Founded more than 25 years ago by his father, the boutique firm has remained intentionally small—just five people—while managing a surprisingly broad portfolio of clients. From companies with only a few employees to organizations numbering in the thousands, MacNeil Benefits has built its reputation by focusing almost exclusively on benefits.
“Our main differentiator is that we pretty much focus solely on benefits,” says MacNeil. “Other firms may have big books of individual insurance or retirement products. We do those too, but it’s not where our attention lies. Our investment is in service and ongoing relationships.”
Containing Costs in a Changing Industry
The benefits industry, MacNeil explains, is constantly navigating rising costs. Health care, dental, and particularly specialty drugs continue to push rates higher.
“These new therapies can work miracles for people,” MacNeil notes, “but they’re also incredibly expensive. Our role is to help employers provide meaningful support to employees and their dependents while keeping costs under control.”
Rather than chase lowball pricing—what MacNeil calls the “race to the bottom”—his firm emphasizes stability and long-term value.
“Other advisors might come in offering 20–30% discounts. But that’s unsustainable. Rates set too low inevitably spike back up. We’d rather show clients how to build stability, even if it means resisting short-term savings.”
Customizing Benefits to the Client
Customization lies at the heart of MacNeil Benefits’ process. Every engagement begins with conversation: What are the company’s goals? Is this about employee retention, attraction, or simply meeting baseline obligations? What’s the budget?
From there, the firm develops tiered options—basic, enhanced, and premium—and helps the client decide what best fits their team.
Not surprisingly, most businesses choose the middle path. “The ‘B’ option tends to be the sweet spot,” MacNeil admits. Yet even within plans, flexibility exists. Senior management, for example, may receive richer coverage, while other groups are offered tailored benefits aligned with need.
Partnership Over Transactions
For MacNeil, the work isn’t just transactional—it’s relational. He highlights his long-standing partnership with Henry Goldbeck, President of Goldbeck Recruiting, as an example.
“We’ve been working together for six, seven, maybe eight years now,” says MacNeil. “It’s a mutual partnership. Henry trusts us, and we trust him. That’s the kind of relationship we strive for.”
MacNeil Benefits doesn’t seek to be everything to everyone. Instead, they look for fit—clients who value service, education, and stability. In some cases, MacNeil has even advised prospects to stay with their current provider if everything is working well.
“We’re not about rocking the boat just to win business,” he explains. “If the plan is solid and being serviced well, we’ll say so. Where we really make a difference is when a company isn’t getting the advice or support they need.”
The Human Side of Benefits
The firm’s high retention rate reflects its service-first philosophy. Instead of a hard-driving sales team, MacNeil Benefits focuses on relationships: quarterly reports, annual renewals, benchmarking against industry peers, and above all, being available when issues arise.
MacNeil tells clients to call his firm, not the insurance company, when claims are denied. “We’d rather take on that frustration,” he says. “Sometimes we can spot the issue right away. Other times, we go to our contacts to get it resolved quickly.”
This hands-on approach not only removes headaches for clients but also builds trust. Over time, that trust becomes MacNeil’s most valuable asset.
A Family Legacy
The family dimension of MacNeil Benefits is more than symbolic. David’s sister works alongside him, and together they are the succession plan as their father gradually steps back.
Like many who join family businesses, MacNeil didn’t envision this path early on. After a variety of jobs in his twenties, he found himself drawn to the independence and flexibility of working in a small, family-run firm.
“It’s been great for raising a family,” he reflects. “When my kids were young, it gave me the freedom to pick them up from school or take them to sports. Now, 20 years later, I’m still enjoying it.”
Education and Responsibility
Beyond plan design and service, education plays a central role in MacNeil’s client relationships. The firm provides administrators with checklists to ensure compliance, reducing risk and liability. They also make a point of explaining industry realities—why chasing cheap rates is dangerous, how small changes like paramedical maximums affect employees, and what long-term stability looks like.
“It’s our job to make sure clients understand not just the benefits themselves but how to administer the plan properly,” says MacNeil.
Conclusion
In an industry often defined by numbers, MacNeil Benefits is defined by people—clients, employees, and family. With a philosophy rooted in education, stability, and service, the firm demonstrates how even a small boutique operation can have a big impact.
As benefits costs rise and complexity grows, companies need more than just a broker. They need a partner. And for over three decades, that’s exactly what MacNeil Benefits has aimed to be.
Looking for a good partner for your recruiting needs? Reach out to our team.
