Memento Mori — May 2024

Inside the Pre-need Data Revolution

Are You Ready for What Comes Next?

Creating lasting connections

We know our service is a reflection of the care you provide to families. That’s why we go above and beyond to provide a real connection with them, like a handwritten note sent by an NGL representative after a memorable conversation. Relationships are priceless, so we work every day to build them on your behalf. Scan the QR code to learn more

What is Fundafamily.com?

Fundafamily.com is a financial assistance service. What this means is that a funeral home sets up the decedent’s entry on Fundafamily.com and the community is thereby able to donate to the funeral home in order to help cover the cost of the funeral.

Why do we offer this service?

Because we are tragically aware of the heartbreak and financial burden faced when losing a loved one. Because we are in a unique position to help. Because we are all just people.

No Fees

100% of the donations go to the funeral home. Because profit is not what this is about.

MEMENTO MORI

ICCFA Officers

PRESIDENT Lee Longino

PRESIDENT-ELECT

Mitch Rose, CCFE, CCrE

VICE PRESIDENT, EDUCATION

John Bolton, CCE, CCrE, CSE, CXE

VICE PRESIDENT, MEMBERSHIP & MARKETING Shawna de la Cruz

VICE PRESIDENT, INTERNAL AFFAIRS Robert Gordon Jr, CCE

VICE PRESIDENT, EXTERNAL AFFAIRS Lauren Blevins, CCFE, CPLP

TREASURER Christopher Keller

SECRETARY

Micah Singerman, MBA

EXECUTIVE DIRECTOR Nadira Baddeliyanage

GENERAL COUNSEL

Poul Lemasters, Esq. poul@iccfa.com

Magazine Staff

EDITORIAL DIRECTOR

Tatia L. Gordon-Troy, Esq. tatia@iccfa.com | 571.323.2983, ext. 1222

SUPPLIER RELATIONS MANAGER Rick Platter rplatter@iccfa.com | 800.645.7700, ext. 1213

MARKETING & COMMUNICATIONS DIRECTOR Maddy Collins maddy@iccfa.com | 800.645.7700, ext. 1215

EXECUTIVE DIRECTOR AND PUBLISHER Nadira Baddeliyanage nadira@iccfa.com | 800.645.7700, ext. 1215

DESIGN & PRODUCTION BonoTom Studio, Inc. info@bonotom.com | bonotom.com

Memento Mori (ISSN 1936-2099) is published by the International Cemetery, Cremation and Funeral Association®, 107 Carpenter Drive, Suite 100, Sterling, VA 20164-4468; 703.391.8400; FAX 703.391.8416; www. iccfa.com. Published 10 times per year, with combined issues in March-April and August-September. Periodicals postage paid at Baltimore, MD, and other ofces. Copyright 2024 by the International Cemetery, Cremation and Funeral Association. Subscription rates: In the United States, $39.95; in Canada, $45.95; overseas: $75.95. One subscription is included in annual membership dues.

POSTMASTER: Send address changes to Memento Mori, 107 Carpenter Drive, Suite 100, Sterling, VA 20164-4468.

The Secret to High Lead-to-Sale Conversion Rates: Referral Prospecting

by Brent Thomas

IN THE WORLD OF SALES , referrals are like golden tickets. Tey typically drive the highest lead-to-sale conversion rates, and the best part is that they require minimal fnancial investment.

Why are referrals such a powerful type of lead? To start, they are built on a foundation of existing relationships and powered by the high level of customer satisfaction you earn. In addition to being a cost-efective lead source, referrals can strengthen both new and established connections. Let’s take a closer look at how the art of referral prospecting can transform your sales results.

Redefning Prospecting

Successful changes to improve your sales process sometimes begin with a shift in your own mindset. When we think of prospecting, we often envision cold calls, endless emails and countless hours spent chasing down leads. Identifying and contacting potential customers to generate sales in any form is, indeed, prospecting. But there’s a more efective approach: leveraging your existing customers to create new connections for you by initiating introductions to their personal contacts, i.e., referrals.

A referral is more than just a name on a list. It’s a warm lead—an introduction from someone who already sees value in what you ofer. Not only that, but the person making that introduction is willing to associate their own credibility with the quality of the services you provide. Imagine having a satisfed customer vouch for your product or service to friends and family members who already respect their recommendations. Tat’s the power of referrals.

The Referral Advantage

Referrals are efective because they develop from relationships that are already built on

[R]eferrals are more than leads—they’re bridges connecting you to new opportunities through the trust that’s already established in existing relationships.

trust, putting you far ahead of those cold calls. According to the 2021 Trust in Advertising study conducted by Nielsen, 89% of people trust recommendations from others they know more than any other channel. Now, imagine how much more infuential that trusted recommendation can be when combined with a service that you already know is likely to result in high satisfaction. Consider the following statistics from Homesteaders Life Company’s latest

Preneed Motivators research report, which provides insights from a 2023 survey of preneed policy owners:

• 97% of those who made prearrangements were “completely” or “very” satisfed with their decision.

• 53% of policy owners learned about prearranging from someone who had done it.

• 63% of policy owners have recommended prearranging to at least one other person, or plan to do so.

• 50% of those who recommended prearranging shared their experience with both family members and friends. Trust and high satisfaction make for a winning combination that can help you earn more business. It’s up to you to unlock the full potential of this opportunity.

Asking for Referrals

Just as funeral planning may not be top of mind for many consumers, asking for a referral may not always be top of mind when you’re working with customers. However, this doesn’t have to be a burdensome process, and can even help enhance your relationship with the existing customer.

Here are tips for earning referrals in a way that creates a positive experience for everyone involved:

1. Ask for referrals right after closing a sale. Immediately after prearranging, your customer experiences the peace of mind and satisfaction of putting their funded plans in place. Make the most of that enthusiasm by asking them to share their referrals while the process is still fresh in their minds.

2. Ask again when needed. Sometimes, you’ll hear a “no” from a customer who is not

comfortable with sharing their experience right now. It’s okay! You can ask again later as you continue to build the relationship.

3. Make it easy for customers. The simpler you make it for your customers to provide their referrals, the more likely it is that they will follow through. For example, you can suggest that they take a picture of your business card and text it to potential referrals. You can also provide a referral template via email when you follow up with customers to thank them for their business.

4. Ofer a group presentation. If your customer belongs to a group or organization, ask if you can contact the group leader to present to the group. It’s an excellent way to tap into their network while showcasing your professionalism and subject matter expertise.

5. Expand your referral impact. Each referral has the potential to strengthen connections and establish new ones. Build upon the connections by asking your new customer to thank the person who referred you to them.

Remember, referrals are more than leads—they’re bridges connecting you to new opportunities through the trust that’s already established in existing relationships. So, ask confdently, provide value that continues to earn high customer satisfaction and watch your sales soar.

