I run our insurance practice here. I think the disclaimers, if you look at disclaimers on our website, you'll see disclaimers. Got to say that. We have CEO Trevor Baldwin and CFO Brad Hale of Baldwin. I'll just say two words on it and then turn over to those guys that, if you guys haven't been following Baldwin, there are, you know, I probably would have said a couple of years ago, up and coming, but they're way too big to be up and coming right now. They built a, what I'll call, really cool insurance brokerage. You know, on the surface, it may look like some of the other brokers, but they built, you know, some really nice franchises, you know, employing some, you know, I'd say more forward technology in those franchises.
You know, I think it is a different model than some of the, you know, some of the very, very good classic brokerage that we've seen in the past. With that, Trevor, if you want to talk about it, that'd be great.
Yeah. Thank you, Adam. Good morning. I'm Trevor Baldwin, co-founder and CEO here at the Baldwin Group. See if we can get this clicker to work.
All right. Doesn't seem to be working. Maybe if you'll just advance the slide.
Yeah. All right. One more slide. Great. The Baldwin Group is a fast-growing insurance sales, distribution, and services business. From our roots in the early 2010s, we've rapidly scaled from a local Florida-centric retail insurance broker into a national platform vertically integrated across the insurance value chain. Importantly, we've been able to grow and scale our business organically at a rate that is at least 2x that of our industry peers each and every year that we've been growing the business. We've invested thoughtfully in building out many of the capabilities to build the vertically integrated insurance platform of the future. Since inception and really starting in the early 2010s, we scaled from our roots as that local retail insurance broker into a regional platform. We acquired our MGA business, MSI, which was a critical step in our journey to vertically integrating into the insurance value chain.
We thoughtfully built out our capabilities across middle-market retail broking, incline industry sectors, and product expertise. We launched our nascent embedded personal insurance strategy in Florida in the early 2010s in partnership with the developer of The Villages, which today, through a combination of organic growth and M&A, has scaled into one of the leading embedded personal insurance franchises in the country. We went public in October of 2019. At the time, we were roughly $150 million of revenue with approximately 400 colleagues and a regional footprint. Since then, we've completed 35 partnerships, our nomenclature for acquisitions, acquiring roughly $530 million of revenue. We expanded our franchise nationally across the U.S., investing deeply in incline industry and product capabilities. We've invested in building scale in each of our three core operating groups.
We have continued to invest deeply in our vision of building the vertically integrated insurance platform of the future and our strategy around building the personal insurance embedded franchise of the future. Looking forward, we are incredibly excited about how our business is positioned, the momentum we have in each of our core segments, and how that enables our unique competitive advantages to continue to rapidly scale while building margin accretion and continuing to accomplish our goals across the insurance value chain. If you look at each of our three operating segments, we have our IS business, which today represents approximately 48% of our total revenue. This is where we provide middle-market retail insurance broking services to mid-size and large clients. In this business, we have a national footprint.
We have invested in a fully integrated platform operating off of a single technology stack that enables us to have a common go-to-market strategy, a common way in which our systems and we work with our clients, and ultimately enables us to deliver organic growth that is at least one and a half times that of our industry peers over time, largely driven by our success and new business generation or sales velocity. In our Underwriting Capacity & Technology Solutions segment, this is where we vertically integrate ourselves into the insurance value chain. We build our own proprietary insurance products. We source third-party risk capital to stand behind those products. Through our retail businesses, embedded distribution channels, as well as unique specialty distribution outlets, we are able to distribute those products thoughtfully, rapidly scaling while managing loss ratios to industry-leading results.
Our Mainstreet Insurance segment is where we are innovating the way in which personal insurance is distributed via our leading embedded personal insurance franchise and attacking a market that has a massive TAM that has historically been underserved by the broker channel. We will get into more details around that later in the presentation. As I mentioned, our organic growth has consistently been at two times or greater than that of the industry peers. What you will see here highlights the fact that our outsized organic growth is largely driven by internally controlled new business generation rather than third-party market rate and exposure or renewal premium change.
This is as a result of how we've curated and crafted our platform to enable us to consistently go out and take market share, win new clients, and drive new business generation that ultimately propels a consistently outsized organic growth profile through both insurance market and economic cycles. Additionally, as we have grown the business and created scale, we have immense operating leverage in our underlying profitability and adjusted EBITDA. As you can see here today, our business at a 22-23% adjusted EBITDA margin operates meaningfully below that of our peers. Structurally, there's nothing different around how our business operates and executes that should preclude us from being able to achieve peer-level or greater margin over time. In fact, last year, we rolled out our latest five-year strategic objective, which is 3B30, $3 billion of revenue, 30% adjusted EBITDA margin achieved over five years.
