For GEB’s 60th anniversary, we are celebrating the people who built the bridges that shaped our global community. Among them is Marc Reinhardt, whose career spans more than three decades and whose work helped define the organisation we know today.
Marc joined Generali Germany in 1991, long before the name “GEB” became a global reference in Employee Benefits. What followed was a journey across countries, business cultures, partners, and teams. A journey that reflects the evolution of our industry and our network. His story is a reminder that GEB’s legacy is a collective one, built on relationships, collaboration, and a deep understanding of clients’ needs.
A Career Built Across Borders
Marc started his career in the German Employee Benefits division, and from the beginning, he felt drawn to international work. In 1995, he moved back to the United States.
At that time, the structure that preceded GEB looked very different from today’s operations. The organisation was known as Aetna Generali, a joint venture operating with a small network and even smaller teams. The main Brussels office had only seven people. The U.S. office counted four or five. Reporting came from Trieste by fax, a completely different time.
Yet, despite the scale, Marc remembers these years as energetic and full of purpose. The work was pioneering, the market was competitive, and the learning curve was steep.
Navigating the U.S. Market
In the 1990s, building credibility in the U.S. was not easy. “Americans often associated Italy with fast cars, good food, and great fashion, not insurance,” Marc recalls. Aetna’s name was essential at the time, offering instant recognition in a market driven by trust.
But in 1996, Aetna shifted toward a domestic managed care model and reduced its involvement in international benefits. For Marc and his colleagues, this marked a turning point. Without Aetna’s strong brand, GEB had to rebuild its place in the market, patiently and consistently.
The challenge intensified in the early 2000s when Aetna sold its international business to ING. Suddenly, the team had to position GEB independently in a crowded and familiar marketplace. Those were difficult years, filled with RFP rejections and long conversations with consultants who didn’t yet know the brand.
Then came a breakthrough: the Gillette win in 2003–2004, in Boston, supported by Elio Moccia, GEB’s first CEO. It was proof that perseverance pays off and it opened doors that had been closed for years.
Building the West Coast Bridge
Marc later took responsibility for West Coast business development. Home to companies that would eventually define the modern tech world.
Alongside colleague Mike Timmer, Marc spent years speaking to Silicon Valley firms. The work was slow and demanding, but it created relationships that would shape the future.
Today, many of the world’s most recognisable technology companies are GEB clients. For Marc, this long arc of progress remains one of the most rewarding chapters of his career.
Growing a Global Network
Beyond the U.S., Marc also contributed to network development across Latin America, working closely with Massimo. These were years marked by dynamic expansion, strong personal bonds, and deep cultural exchanges. Marc speaks with warmth about the region’s energy, authenticity, and team spirit.
There are also stories that reflect the human side of this journey:
- His first conference in Amsterdam in 1993, held in a rather small meeting room but that already reflected the ambition of the group
- The network gatherings in Latin America, emotional and full of camaraderie
- The 2007 Global Forum in New York, an unforgettable moment that brought clients, consultants, and senior leaders together in a way he had never experienced before
These moments form part of the bridge Marc helped build: a global network connected not only by business but by humanity.
Witnessing an Industry Transform
Over 34 years, Marc saw Employee Benefits transform from a primarily pooling‑focused business to a sophisticated ecosystem powered by data, captives, and technology.
What consultants do has changed as well, from pricing and policy details to strategic advisory roles with global impact. Client needs are more complex. Data expectations are higher. Technology is no longer an advantage but a necessity.
Looking ahead, Marc sees three priorities for the next generation:
- Captives will become even more central.
- Data quality and speed will define competitiveness.
- Technology investment will be essential to manage global complexity.
But he also offers advice that remains timeless:
“Know your client, not just their data. Understand their business, their industry, their model. And never forget why we do this.”
A Legacy of Connection, Positivity, and Purpose
When asked why he stayed for 34 years, Marc’s answer is simple:
“The people, the global exposure, and the privilege of working with iconic organisations.”
His story embodies the principles behind #TheBridGEBetween:
- Connecting teams across borders
- Building trust with partners and clients
- Shaping solutions together
- Creating a shared culture that stands the test of time
Marc’s journey reminds us that GEB’s success was never built by one person, one team, or one market. It was built by the bridges we formed together.
As we celebrate 60 years, we honour not only Marc’s legacy but the collective force of everyone who helped shape our global community, past and present.