Brent Thomas is the Director Field Training and Development at Homesteaders Life Company. Prior to his current role, Brent’s experience ranges from preneed counselor and cemetery sales management to key account and business consulting with Buchanan Group, Inc., and Batesville Casket Company. With nearly 30 years of experience and a wealth of knowledge in various aspects of the industry, Brent has spoken on many topics at events such as ICCFA’s DEAD Talks. He holds a degree in Organizational Communications from Indiana University and is a certifed facilitator of GROW Coaching. Brent’s award-winning experience as a business consultant, coach/mentor and strategic sales leader is rooted in his commitment to helping families honor their loved ones.

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Artifcial Intelligence: Aren’t You Just Dying to Use It?

by Chuck Gallagher

IN A WORLD WHERE ARTIFICIAL INTELLIGENCE (AI) reshapes industries by ofering more innovative, efcient solutions, one sector stands at the cusp of a quiet revolution. Funeral homes and cemeteries, traditionally seen as guardians of the past, are now fnding groundbreaking ways to harness AI, transforming their operations and how we perceive the fnal farewell. Here’s a glimpse into how AI can raise awareness of these organizations’ unique value and spotlight the importance of pre-arrangement planning.

Enhancing Personalization with AI

In the business of farewells, personalization is paramount. AI takes this to the next level. Imagine an AI-powered system that can craft the most touching, personalized eulogies or memorial videos by sifting through a lifetime of digital footprints—photos, social media posts, videos—to capture the essence

seeking meaningful ways to remember their loved ones.

While it’s true that the funeral profession is not at the cutting-edge of technological advancements, the idea of creating something that can change how you remember a loved one is profound. For example, the new Apple VR glasses (frst generation)

[T]o the funeral home and cemetery owners, the question isn’t whether you can aford to integrate AI—it’s whether you can aford not to. After all, in the business of farewells, being ahead of the curve might be the most ftting tribute to the lives you’re entrusted to celebrate.

of a loved one. Tis not only eases the burden on grieving families but also creates a uniquely memorable service that stands out.

Virtual Reality Memorials

AI-powered virtual reality (VR) can ofer immersive experiences that transcend traditional memorials. Trough VR, attendees can relive cherished moments with the deceased, from breathtaking vacations to simple, everyday joys, creating a vivid celebration of life. For funeral homes, ofering such cutting-edge memorials can signifcantly enhance their value proposition to tech-savvy and younger generations

are amazing, especially considering that an iPhone 15 can shoot 3D videos like the movie “Avatar.” Tink about how this will transform memories in the next 10 years. Te choice today is to embrace the possibilities or be caught of guard when a competitor surpasses us because they have.

Smart Pre-Arrangement Planning

AI’s predictive analytics can revolutionize pre-arrangement planning by identifying trends and personal preferences, enabling funeral homes to ofer customized plans that resonate deeply with individuals’ values and wishes. By analyzing data from various

sources, AI can help tailor communication strategies, ensuring that messages about the importance and benefts of pre-planning reach the right audience at the right time.

AI-Driven Operations for Efciency

Behind the scenes, AI can streamline operations, from scheduling to logistics, ensuring that services run smoothly, and families receive seamless support during their time of need. Automated systems can handle inquiries and bookings and even ofer grief support resources, allowing human staf to focus on providing compassionate care and personalized attention.

Raising Awareness and Educating the Community

AI can play a pivotal role in educating the public about the value of pre-planning funerals. Trough targeted social media campaigns and interactive online platforms, AI algorithms can ensure that informative content reaches individuals most likely to beneft from pre-arrangement services. Engaging AI chatbots can answer questions, provide resources, and guide people through planning, making pre-planning more accessible and less daunting.

Don’t discount a “chatbot” as “never gonna happen in our profession,” as I have been witnessing chatbots that are so well programmed that it’s becoming hard to know that a human doesn’t handle the initial inquiry. And it’s just 2024 ... what will technology deliver by 2034?

Entertaining Yet Enlightening: The AI Edge

Incorporating AI doesn’t just bring efciency and personalization; it also ofers a unique opportunity to engage and educate entertainingly. Picture an AI-driven app

that gamifes the planning process, challenging users to think about their legacy and preferences in a light-hearted yet meaningful way. Such innovative approaches can demystify the planning process and encourage more people to consider pre-arrangement benefts.

Baby Boomers and GenXers behind them need to pre-plan. Being remembered is important, and a recent national survey said that over 88% of people would prefer their loved one to pre-plan their funeral vs. being left with the burden after their death. Yet, with modern healthcare technology, Baby Boomers feel they will live longer and potentially postpone fnal arrangement decisions. Make it interesting, relevant, and fun...and the Baby Boomer pre-planner will be hooked.

Where From Here?

Integrating AI into the funeral and cemetery industry is not just about adopting new technology; it’s about reimagining how we honor life and support those left behind. By leveraging AI, funeral homes and cemeteries can ofer unprecedented levels of personalization, efciency, and engagement, transforming the perception of their services from merely necessary to genuinely cherished.

As we stand on this technological precipice, the message is clear: it’s not just about using AI but embracing it to enrich the services provided in life’s fnal chapter. So, to the funeral home and cemetery owners, the question isn’t whether you can aford to integrate AI—it’s whether you can aford not to. After all, in the business of farewells,

Electrostatic Pesticide Screen

being ahead of the curve might be the most ftting tribute to the lives you’re entrusted to celebrate.

Chuck Gallagher is a seasoned professional in the funeral service industry, boasting over 30 years of experience. Currently serving as Vice President at American Funeral Financial, a Division of C&J Financial, Chuck is also a distinguished speaker. His extensive background in the sector positions him as a leading expert and trusted advisor, contributing valuable insights and guidance to both professionals and families navigating the complexities of funeral services. His programs on ethics and Artifcial Intelligence are recognized nationwide in a variety of professions. His presentation at Dead Talks was highly rated.

Memento Meri

“In loving memory of Meri Lambert Rickmond.”

by Cody Spradlin

IN THE DIMLY LIT ROOM OF A FUNERAL HOME , amidst the hushed whispers, snifes, and somber atmosphere, I found myself facing a stark reality that would shape my life in unforeseen ways. It was the sudden passing of my beloved Aunt Meri that catapulted me into the world of end-of-life care—a journey that not only transformed my professional trajectory but also instilled in me a profound sense of purpose and responsibility. As I refect on my unconventional entrance into this industry, I am compelled to shed light on its signifcance as it relates to the pivotal roles that the younger generations, namely Millennials and Gen Z, play in shaping its future.

An unexpected phone call heralding the passing of my aunt shattered the tranquility of my everyday life. Te logistical aspects of getting from Georgia to California alone were daunting but combined with the anticipation of her upcoming fnal farewell it all felt nearly insulting when piled on a mountain of grief.