This is something we remain incredibly focused on and feel good about our path to continuing to execute on delivering outsized organic growth, continued consistent margin accretion year in and year out, ultimately, which will enable us to deliver superior overall financial results over the intermediate to long term. Diving a little bit deeper into each of our segments, in our IS business, as I mentioned, we've built a fully integrated platform with a common go-to-market that enables us to consistently execute on our sales strategy, generating industry-leading new business results, which sustainably and durably propels our outsized organic growth rate in this business. You can see here, as we bring risk advisors, our nomenclature for insurance sales professional, onto our platform, we are able to quickly ramp them into generating new business that is multiples of what the industry on average is able to generate.
This is the defining bedrock of how this part of our business consistently drives outsized new business results through the cycle. When coupled with deep expertise around incline industry sectors and risk products, it enables us to deliver a consistent client experience, driving industry average or better client retention with industry-leading new business results. In our Underwriting Capacity & Technology Solutions segment, we have been busy vertically integrating into the insurance value chain, building proprietary insurance products that enable us to uniquely serve particular incline markets, as well as building and deepening moats around our retail segments through access to these proprietary products that we're building and rolling out. Importantly, we source third-party risk capital to stand behind these products. We operate as an MGA, underwriting the risk, issuing the policies, adjudicating the claims, but not taking the balance sheet risk behind the products.
That is third-party traditional reinsurance capital, as well as alternative capital providers. Since we acquired our MGA platform in 2019, we've transformed that business from a single product MGA with $60 million of premium and roughly 20 professionals to today over 20 products, over $1 billion of gross written premium, nearly 800 professionals. We've scaled that business by over 14x since acquiring the platform in 2019. We continue to remain incredibly bullish and excited about the opportunity here to further vertically integrate ourselves into the value chain, building products that meet the unique needs of our incline markets while bolstering our competitive advantage and unique moats through access to these proprietary capabilities. In our Mainstreet segment, we are innovating the way in which personal insurance is distributed and consumed.
We are the leading purveyor of home insurance at point of new home sale via our Westwood franchise, where we are the exclusive channel partner for more than 70% of the top 25 home builders in the country. Additionally, we've been investing deeply in leveraging these capabilities into the mortgage channel to be able to capitalize on a massive market that has been historically underpenetrated by the traditional brokerage channel. To put some specifics around what that looks like, based on 2023 statutory data, the U.S. personal lines insurance marketplace was nearly $500 billion of direct written premium. Based on industry estimates, we believe roughly 65% of that marketplace today goes through direct writers and the legacy captive writers like State Farm, Allstate, and not the traditional independent agency brokerage channel, which only captures roughly 35%.
When you think about how we're going to market, rather than going out and looking to sell insurance one policy at a time, securing leads through traditional referral sources, we are partnering with home builders, mortgage providers, real estate businesses to provide a seamless integrated technology-driven experience that makes the insurance part of that transaction, which is a secondary part of that transaction, seamless. We deliver an experience characterized by speed, certainty of execution that also provides our end client with a shopping experience that provides confidence that we've adequately canvassed the marketplace to give them the right coverage at a competitive price. What does that mean? That means through these channels, we believe over time, we will have access to up to $10 billion of annual home insurance premium through the transactions occurring naturally in the new home building and mortgage channels.
Today, with the home builders that we're integrated with, our capture rate is roughly 55% of the new homes that they sell. This is a massive market that we believe will be undergoing a transformation in the way in which insurance is consumed and sold, and we're positioning ourselves to be a leader in the personal insurance embedded strategy. Additionally, and as I mentioned earlier, we have a track record of executing on M&A in a highly accretive manner. Since our IPO, we've completed roughly 35 partnerships, our nomenclature for an acquisition. Importantly, our strategy has traditionally been somewhat unique and distinct from that of our highly acquisitive peers. For us, it's about quality, not quantity. What you'll see here is, on average, we do far fewer transactions than that of our most acquisitive peers.
We're focused on identifying businesses that bring unique capabilities, expertise, geographic representation, deals to generate superior shareholder returns over time. As you can see in the bottom right hand of this slide, so far that we've been able to consistently execute on that strategy, buying down our multiples significantly despite meaningful earnout incentives during that time period, ultimately delivering fantastic shareholder returns while bolstering our capabilities and ability to execute for clients at a very high level.
