special purpose captive insurers, or SACs — under a new holding company governed by an independent board tasked with protecting policyholders.
The agreement required the restructuring to be completed by Sept. 30, 2019, and expressly excluded non-SAC affiliated entities. Lindberg also agreed that the insurers would enter rehabilitation, giving regulators direct or indirect control over most of the SACs and authority to transfer them into the new holding company.
When the restructuring was not completed by the deadline, the insurers filed suit on Oct. 1, 2019, alleging breach of the memorandum of understanding and fraud. The plaintiffs sought specific performance of the agreement, as well as compensatory and punitive damages, and requested a temporary restraining order.
The trial court granted the restraining order, barring Lindberg and related parties from selling, encumbering, or otherwise devaluing the SACs. The order also applied to affiliated companies, citing the complex corporate structure through which Lindberg controlled capital flows, and restrained the defendants from dissipating personal assets, court documents say.
The parties later agreed to extend the restraining order and it remains in effect.
Following a bench trial held in June 2021, the trial court ruled in favor of the plaintiffs and ordered specific performance of the memorandum of understanding, but declined to award damages.
Frequent spending detailed
A North Carolina trial court tightened restrictions on entities tied to Lindberg in mid-2024 after finding repeated violations of the TRO.
On April 15, 2024, the rehabilitator, on behalf of the insurance companies, asked the court to modify the existing TRO and appoint a receiver, alleging that Lindberg-controlled entities had violated the order. That request was granted.
The court formally modified the TRO on May 10, expanding restrictions on Lindberg and any entities he directly or indirectly controlled. The revised order required court approval for transactions exceeding $10,000 and obligated defendants to give the receiver at least 72 hours’ notice before executing such transactions.
In a June 18 report, the receiver flagged several transactions that potentially violated the modified order, including a $633 million preferred-equity transfer, payments covering more than $500,000 in Lindberg’s personal expenses, and a payment exceeding $1 million to a non-insurance affiliate. Following a June 25 hearing, the court indicated it would further amend both the TRO and the receivership order.
Before the court issued those amendments, defendants sought approval for a $500,000 distribution from a trust to Lindberg’s company, Global Growth. The defendants then asked the court to grant the receiver broader authority to approve transfers of funding for Global Growth’s personal and business expenses.
Minutes after that request was filed on July 12, the court issued a re-modified TRO, citing prior violations. The new order lowered the transaction threshold requiring approval to $5,000 and extended the restriction to transfers involving Lindberg or Global Growth, even when funds originated from non-insurance affiliates.
The receiver later opposed the defendants’ request for expanded authority, citing “numerous flagrant and repeated violations” of court orders and asking the court to address ongoing noncompliance.
On July 29, the lower court denied the defendants’ motion, leaving the stricter restrictions and receivership provisions in place.
NEW YORK–(BUSINESS WIRE)–
KBRA assigns an insurance financial strength rating (IFSR) of A to Soteria Reinsurance Ltd (“Soteria”). The Outlook for the rating is Stable.
Key Credit Considerations
The rating reflects Soteria’s strong capitalization, conservative balance sheet, embedded role within FMR LLC’s (“Fidelity Investments” or “Fidelity””) insurance ecosystem, and early stage but strengthening operating fundamentals. Soteria reported year-end 2024 GAAP equity of $84.8 million and a BSCR coverage ratio of 319%, well above regulatory requirements and internal targets. The company remains fully equity-funded and operates without financial leverage. The investment portfolio consists primarily of well- diversified, high quality fixed-income securities and funds-withheld assets, with solid liquidity. The company applies a liability-driven investment approach and maintains tight asset-liability alignment. Soteria’s governance, risk management, and operating infrastructure reflect a robust oversight and policy framework. The company’s role within Fidelity’s customer-centric model, including its reinsurance of predictable single premium deferred annuity (SPDA) flow from Fidelity Investment Life Insurance Company, provides a stable new business pipeline of affiliated reinsurance with strong visibility into product design, expected cash flows, and underlying policyholder behavior. Management has taken a measured approach to platform development, consistent with the company’s early stage of operations and supported by Fidelity’s provision of patient long-term capital.
Balancing these strengths are the company’s concentrated business mix, limited operating history, and dependence on affiliated reinsurance flows during its early development, although the company anticipates soliciting third-party business in the future. As a relatively new company, Soteria has yet to demonstrate sustained earnings performance through varying market environments, and continued execution on underwriting, investment, and governance disciplines will remain important as the platform scales.
Rating Sensitivities
Sustained earnings growth, internal capital generation, successful execution of unaffiliated reinsurance transactions which broaden the company’s counterparty base, demonstrated operating stability and performance, and continued expansion of assets and liabilities while maintaining strong risk-based capital ratios could result in positive rating momentum. Conversely, reduced integration, oversight or strategic commitment from Fidelity, BSCR coverage ratio declining below target or erosion of capital quality, prolonged spread compression, higher expenses, elevated surrenders or unfavorable results weakening earnings, delayed or limited progress in unaffiliated diversification or operational scalability, and control or governance weaknesses as the platform expands could result in a negative rating action.
Soteria is a Bermuda long-term reinsurer established in 2022 as a wholly owned subsidiary of Soteria Reinsurance Holdings LLC, which in turn is owned by Fidelity. Soteria was established to support Fidelity’s strategy to provide competitive savings and protection products to its customer base as they transition into retirement. Soteria assumes annuities offered by Fidelity Investment Life Insurance Company and sold through an extensive network of financial advisors operating through Fidelity Insurance Agency. Fidelity Investments is a privately held financial services firm founded in 1946 and based in Boston, Massachusetts, that serves over 45 million investors and manages approximately $15.1 trillion in assets as of year-end 2024. The company offers mutual funds, employee benefits, online brokerage, real estate investments, and an array of annuity products through its insurance operations.
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Further information on key credit considerations, sensitivity analyses that consider what factors can affect these credit ratings and how they could lead to an upgrade or a downgrade, and ESG factors (where they are a key driver behind the change to the credit rating or rating outlook) can be found in the full rating report referenced above.
A description of all substantially material sources that were used to prepare the credit rating and information on the methodology(ies) (inclusive of any material models and sensitivity analyses of the relevant key rating assumptions, as applicable) used in determining the credit rating is available in the Information Disclosure Form(s) located here.
Information on the meaning of each rating category can be located here.
Further disclosures relating to this rating action are available in the Information Disclosure Form(s) referenced above. Additional information regarding KBRA policies, methodologies, rating scales and disclosures are available at www.kbra.com.
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Kroll Bond Rating Agency, LLC (KBRA), one of the major credit rating agencies (CRA), is a full-service CRA registered with the U.S. Securities and Exchange Commission as an NRSRO. Kroll Bond Rating Agency Europe Limited is registered as a CRA with the European Securities and Markets Authority. Kroll Bond Rating Agency UK Limited is registered as a CRA with the UK Financial Conduct Authority. In addition, KBRA is designated as a Designated Rating Organization (DRO) by the Ontario Securities Commission for issuers of asset-backed securities to file a short form prospectus or shelf prospectus. KBRA is also recognized as a Qualified Rating Agency by Taiwan’s Financial Supervisory Commission and is recognized by the National Association of Insurance Commissioners as a Credit Rating Provider (CRP) in the U.S.