Following my aunt’s services in the fall, I traded the hustle and bustle of Southern California for some reprieve on the East Coast, starting in New York City and eventually working my way down to Birmingham, AL. While in New York visiting a close friend, I came across an Indeed® posting for a position in aftercare at a local mortuary in Escondido, CA—Envision Strategic Partners—and something stirred inside me.

While the sudden loss of any family member is tragic, the sudden loss of a parent is especially painful and as someone on the outside looking in, I was completely lost when it came to what to say or do. Having never experienced a loss of that magnitude, the idea of being the person my family had needed in those moments transformed into a personal calling.

What began as a quest for personal closure evolved into a career path deeply grounded in purpose and meaning. Every interaction I had with families, I discovered the profound impact that pre-need arrangements could have on individuals and families, ofering them peace of mind and a sense of control over their fnal arrangements. Working in the pre-need funeral

industry became much more than a job. It was a vocation rooted in empathy, compassion, and the belief that everyone deserves a dignifed farewell. It was and is about providing a comforting presence in times of uncertainty and guiding individuals toward making informed decisions that align with their values and wishes.

Despite the inherent challenges and misconceptions surrounding death and funeral planning, I have found immense fulfllment in helping others navigate these sensitive conversations and helping to ensure their end-of-life wishes are honored with care

and respect at their passing. Tis you’ll fnd is a sentiment shared by more than a few of my generational compatriots.

As I immersed deeper into the world of pre-need funeral sales, I took note of the shifting demographics and evolving attitudes toward death and dying, particularly among the younger generations.

From Millennials to Gen Z and onward, we are often characterized by our progressive values and openness to discussing taboo topics, and because of that, we are poised to redefne the landscape of endof-life care. With a keen awareness of the importance of holistic wellness and personal agency, these generations are seeking alternatives to traditional funeral practices and are embracing innovative approaches to commemorating life and legacy.

It seems only natural that the industry should welcome the younger generations in a synergistic approach towards greeting the future.

It’s no secret that the Baby Boomer generation makes up a fair amount of both the general population and funeral professionals. Bearing that in mind, one can logically conclude that a “Boom” in births will eventually lead to a “Boom” in deaths, resulting in a disparity between the number of families in need of care and the number of available industry professionals simultaneously.

As stewards of this legacy, it is our duty to engage and empower younger generations now by inviting them into a conversation that transcends the cultural taboos and societal norms surrounding deathcare. After my promotion to Director of Recruiting, it became even more evident that the future of not only pre-need funeral sales, but the industry as a whole, lies in the hands of future generations. If we are to preserve the integrity and future of our industry, it is imperative that we take collective action now.

And while it may appear to some that younger, more recent generations lack the austere professionalism and necessary life experience to cope with the daily challenges of navigating deathcare, I would posit that we—Millennials and Gen Z—are more innately equipped to handle the highs and lows on the spectrum of human emotion than many that came before us.

Tanks to exponential advancements in media and technology, we have been more directly exposed to the world stage from an incredibly early age, which has given us a diferent outlook when it comes to death and life-changing events. Ones that shouldn’t be readily overlooked.

However, as prequalifed as we are for the emotional strain of guiding families following a loss, the one caveat I would give those wanting to ensure the future of their business would be this: If you don’t already “speak” Millennial/Gen Z, either get a translator or be prepared to LISTEN.

Speaking as a Millennial Professional, my foremost concerns following fair compensation have always been:

• “Am I actually being heard and understood?”

• “What is the purpose and impact of my work?”

• “Does my employer prioritize me and my growth as much as their bottom line?”

I say all of this in the hopes my testimony will open your eyes to a diferent point of view and help us reach the common ground necessary to look beyond labels so we can place our focus on what truly matters: the families we serve.

I freely admit that as society has progressed, so has the complexity of what we (Millennials/Gen Z) require from our employers as human beings. However, one commonality remains. We want what every other generation before us has wanted: the opportunity to grow both personally and professionally while maintaining our identity.

Whether that be abolishing 24/7 availability and supplementing contracted workers to fll in the gap or continued education topics that help educate BOTH sides of the generational gap, the solution lies in solidarity.

Bringing us into the conversation and making us part of the solution, rather than the focal point of the “problem,” will always win out over salary when it comes to our priorities. You’ll likely fnd that the more fexible and committed you are to aligning with your employees to help them reach their goals, the more fexible and willing they will be to pitch in outside their prescribed duties to help you reach yours.

My journey into deathcare has been defned by personal loss, professional growth, and a steadfast commitment to serving others with empathy and integrity— all in memory of my beloved Aunt Meri.

As Millennials and Gen Z assume their rightful place as torchbearers, it is imperative that we embrace their values, amplify their voices, and empower them to grow along with industry veterans to shape the future of end-of-life care.

By fostering a culture of inclusivity, innovation, and authenticity, we can ensure that the legacy of compassion and dignity endures for generations to come. For more information, ask your local Resident Millennial.

Cody Spradlin’s career in the funeral industry began at the height of the pandemic. After having watched the world change overnight, followed by nearly two years of isolation, it was time to rejoin the workforce. By chance, he came across an ad online for Funeral Pre-Need sales. As a result of the recent loss of his aunt combined with current events, he decided to try something new in the hopes of serving as a lighthouse for grieving families in California.

Good-Bye Goes Digital!

by Dan White

IN AN AGE WHERE TECHNOLOGY SEAMLESSLY INTEGRATES into almost every aspect of our lives, the deathcare profession stands at the cusp of a signifcant transformation. Tis shift toward digital innovation is vividly illustrated in the experiences of Mr. and Mrs. Jones, a couple grappling with the complexities of modern life, including demanding careers that require frequent travel, leaving little room for traditional in-person meetings to plan end-of-life services. Teir predicament underscores a broader challenge many families face today: the need for a fexible, informative, and personalized approach to pre-arranging funeral services.

At the forefront of addressing this need is Avery, an advance planner whose innovative use of technology is transforming the traditional approach to pre-arrangement. Avery’s methods not only cater to the logistical challenges faced by families like the Joneses but also aim to demystify and personalize the pre-arrangement process, making it a deeply engaging experience.

Embracing Technology for Enhanced Communication

Central to Avery’s innovative strategy is the proactive use of a Customer Relationship Management (CRM) system, which serves as a cornerstone for enhanced communication and building family relationships. Avery leverages the CRM to

implement features such as ringless voicemails, which discreetly deliver messages to the recipients’ voicemail without the intrusive ring, respecting their time and preferences.

Additionally, Avery utilizes text messaging capabilities directly from the CRM to maintain a steady, comforting stream of communication with families, ensuring they remain informed and connected throughout the planning process. Tis direct line of communication, punctuated by personalized messages and updates, fosters a sense of trust and closeness between Avery and families like the Joneses.