We have a wonderful track record of strong financial performance. We're incredibly proud of that performance since our IPO in 2019. You can see from an adjusted diluted EPS perspective, we've grown that nearly 40% CAGR over that time period. I think one element to point out on this slide, which has been a slight criticism of us in the past, is that the margin hasn't seen a similar type expansion.
You can see we really bent the curve there starting in 2022, which is aligned with the message we've been giving to the market on the margin expansion opportunity we see in the business through operating leverage as we came through a pretty significant super cycle of investments in the 2022 period, as well as significant integration costs that now we're benefiting from. You can see we've started to bend that curve. To Trevor's point, we have pretty lofty goals over the next five years under that 3B30 plan. This slide is really meant to indicate that it's an exciting time to be at Baldwin. We have not done any partnerships in the last three years. We have largely been focused on the balance sheet and strengthening the balance sheet in the wake of a pretty high leverage in the high fives post the Westwood transaction in 2022.
That was in the face of pretty substantial increases in interest rates, as we all know. You can see in the bottom left of this chart, the expectation in terms of the amount of our cash flow that's going to have to go to earnouts drops significantly. We've been talking about this as the inflection point for about a year now, and we are at that inflection point, which is, as I said, incredibly exciting. That's coming at a time in which our interest cost from a dollar's perspective is flattening out, yet to be seen on what rates actually do. Certainly, as a total percentage of EBITDA, that's coming to our benefit. That is yielding better free cash flow conversion coupled with the margin expansion we talked about and the goals of getting to that 30% margin.
We see this as having reached that inflection point where the free cash flow profile of this business changes pretty dramatically, and we're able to put that free cash flow to work to maximize shareholder returns.
As we think about our path forward, we're incredibly excited about how our business is positioned. We've scaled from a regional platform five years ago at the time of our IPO to a national platform with scale across all three of our operating segments. We have a leading position in the embedded personal insurance strategy through our Mainstreet segment. We continue to rapidly scale through the launch of new products and continued scaling of our existing products and our Underwriting Capacity & Technology Solutions segment.
In our Insurance Advisory Solutions business, we continue to have a leading franchise recognized for being the premier home for the industry's top professionals to come build the most meaningful careers and have the most significant impact for their clients. All of that, when combined together, will enable us to continue to deliver outsized organic growth, deliver consistently accretive margin year in and year out for the foreseeable future, and begin to turn back on M&A as our financial profile improves, our free cash flow inflex, making available for ourselves another lever for value creation. We feel really good about how the business is positioned and what the future looks like for us to continue to execute across these key strategies. Importantly, though, you do not have to believe that we are going to accomplish anything remarkable over the next five years for this opportunity, our business to generate significant shareholder return.
If we can continue to just grow organically at the low end of our long-term range of 10-15% while achieving our goals of delivering peer level or better margin over the next 5 to 10 years and executing on our goal of 3B30 in the next five, then the growth and top and bottom line will be significant. We feel really good about how we're positioned to execute on that strategy and look forward to the not too distant future where our financial profile enables us to thoughtfully lean back into M&A in a manner that will also add another opportunity for accretive value creation.
Great. Thank you, Trevor. We do have some time for questions. Any questions from the audience? I will kick off then. The one market that's really distressed in the U.S. is the homeowners insurance market.
All you have to do is, you know what, watch TV. You know, you see the hurricanes, the fires, the convect storms, Midwest, actually, a lot of hailstorms, a lot of convect storms. That market has traditionally been almost controlled by the big State Farm, Farmers, Nationwide. Contrast, why can you help the consumer today where those big behemoths are really struggling?
Yeah, I'd say there's a few areas that we believe in and ways in which we can bring unique competitive advantages to that market, ultimately driving affordability into home insurance and supporting that dream of kind of home ownership for Americans. Let's start with the new home builder channel. We have both internal proprietary new home product as well as third-party new home product, which is designed exclusively for new homes sold through our embedded channel. What that generally means is that—I'm sorry.
Could you have maybe a granular example? Someone's buying a house. How do they access Baldwin?
Let's say you come in and you buy a home from a top 25 home builder. When you sign the contract to buy that home, we are then integrated into that home sales process, and you will be receiving a home insurance quote through our platform. Oftentimes, you won't even know it's us because it is white-labeled as the builder who we are partnered with. Depending on the builder's workflows, that integration could be directly at a time of—and that offer could be directly at a time of signing the contract. It could be integrated into the builder's captive mortgage arm. It's kind of unique builder to builder.
