In an insurance industry increasingly dominated by consolidation and private equity, Christensen Group has built a different model for growth — one centered on employee ownership, long-term thinking and a deeply collaborative workplace culture. Founded in 1952 with 12 offices nationwide, the Top 70 insurance broker already has more than 260 employee owners on board, with plenty of opportunity for new hires to join in the company’s growth trajectory of success. In fact, there has never been a better time to join this employer recognized by the Minneapolis-St. Paul Business Journal as a Best Place to Work.

As an Assurex Global partner firm, Christensen Group retains its independence while gaining access to a global network, which in turn allows it to provide best-in-class insurance products to its clients across personal and business lines, employee benefits, retirement plans and more. In fact, there are more than 13,500 clients who trust Christensen Group for business and personal insurance, employee benefits, financial services and risk management.

The Minnesota-based insurance brokerage is 100 percent employee-owned through an Employee Stock Ownership Plan (ESOP), a structure company leaders say has shaped not only the business itself, but also the experience employees have working there. While Christensen Group has long been established in Minnesota, the company is now expanding into markets such as Austin, Chicago, Kansas City, Oklahoma City, San Antonio, bringing its employee ownership culture and unique employer value proposition to new markets nationwide. Christensen Group sees that expansion as an opportunity to attract top talent looking for a different kind of workplace — one built around collaboration, long-term opportunity and shared success rather than short-term financial incentives.

At Christensen Group, the ESOP is not treated as a line item or retirement benefit. Leaders describe it as the foundation of the company’s culture — one that prioritizes collaboration, stability, long-term thinking and shared success.

“The ESOP helps us attract and retain great people by giving every employee a stake in the company’s long-term success,” said CEO Charlie Christensen.

That philosophy has helped Christensen Group build a reputation as a place where employees stay, grow and genuinely enjoy working together.

“We are 100 percent employee owned, and that’s what sets us apart,” said COO Samantha Olinger. “Our ESOP culture is at the heart of everything we do, and it creates amazing growth opportunities for our employees that they couldn’t find anywhere else.”

A Different Kind of Workplace

Employee ownership changes the dynamic inside the organization in ways leaders say are immediately noticeable.

In many brokerage firms, producers operate competitively, guarding client relationships and opportunities closely. Christensen Group believes its ESOP model encourages the opposite behavior.

“Because everyone’s win is everyone’s win, people are more likely to collaborate,” Christensen explained.

That collaborative mindset allows employees to bring in colleagues with specialized expertise to better serve clients, rather than trying to manage everything independently. Christensen Group has found that this approach ultimately creates better outcomes for clients and a healthier environment for employees.

Internally, employees describe the culture as entrepreneurial, supportive and grounded in common sense. The company maintains a relatively flat organizational structure and encourages employees to pursue opportunities based on curiosity and initiative rather than rigid hierarchy.

“Curiosity and a get-it-done attitude opens doors here,” Olinger said. “I’ve taken on many roles at Christensen Group and learned that growth comes from being willing to do what’s needed to serve our clients and support our team.”

The ownership structure also creates a broader sense of shared responsibility. Everyone — from reception staff to senior leadership — has a vested interest in the success of the organization and client experience.

“We don’t have a disconnect between ownership, management and employees,” Christensen said. “Everyone is equally aligned to the same collective goal and shares in our collective success.”

Stability in an Industry Known for Turnover

The company’s emphasis on people has translated into unusually strong retention. Christensen Group reports turnover below 10 percent, a notable figure in a highly competitive industry.

Leadership believes the ESOP culture plays a major role in that stability by giving employees a long-term stake in the company’s future.

Where many firms focus heavily on short-term growth metrics, Christensen Group says employee ownership encourages long-term decision-making.

“Our ESOP model affords us the opportunity to take a long-term view on what is best for our employees, clients and carriers,” Christensen said. “We don’t make reactive, short-term decisions, and that has been critical to our success.”

That same philosophy affects how the company invests in training, operations and professional development. Christensen believes that being employee-owned gives the organization greater flexibility to invest in infrastructure and people without worrying about short-term shareholder expectations.

The company also emphasizes balance and flexibility for employees navigating different stages of life.

“We care about our employees as people and not numbers,” Christensen explained. “We understand they have lives outside of work, and we fully support that.”

Olinger described the culture even more simply: “People are happy here because they understand that leadership cares.”

Growing Without Losing the Culture

At the start of 2026, the company began a new chapter when Charlie Christensen became CEO, and the company has strengthened its focus on expanding beyond its Minnesota roots into new growth markets.

But leaders insist growth cannot come at the expense of culture.

“Our goal is to grow as fast as our culture allows it,” Christensen said.

That core belief shapes hiring decisions as much as business strategy. The company prioritizes employees who fit its collaborative, growth-oriented culture — even over high-performing candidates who may not align with the organization’s values.

Leaders believe maintaining that culture is what ultimately differentiates Christensen Group in a crowded marketplace. While competitors may offer similar products or services, the company sees employee ownership as its true competitive advantage.

“The biggest misconception is truly people thinking we’re going to sell at some point,” Christensen said. “We have no interest in doing that because we want to be here for our employees, clients and carriers over the long haul.”

Instead, Christensen says the ESOP structure was designed specifically to sustain independence and create long-term opportunities for employees.

That long-term view has become central to the company’s identity — and a reason why employees describe Christensen Group as a great place to work.

Explore current career opportunities and learn more about employee ownership at Christensen Group. https://www.christensengroup.com/careers.‍

Find the article in the Business Journal link here.

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