Avery’s CRM becomes a platform for more than just communication—it’s a tool for being more proactive in the

pre-arrangement process. Using planned marketing campaigns, Avery sends tailored content that educates the Joneses on their options, gently guiding them through their decision-making journey. Tese campaigns, combined with timely appointment reminders, ensure families like the Joneses stay engaged and supported, even amidst their hectic schedules.

Digital Dashboard: A Comprehensive Planning Tool

A digital dashboard can revolutionize how families interact with the pre-arrangement process. You can ofer a visually engaging platform where families explore service oferings for both burial and cremation, alongside a curated selection of caskets or urns. Each option is presented with detailed descriptions and high-resolution images, simplifying the decision-making process.

Moreover, the dashboard encompasses visual guides for outer burial containers and can present a variety of cemetery selections, including ground placement, mausoleums, and cremation niches. Tis feature provides families with a comprehensive overview of their options, encouraging informed decisions that align with their values and the legacy.

Virtual Remote Visits and Remote Signing

Avery’s approach also includes virtual remote visits, allowing families to experience funeral home settings and discuss arrangements from anywhere. Tis innovation, together with the ability for families to remotely sign for their pre-arrangement plan via the digital dashboard, epitomizes the convenience and efciency that technology can bring to the planning process.

Conclusion: Shaping the Future of Pre-Arranging

Trough Avery’s integration of technology into the pre-arranging process, families are aforded a level of engagement, personalization, and convenience previously unattainable through traditional methods. Te combination of enhanced communication, interactive planning tools, and virtual remote visits ensures that families can navigate their pre-arrangement options with clarity, confdence, and a sense of active involvement. Avery’s approach not only addresses the logistical challenges of modern life but also caters to the emotional and psychological needs of families during one of life’s most signifcant planning phases.

As the deathcare profession continues to evolve, the practices pioneered by Avery, illuminated by the story of Mr. and Mrs. Jones, highlight a future where technology serves as a bridge to more meaningful, compassionate, and adaptable pre-arranging experiences. Imagine a future, where the process of pre-arranging funeral services becomes more than merely a necessity but a personalized journey that honors the individuality of each life and legacy.

Tis family scenario detailing Avery’s innovative approach to pre-arranging using advanced technologies highlights several signifcant implications for the families we serve. By integrating digital tools such as a sophisticated Customer Relationship Management (CRM) system, a comprehensive digital dashboard, and virtual remote visits into the pre-arrangement process, the Death Care Profession can go through a transformative shift that afects families and individuals in profound ways.

Remote signing capabilities and virtual visits streamline the prearrangement process, making it more efcient and less time-consuming. These features remove logistical barriers to planning, such as scheduling conficts and travel…

Accessibility and Convenience

Te use of these technologies makes pre-arranging more accessible to a broader audience. People with busy schedules, like Mr. and Mrs. Jones, or those living far from their preferred funeral home, can now engage in the planning process without the need for physical presence. Tis level of

accessibility ensures that more individuals can participate in making informed decisions about their own or their loved ones’ end-of-life arrangements, regardless of their geographical location or time constraints.

Enhanced Communication

Te CRM tools facilitate enhanced communication between advance planners and families. By employing ringless voicemails, direct text messaging, and tailored marketing campaigns, families receive personalized information in a non-intrusive manner. Tis improvement in communication ensures that individuals are better informed and can engage with the planning process at their own pace, leading to more thoughtful and considered decisions.

Informed Decision Making

Te digital dashboard provides a visually interactive platform that demystifes the array of pre-arrangement choices available to families. With detailed visualizations of service oferings, including casket and urn selections, outer burial containers, and cemetery options, individuals are empowered to make decisions that refect their values and preferences. Tis tool helps alleviate the overwhelming feelings often associated with pre-arranging, making the process more approachable and understandable.

Personalization of Services

Te technologies highlighted in this article allow for a higher degree of pre-arranging personalization. Families can tailor every aspect of the end-of-life arrangements to honor their unique life and legacy. Tis personalization ensures that the fnal tribute is meaningful and refective of the individual’s wishes, creating a more fulflling and comforting experience for those left behind.

Efciency and Streamlining logistical barriers to planning, such as Remote signing capabilities and virtual scheduling conficts and travel, ensuring visits streamline the pre-arrangement that the process is not only quicker but process, making it more efcient and less also less burdensome for families during a time-consuming. Tese features remove difcult time.

Emotional and Psychological Benefts

By providing a more accessible, informative, and personalized planning experience, these technologies have the potential to reduce the stress and anxiety associated with pre-arranging. Families can approach the process with a sense of empowerment and peace, knowing they have the tools and information needed to make the best decisions.

Broader Profession Transformation

Te implications of Avery’s approach extend beyond individual families to suggest a broader transformation within the deathcare profession. As more funeral homes adopt similar technologies, the standard for pre-arranging can shift toward greater transparency, customization, and client engagement. Tis will lead to increased satisfaction with funeral services and a greater willingness among the public to engage in pre-arrangement planning.

In summary, the integration of advanced technologies into pre-arranging as depicted in this article has profound implications for the public. It signifes a move toward more accessible, personalized, and meaningful end-of-life arrangements, benefting not only individual families like Mr. and Mrs. Jones but also shaping the future direction of the deathcare profession.

Dan White joined Cairn Partners in 2019 as Sales Manager for one of our client frms. Prior to joining Cairn, Dan was a Sales Manager for a large Funeral Home/Cemetery combo in the Seattle market. He has more than 40 years of experience in marketing, management, computer technology, and sales training. While as a Sales Manager, Dan was active in the design and development of the Cairn “Remote Visit Dashboard” used by our client frms. In 2021, Dan took the role of Remote Visit Dashboard Trainer. He is currently part of our Business Development Team.

How Can Deathcare Businesses Leverage Infuencer Marketing?

by Elsa Mou

IN TODAY’S DIGITAL ERA, SOCIAL MEDIA MARKETING IS CRUCIAL for businesses to meaningfully connect with their customers. With over fve billion global users spending an average of 2 hours and 23 minutes daily on social platforms, it’s evident that leveraging social media is vital for all industries, including deathcare.

Tis article underscores the signifcance of infuencer marketing for deathcare businesses. By partnering with infuencers, businesses can enhance brand visibility and engagement. Infuencers, regardless of their follower count, can efectively reach and resonate with target audiences, making them valuable assets for promoting a deathcare business.

To kickstart infuencer marketing, deathcare businesses can explore various channels and strategies—local connections, social media hashtags, infuencer matching platforms, and building brand communities are efective strategies for identifying infuencers aligned with the business’ values and goals.

Who Can Be an ‘Infuencer’?