Importantly, we're providing that home insurance quote kind of as quickly as possible after they're contracting to buy that home and positioning ourselves as that solution of convenience. Additionally, because we have proprietary home insurance product built exclusively for the new home channel, that provides us unique and compelling pricing advantages. When you think about new homes, they're just superior risks. They come with home warranties. They're built to the latest building codes, oftentimes in areas that have, for example, wildfire exposure. All the brush has been cleared and hurricane stopped and positively elevated. These homes generate far better loss experience, and we're able to return that better loss experience to those homeowners in the form of lower home insurance premiums.
That provides a compelling long-term advantage because we build these products exclusively for that channel, so they're not polluted by the higher average losses of more traditional housing stock across the U.S. That is one example. The other example is how we're integrating into the mortgage channel. This is where segmentation is incredibly important. When you think about the mortgage channel, you now have to have a breadth of product and offering that is immense because you're needing to serve potential housing stock that runs the gamut of being built at the turn of the prior century all the way to a pre-owned home that maybe was built a year or two ago. You have construction characteristics that range from frame to kind of full masonry and everything in between, different roof types, et cetera.
You have to have a breadth of product to be able to competitively serve every single homeowner in that potential channel. That is where we have a unique, compelling advantage against the traditional captive and direct writers, where they only have one or two products. They are limited by the fact that they sell only their own product, whereas we can bring 40-50 unique home insurance solutions to market. Choice is key to winning in these markets because you have to provide an experience that enables the ultimate end consumer to have confidence that the marketplace has been adequately canvassed to deliver the right coverage at a competitive price.
If you said, sorry if you have not said, but could you give us a range of how fast has that business been growing? Whatever timeframe you want to.
Yeah, I mean, for the past three and a half, four years, it's been growing for us organically at 20% a year. That's before we've meaningfully penetrated the mortgage channel. We've invested roughly $50 million through our P&L since 2022, building out all the necessary capabilities to compete at scale in the embedded mortgage channel. We believe we have the potential to have unique first mover advantages as a result not only of our scale in the insurance marketplace that enables us access to the breadth of product, but also the magnitude of investment we've made into talent and technology to be able to automate that experience for the end consumer.
Right. Right. Another topic, let's talk about technology in the brokerage business and where you're different. There's a lot of insurance brokers, and there's a fair amount of good size. There's 15 brokers over a billion.
Most of them have gotten there by just acquiring, acquiring, acquiring. On the surface, it seems pretty simple because there are really only two basic operating systems, Vertafore and Applied, and every broker is on it. What happens is, in a lot of these roll-ups, they just leave them alone, but it is the same operating system or one of two. You do something totally different, right?
We do. We have fully integrated every acquisition we have done onto a single instance of our agency management system. We have common data attributing. We have common business processes and workflows. We have a common way in which we go to market and generate and sell new business.
All of this enables us to steer the ship in a manner that you otherwise would not be able to do and drive consistent results around new business generation, around client retention, and around overall client experience. Just because you have a large platform all on an Applied agency management system, if it's not the same instance, then it's not the same. As a result of our ability to be able to steer the ship, we can generate consistently outsized new business generation, ultimately propelling the durability of our organic growth profile over time, as well as the consistency of our client experience. That also has enabled us to create unfettered access to our breadth and depth of expertise, resources, and tool sets. That's also critical to how we generate outsized new business results and consistently great client experiences.
In some of the earlier slides, you saw some of the statistics around how when a risk advisor joins our platform, either through regular way hiring or through M&A, they rapidly ramp up their productivity from a new business generation standpoint relative to industry averages. That is a result of both our go-to-market strategy, our risk mapping model, which affords us a far higher win rate than industry peers on average, as well as how we create accessibility to the expertise and resources across our platform, widening the aperture of opportunities that a risk advisor can pursue. They're no longer constrained just by what their unique experience and expertise is, which tends to be fairly kind of narrow in scope.
Because they have access to our broader platform in a manner that's consistently accessible, which is somewhat unique, they can go after a much broader array of potential clients, leveraging the platform that we've built, ultimately powering the results that you're seeing.
I'd just add to that, in addition to the cross-sell opportunities and effectively putting our best to bear in front of the client, the access to the data in terms of negotiations with insurance company partners and us being able to say, "Hey, we know we have X premium with you, and here's the data that proves it," rather than going into that negotiation guessing.
We've been leveraging that really heavily because as we scale, and it's one of the reasons why scale in this business matters, your ability to negotiate on those rates, both from a profit-sharing standpoint and a base commission standpoint, is empowered by that data.
As well as generating better outcomes for our clients.
Yeah, right. On that, if there are no more questions, we'll wrap up. Trevor, Brad, thank you very much. Appreciate it.