Associate, M&A Diligence & Risk

Equal Parts is building the operating system for the modern insurance agency. Through a combination of acquisitions, in-house operations, and AI systems, we're creating a platform that scales relationships, not headcount. Diligence is where that gets tested. We are not building a shop that does ten deals a year; we are building a system designed to do thousands. That changes what diligence has to be.

It cannot be one person working a checklist deal by deal. It has to be a standard: repeatable, defensible, and encoded into the platform that runs our acquisitions. We are hiring for trajectory. You will augment the person who built our diligence function, then run it, then own it. How fast that happens is up to you. The title and the range reflect where you are today, not where this seat goes.

If you are looking for a job where the scope is fixed and the ceiling is someone else's, this is the wrong one. You will report to our Head of M&A and work alongside a small senior deal team that owns origination and corporate development. We value speed and we do not trade quality for it. Get clarity, validate what matters, and move.

A slow yes costs us deals. A fast, wrong yes costs us more. This role lives in the discipline of doing both. This is not a checklist role. Two profiles fail here. The first escalates everything, treats every discrepancy as disqualifying, and burns sellers on the way to a no. The second lets inconvenient findings soften because the deal is moving.

We need the person in between. Your mandate: verify what we are buying, be clear about what you found, and do it in a way that agency owners experience as respectful and straight rather than adversarial.

• Run diligence end to end on live acquisitions, with support at first and less of it over time. You do the work and you help set the bar. As volume grows, you will be the person who knows where the process is slow, where it is thin, and how it should change
• Validate what the seller has represented. Start from their numbers, prove them against source data, and build an honest view of what the business will actually produce inside Equal Parts once it is ours
• Size every issue and bring a recommendation. Name what you found, quantify it, lay out the options, and say what you would do. We want tactical recommendations backed by specifics, fast enough to decide on. Decisions get made with the deal team and business leaders; your job is to make those decisions easy and well-informed, and over time to be the person whose call gets taken as the answer
• Partner with business unit leaders, the deal team, and other internal stakeholders to make sure we are getting full value from every acquisition. That means pushing on assumptions, including our own, and holding the line when it is uncomfortable

• Sit across from agency owners in the hardest conversations of the deal. Most are selling a business they built and identify with. Many are near the end of a career. This is not an institutional process and the owner does not want to be handled like it is one
• Ask hard questions and get real answers without putting the relationship ssure applied badly costs Equal Parts good deals; pressure not applied at all costs us more
• Bring findings to owners directly, explain what they mean in plain terms, and work with them toward a path forward where one exists

• Know the difference between a business with messy books and a business with broken fundamentals. A $2M revenue agency does not keep records like a public company, and treating normal informality as a red flag kills good deals. Treating a structural problem as normal informality closes a deal we should not have done, and we find out twelve months later when the money is already spent
• Know what is not grey. Licensing, carrier appointments, trust account integrity, regulatory compliance, undisclosed litigation. These are binary and you will treat them that way
• Look for the path to yes without softening what you found. Deals should die because the business does not hold up, not because diligence lacked the imagination to work with the wider team and structure around a solvable problem

• Work inside an AI-native operating model. Our platform runs the acquisition process and absorbs the mechanical work: document collection, tie-outs, schedules, tracking. You are not hired to administer a checklist. We will automate nearly all of it. What…