Infuencers aren’t limited to celebrities; anyone with a social media presence can infuence others. High-quality user-generated content (UGC) that resonates with your audience can still have a signifcant impact even with a smaller, dedicated following.

Every form of engagement, from thoughtful comments to shares and story views, contributes to your overall reach and potential infuence. With the ever-growing landscape of social media platforms, the opportunities for inspiring new perspectives and sparking discussions around topics such as deathcare are limitless.

Cost-efective Infuencer Marketing

Exploring gifted collaborations can yield positive results for business owners hesitant to commit to paid ones. Nano-infuencers, micro-infuencers, or individuals with less than 10,000 followers, often represent a cost-efective option for startups.

As newcomers to the infuencer marketing scene, they might be receptive to in-kind collaborations. Tis can involve ofering your products or services in exchange for promotion through their social media platforms.

Turn Your Customers into Brand Ambassadors

People are increasingly drawn to authentic content over promotional messages. Utilizing organic marketing through user-generated content (UGC) featuring your products or services allows customers to share their experiences and connect with your brand on an emotional level.

Collaborating with your existing customers can bring numerous benefts to your business. For one, it enables you to showcase positive customer reviews.

Pictured below is Erika, one of our pet urn customers who loves our dog urn, and raves about GNight Fetcher on social media. It came to our attention that Erika was tagging our profle in various Instagram posts showcasing her fur-angel, Nena, resting peacefully in our urn. So, we reached out to flm a testimonial video with her.

Unlike staged or promotional content, Genuine customer stories come from individuals who are not motivated by fnancial compensation, but rather by a sincere desire to share their positive experience with others.

Sharing videos and photos featuring authentic customer testimonials can be a powerful way to demonstrate the positive impact your products or services have on people.

Here are some ways to foster customer brand ambassadorship: 1. Identify passionate customers: Look for customers who consistently express positive feedback and actively engage with your brand.

2. Ofer incentives: While not a requirement, consider ofering small incentives like discounts or exclusive products in exchange for participation in UGC creation or sharing experiences on social media.

3. Build genuine relationships: Foster genuine connections with your customer base. Show appreciation for their feedback, respond promptly to inquiries, and ofer ongoing support. Cultivating relationships with your existing customers can open doors to new connections within your niche.

Like-minded Infuencers Can Be Found Everywhere

It’s important for brands to explore various channels for identifying the most relevant infuencers. Let’s explore the possible strategies to discover the right infuencers and kickstart our infuencer marketing eforts today.

1. Local guides: Use online platforms such as Yelp and Google Maps to identify individuals who possess extensive knowledge of your community and are actively engaged with your target audience. Tey can be found frequently posting detailed reviews, replying questions, and carrying a “Local Guide” (or equivalent) badge on these platforms.

Use online platforms such as Yelp and Google Maps to identify individuals who possess extensive knowledge of your community and are actively engaged with your target audience.

2. Social media hashtags: Trough hashtags and locations tags , fnd your target infuencer on social media platforms such as TikTok, Instagram, Facebook, YouTube, and Reddit. For example, at GNight Fetcher, we use the hashtags #petmemorial, #decorativeurns, and #rainbowbridge to identify micro-infuencers on Instagram who recently lost their pets. We then use a location flter to narrow down to pet parents residing in particular states in the United States.

3. We’ve had some success with “infuencer matching” platforms—such as TikTok & Amazon afliates, Walmart Infuencer, Social Cat, Glewee, etc. We look for pet parents with smaller but engaged followings who are already experienced in paid and unpaid collaborations. Here’s an example of Logan, who we found on Social Cat, sharing her thoughts on the GNight Fetcher pet urn on Instagram:

4. Building a community around your brand is key. It doesn’t just involve working with well-known personalities but also people who have earned trust and infuence in their community, such as community leaders.

5. Advocates or “super fans” can play a signifcant role in infuencer marketing, especially when it comes to raising awareness about death-related issues or supporting bereaved families. Tis makes your employees, investors, and friends and family members who are familiar with your brand efective potential advocates online.

Leverage Social Media for Positive Impact

Although death is a sensitive topic, many people turn to social media platforms to fnd support and comfort as they cope with grief

and loss. Acknowledging this, deathcare businesses can create informative, emotional, and engaging content. Tis can help establish a valuable online presence and connect with their target audience meaningfully.

By implementing the strategies mentioned here, deathcare businesses can unlock the full potential of social media marketing. Tis approach can generate leads, increase brand awareness, and ultimately build a community of trust and support within the digital space.

If you have feedback or additional questions, feel free to reach out to Elsa at hello@ gnightfetcher.com.

Elsa Mou is an entrepreneur and investor in the pet care industry. She has an MBA in Analytics from The Wharton School at The University of Pennsylvania and a business management degree from The London School of Economics. She started her career at Ogilvy and Mather and later ventured into building and investing in food and tech companies in Singapore and Dubai. During a business trip, she witnessed a tragic accident that inspired her to commit full-time to the deathcare space. Currently, Elsa is the cofounder of GNight Fetcher, a company that creates nature-inspired memorial products, and owner of Pet Friendly Growth Club, a podcast and newsletter bringing insider tools and tips to entrepreneurs in the pet industry.

References:

Geyser, W. (2023, October 30). Te state of infuencer marketing 2023: Benchmark report. Infuencer Marketing Hub. https://infuencermarketinghub.com/ infuencer-marketing-benchmark-report/ Hahn, I. (n.d.). How to Identify & Work With the Best Brand Infuencers for Your Business. Blog.hubspot.com. https://blog.hubspot.com/ marketing/brand-infuencer

Formula for Successful Appointment-Setting

by Greg Norris

THE COMPOUND EFFECT IS AT WORK IN YOUR LIFE EVERY DAY , whether you know it or not. I frst learned about this principle in the book, Te Compound Efect, by Darren Hardy. Darren wrote that if a plane taking of from Los Angeles and bound for New York City has a one-degree error in its fight plan, it will land in Delaware instead. Tis demonstrates that an action, done consistently, over time, will have a long-term efect. Do accidents like the example of the plane happen in pre-need sales? No, however, I contend that we all make small, seemingly non-consequential decisions each day that, over time, have big efects. Let’s examine how this applies to approaching prospecting or appointment-setting pre-need appointments.

First, let’s talk about choices. One of the things I enjoyed when I worked as a preneed counselor was that, for the most part, it was non-complicated. When it comes down to it, there are only two jobs: being on an appointment or working to set an appointment. Every choice we make during our day should revolve around those two jobs. Since it’s early in the year, let’s say you would like to make a little extra money than you did last year. You could talk to fve more people every day. How do you think that action, done consistently, over time, would afect your income? Five extra conversations each day would yield an extra half an appointment per day (assuming it took ten conversations to set one), which would yield an extra three appointments per week. If your closing ratio is 50%, you would have an additional 1.5 sales per week and an additional six sales per month. Tis would average an extra $30,000 in volume (average of $5,000 contract). Over one year, you would see $360,000 in volume, and an average of 8% commission equals $28,800 in commission. Not a bad raise for the year! Most importantly, you helped an additional 72 families create a better farewell. Secondly, setting a routine for appointment-setting is highly important. To do this, frst set appointments with yourself. For my routine, there were two key times to prospect. Every Saturday morning, I started at 9:00 am and ended at 1:00 pm. My goal was to set up as many Monday and Tuesday appointments as I could. Tat way, I didn’t walk in the front door on Monday with a blank slate.

Te second appointment with myself was every Tuesday evening. Tat evening, I set appointments for Wednesday, Tursday, and Friday.

When setting appointments, be willing to meet occasionally in the evening or on a weekend. Tis will help you reach people who work Monday through Friday, 9:00 am to 5:00 pm. Tis is also a great way to reach younger people who are interested in preplanning, and it will also help you because commissions for this age group are often higher.

In my routine, I focused on the two main appointment-setting times, Saturday morning and Tuesday evening. Because I only had two jobs: being on an appointment and setting an appointment, if I had times during the day when these tasks

were complete, I flled in the space with prospecting.

I’ve heard of others using a routine, such as 10 calls before 10am each morning. Whatever routine works for you, stick to it and follow it consistently!

Te third element is creating good habits, which must be done daily and intentionally to set yourself up for success. If you wanted to start working out, you wouldn’t

join a gym an hour from your house. It must be convenient, or you won’t go. Te same principal applies to appointment-setting. Be willing to hold yourself accountable, not only to your manager but to yourself as well. You can do simple things, such as keeping track of how many conversations you have each day. You could also set small goals to help propel you to a larger goal.

For example, often a pre-need company will allow their agents to qualify for a nice trip if they write enough business in the year. Let’s say you want to write $900,000 to qualify for a trip. Tat seems like a large sum and maybe impossible, but if you break that down by the week, that is only $17,308 per week. If you strive for four things during the week and accomplish even one of those

Remember, the choices you make, built on the routines you follow, creating the habits you develop, done consistently over time, is your formula for success!

things, you will hit your goal.

For example, you need to achieve either $17,308 in sales, attend eight appointments, write four contracts or make 100 contacts. You don’t have to accomplish all these goals, yet if you work as though you will, you will hit at least one of them. Over time, you will see that sales is a numbers game, and you will reach your goal in the long term.

A few other tips:

• Don’t sell during the appointment-setting phase, that eliminates the need to meet.

MARK KRAUSE

• If you set and run your appointments within 48 hours, fewer appointments will cancel.

• Make sure all the decision-makers are there. Nothing is worse than a “one legged” appointment.

Tink of yourself like the airplane example above. What small, critical errors could you be making? What three things could you change to make yourself successful? Remember, the choices you make, built on the routines you follow, creating the

habits you develop, done consistently over time, is your formula for success!

Norris is Regional Director at Homesteaders Life Company. He started in 2004 serving funeral home customers and agents in Texas. In 2010, he was named Regional Director of the West Region and has served in that role since. Prior to joining Homesteaders, he spent 10 years as a pre-need sales counselor, territory manager and pre-need marketer. Greg has a degree in Marketing and Management from Emporia State University and is a two-time recipient of Homesteaders’ Account Executive of the Year award.

It was important to me that a successor would preserve our legacy of exceptional service. I also wanted our team to continue feeling appreciated, with plenty of opportunity for growth. The leadership at Foundation Partners Group was genuinely interested in what we were doing as one of the largest funeral providers in Wisconsin. I knew it was the right time to join Foundation Partners Group. Maybe it’s the right time for you, too.

Greg

The Missing Piece: Achieving Your Sales Targets

by Jorge Vara II

ACHIEVING YOUR CEMETERY AND FUNERAL HOME SALES TARGETS can feel like you’re piecing together a challenging jigsaw puzzle. If you will act on the items listed below, you can exceed your sales targets and complete the sales puzzle.

Build Your ‘Dream Team’

In the 1988 Olympic Games, the United States men’s basketlball team had heir worst fnish in program history. In 1989, a vote was taken, professional basketball players would be allowed in the 1992 Olympics and the “Dream Team” was assembled. Te team that was put together is arguably the greatest basketball team ever assembled. When this team was being designed, there was consideration given to the diferent roles and responsibilities needed: the head coach, a point guard, shooting guard, cen-

constantly searching for sales professionals to add to your team. Tese are some puzzle pieces of advice when it comes to recruiting sales talent:

• Create the target profle of your candidate: example—sales background, previously worked on commission, worked in a service industry, management experience, etc.

• Create a compelling job posting—share the vision of the orgnization, talk about the purpose they can experience from selling pre-need

Decide on the core items that you would like to be instilled in your team, repeat them and repeat them often. A great opportunity to repeat the same items over and over again are in daily team huddles or the weekly sales meeting.

ter, power forward and small forward. Each of these individuals had diferent roles, and you will also need to identify the diferent roles you need to assemble your dream team: general manager, location leadership, marketing team, advanced planner, funeral director, admin team, care team, grounds team, embalmer, vendor partnerships and others just to name a few.

Recruit New Sales Advisors

For the past decade and a half, I have been hiring sales professionals. What I can tell you is that there are always sales professsionals looking for an opportunity where they feel what they sell has purpose to it. Be proud about the business that you are in, what you can ofer to the community and be

• Prospect with outbound messages—do not wait for a candidate to respond to your job posting but rather look for your ideal candidate and contact them

• Phone screen with 2 Questions—by asking these two questions, you will learn all about your candidate

• WHY: Why are you looking to make a career move?

• WHAT: What is your story?

• Give a cemetery and funeral home tour to your candidate. I have found that showing the candidate the exact job they would be doing has been helpful in their understanding of the role.

Sell More Cemetery Property

In my opinion, the number one way to sell

more cemetery property is to ask a simple question to every family every time:

“How many spaces would it take to keep your entire family together?”

What I have found is that this one question causes the sales professional and the client to think outside of just their own invidual planning needs.

What follows is additional cemetery property sales and referrals to the rest of the family.

Increase Your Contract Average

Tese are proven scripts that work:

• Te Standard burial vault at our cemetery is the standard stainless steel which comes in 3 options: the standard stainless steel, the cameo rose stainless steel and the veteran stainless steel. We also have premium burial vaults with bronze and copper and a basic concrete vault.

• Te Standard headstone at our cemetery is the slant. We also have premium upright headstones and the basic headstone which is a fat memorial.

• Te Standard cremation container at our funeral home is the Stratus Alternative Container. We also have premium containers such as the Novato or Hadley and the basic container which is our simple bamboo.

• Our standard cremation plan provides coverage no matter where you die.

• Our basic cremation plan does not.

Defne your standard, premium and basic items, then practice and implement this script as it applies to family service advisors, advanced planners and funeral directors.

Chief Repeating Ofcer

Congratulations. You have a new title: Chief Repeating Ofcer. You may have heard that repitition is the key to learning. You may have heard that repitition is the key to learning. See what I did there? Decide

on the core items that you would like to be instilled in your team, repeat them and repeat them often. A great opportunity to repeat the same items over and over again are in daily team huddles or the weekly sales meeting. Tese are some examples:

• To create a culture around high performance:

• We are a high performance sales team that strives for excellence with every family every time.

• To keep in front of your team to provide options:

• Every Option. Every Family. Every Time.

• To keep in fron of your team what is needed to protect every family:

• Te Circle of Protection: Cemetery. Funeral Home. Away from Home.

• To increase cemetery property sales:

• “How many spaces would it take to keep your entire family together?”

• To increase the contract average:

• Te standard is…the premium is… the basic is…

Every Department Shares in Sales Success

Tese roles can make or break the sales targets:

Admin, Lead In, Part-Time Staf, Ambassadors, Funeral Directors, Grounds, Care Team, Marketing, Accounting, Operations and your Vendors.

It is important that you involve these roles in sales, recognize their eforts that contribute to sales and then reward them for their contribution. Tese are some ideas to help with that:

1. Gift cards

2. Cash Bonus

3. Breakfast, Lunch or Dinner

4. Team outing with all staf to celebrate achieving sales target

You Are the Missing Piece

Te 1992 Dream Team won the Gold Medal and their missing piece was adding professional basketball players. Now that you have read this article, you have the missing piece to go achieve your cemetery

and funeral home sales targets. Take action on the list above. YOU are the missing piece to completing the sales puzzle.

Jorge Vara II has worked in the sales and leadership profession for over two decades across the industries of professional sports, oil and gas, consulting and deathcare. He is currently serving as the Director of Sales at Fairmount Memorial Association based in Spokane, Washington, where he leads a high-performance sales organization. Prior to joining Fairmount in 2020, he served as a sales manager at Service Corporation International from 2015 to 2020 in Seattle and Oklahoma City. His greatest joy at work is seeing individuals and organizations break their sales records. Outside of the workplace, Jorge loves to hike and coach basketball. He currently coaches two competitive teams and has the joy of coaching his oldest son. Jorge can be reached at: www.JorgeVaraII.com or JVara@FairmountMemorial.com

Planning and Producing Community Events

by Erin Creger and Dan Kientzel

DURING THE SECOND DAY OF THE 2024 DEAD TALKS , we, Erin Creger with Envision Strategic Partners and Dan Kientzel with Service Corporation International, led a Leader Lab Workshop, focused on Community Events. Within the 90-minute session, much was shared and discussed, including planning, producing and the tracking of results.

Te audience also received a workshop workbook as a tangible playbook to follow, when conducting community events of their own.

In addition, an electronic event planning and tracking job aid was provided to all attendees as well.

Hosting a community event at a cemetery or funeral home requires careful planning and sensitivity to the solemn nature of the location. Here are the Key Takeaways and Best Practices that we highlighted and discussed, for planning and producing efective community events:

1. Purpose and Goals

Clearly defne the purpose and goals of the event. Is it a memorial service, educational event, fundraiser, selling event or something else?

2. Permission and Coordination:

Obtain permission from the cemetery or funeral home management to host the event. Coordinate with the management regarding available dates, times, and any specifc rules or guidelines.

3. Event Concept:

Develop a clear concept for the event, including its theme, format, and intended audience.

4. Budget:

Create a budget to cover expenses such as permits, equipment, decorations, refreshments, and any special activities.

5. Event Date and Time:

Choose a suitable date and time that consider the availability of the venue and the convenience of attendees.

6. Legal Requirements:

Check if you need any permits or licenses for the event and ensure compliance with local regulations.

7. Event Promotion:

Develop a marketing plan to promote the event through social media, local media

outlets, and community bulletin boards. Create promotional materials like fyers, posters, and online event pages.

8. Invitations:

If the event is invitation-only, prepare and send out invitations well in advance.

9. Program and Speakers:

Plan the event program, including the order of activities and any guest speakers or presenters.

Coordinate with speakers and provide them with any necessary information.

10. Decorations and Setup:

Decide on appropriate decorations that respect the venue’s atmosphere and purpose.

Arrange for any necessary equipment, seating, and signage.

11. Catering and Refreshments:

If serving food or beverages, arrange catering or refreshments that are suitable for the event.

12. Memorial Elements:

If the event involves memorializing individuals, prepare any necessary materials such as photographs, candles, or memorial books.

13. Audiovisual Needs:

Ensure you have the necessary audiovisual equipment for presentations, music, or video tributes.

14. Logistics:

Plan for parking and transportation options for attendees.

Assign volunteers or staf for event management and logistics.

15. Safety and Comfort:

Consider the comfort and safety of attendees, especially if the event is outdoors (e.g., provide seating, shade, or heaters).

16. Accessibility:

Ensure the event location is accessible to all attendees, including those with disabilities.

17. Contingency Plans:

Develop contingency plans for inclement weather or unexpected issues.

18. Photography and Documentation:

Arrange for event photographers or videographers, if needed, to document the event.

19. Emotional Support:

Have grief counselors or support resources available, especially if the event may bring up strong emotions.

20. Cleanup and Restoration:

Plan for the cleanup and restoration of the

venue after the event, including the removal of any decorations or equipment.

21. Tank You Notes:

After the event, send thank-you notes to participants, volunteers, and sponsors.

22. Tracking and Debriefng:

Evaluate the event’s success and gather feedback for future improvements. Realize that initially, your event attendance may be lower than expected. Tis is why tracking and debriefng results is so important. You will learn what and how to adjust and make improvements, for you next community event!

Above all, remember to maintain a high level of respect and sensitivity throughout the planning and production of the event, as it will take place in a place associated with grief and remembrance.

In conclusion, we both enjoyed being able to share this experience, and loved

the ideas and engagement from those in attendance.

Here’s to all of us remaining radically relevant in the communities we serve and with the needs and wants of the families we serve and protect!

Dan Kientzel began his career with SCI in August of 2001 as a Family Service Counselor at Chapel Hill Garden South in Oak Lawn, IL. In 2006, he was asked to join SCI’s, North America Sales Division, as a Sales Development Field Manager. Over the span of the last 22 years, he has held multiple diferent management and leadership roles and has trained, coached, and mentored hundreds of sales professionals and leaders. Dan is currently a Sales Excellence Program Manager II with Service Corporation International.

With over two decades dedicated to sales leadership and excellence, Erin Creger, Chief Sales Ofcer: Envision Strategic Partners, is deeply committed to driving growth, building meaningful relationships, and delivering exceptional results. She joined the funeral profession over a decade ago after a personal experience with her grandmother ignited her passion for helping families pre-arrange. Prior to her role in Deathcare, Erin excelled as an award-winning sales leader crafting her skills as a full-cycle sales expert and cultivating high-performing sales teams.

Talent Acquisition: Belief * Mindset * Education *

Execution

Leadership Is Not Management. Management Is Not Leadership.

by Jason Buchbinder

MANAGEMENT IS EASILY DEFINED by “the process of dealing with or controlling things or people.” Leadership is easily defned as “the ability of an individual or a group of people to infuence and guide followers or members of an organization.”

COVID and the pandemic changed the playing feld, altering the mindset of the employee candidate for good. Employers have yet to level up.

Talent acquisition has morphed over the past 30 years, given the onset of computer technology, ATS platforms, and now AI. It has systemically taken the relationship out of the art and science of “acquisition.” Terefore, it has caused a major schism in the employer/employee relationship.

Candidates and current employees alike are silently begging for that relationship through requested partnership, mentorship, legacy growth, and development.

We now have come to understand that generalized recruiting is flling a seat and talent acquisition is selecting talent. Te diference itself in mindset and execution can amount to signifcant costs, lost revenue, lost market share, and business closure.

Candidates today are smart. Tey know what they are looking for in an employer. And money isn’t the topline request. Culture, environment and being a leader are key to their checklist.

Candidates/Employees seek true leaders expressing thoughtfulness in your hiring approach, displaying integrity, and providing an ever-boarding experience.

As a leader, make the efort to learn about the desires of the candidates’ expectations for simple alignment. You will fnd that alignment is key—new employees want to be productive and loyal when you have provided the will, time, and dual-partnered goals.

As a leader, allow your new partners to become a part of the success. Allow them to learn, ask questions, provide solutions and enjoy the journey together as a unit.

Humans love to shine. Yes, even the introverts. Culture and environment will always trump other perks of employment. Yes, we love being rewarded (trips, bonuses, merit increases, cash prizes, suit oferings, spifs, you name it); however, in an environment when “simple thank you’s,” “please,” “I appreciate you’s” are missing, a disaster awaits!

Making the decision to be a leader is an easy one. Navigating the waters from Manager to Leader takes a little work, but it is worth it. I always recommend keeping up with some great reads like Who Moved My Cheese by Spencer Johnson, Good to Great by James Collins, Atomic Habits by James Clear, or Raving Fans by Ken Blanchard.

Before marketing an open role within your organization, take a moment and pause. You are making a decision to place an individual

Decide to be the leader. Share your story. Share your dream. Allow them to share their own. Allow them to execute on the aligned plan. Give them space to grow and ask questions.

in a capacity that can ultimately make or break your organization. It doesn’t matter the role. It can be a driver, a funeral assistant, an administrative assistant, or a funeral director. Each can make a profound impact on your business. Decide to be the leader. Share your story. Share your dream. Allow them to share their own. Allow them to execute on the aligned plan (if shared). Give them space to grow and ask questions.

Provide a healthy space for mistake and success. Only then will you have defeated the perception of great employee availability in today’s marketplace.

Jason Buchbinder is a 16-year veteran in the cemetery and funeral industry. He has been in the seat serving as a General Manager, Operations Manager, Sales Manager & Talent Acqusition Director.

Sales Conversions in a Digital World

by Kevin Bitnof

THINK BACK TO THE LAST TIME you got a software update notifcation on your phone or encountered a QR code menu at a restaurant. Typically, your reaction will fall into one of two camps. On the one hand, you might shrug, scan the code, and place your order. On the other hand, you might shut down, get frustrated, or maybe even turn around and walk out.

Te point here is that embracing the digital world can be difcult. All change is hard, and consumers always have a choice about whether they want to engage. But for today’s salespeople, it’s a much diferent story.

Know today’s consumers

You can probably remember the early days of pre-need internet leads. Back around 2012, pre-need marketing providers were starting to test the waters online, and a lot of folks doubted it would gain traction.

Obviously, this was not the case. Digital ad spend is expected to top $1 trillion by 2027, and the current target demographic for pre-need—Boomers (1946-1964)—is increasingly comfortable researching and purchasing online.

Like most of today’s consumers, they have come to expect these experiences to be seamless; 90% of customers expect consistent interactions across all channels, and Boomers are not only online, but they’re also among the 93% of consumers who read online reviews before choosing a business.

Consumers everywhere are experiencing brands on their own terms and in their own ways, and today’s pre-need sales professionals need to consistently provide value and be capable of responding quickly.

Build value with every channel

Families are more knowledgeable and techsavvy than ever before, and when you look ahead 10 or 20 years, this trend only stands to continue.

Tis is why it’s critical to build value at every touchpoint. In the very earliest stages of the pre-need journey, a lot of consumers are simply curious about learning more.

Tey’re not ready to take the next step, but they are looking for resources that can answer their questions.

Te best strategy is to develop a variety of lead generation programs that provide the kind of in-depth, authoritative content that consumers fnd helpful. Ebooks, community education events, and educational videos are all examples of efective ways to create value at this stage.

Remember, just because families are not ready for a face-to-face conversation, they don’t deserve a subpar experience. Te digital experience should be educational, meaningful, and capable of building value.

going at their own pace, and reaching out too soon can scare some people of.

It’s a careful balance between speed and quality, and I’ve outlined four strategies below to connect with today’s families and continue building value until they are sales-ready.

Strategies to Start Using Today Respect the Hand Raise

Te frst step in creating an experience that consistently leads to conversions is to respect the hand raise.

If someone raises their hand by clicking on a digital ad, they might not be ready to talk. Earlier generations were typically willing to sit down for an hour with an expert to learn about a product or service that interests them.

Tech-savvy consumers are not. Tey’re doing their own research, and their jour-

The path to an appointment may continue to change, but we always have to lead with kindness and remember what we’re doing and, more importantly, why we’re doing it.

Be ready to connect

Study after study reveals that the fastest sales pro wins.

Following up within 1 hour makes you 60x more likely to qualify a lead than if you waited a full day, according to a statistic cited in Harvard Business Review. And in another fnding by SalesForce, it was reported that 35-50% of sales go to the vendor who responds frst.

Having a system to manage and track every touchpoint is essential for pre-need salespeople to keep up. A process for quality follow-ups is also important. When a family raises their hand to learn more, you can’t aford to wait.

Yet it’s also important to know that the pre-need journey takes time. Everyone is

neys are self-paced. It’s our responsibility to get them the things they need and deliver some value—and then to leave them alone.

Tis is not to say that we shouldn’t be there the second they are ready to take the next step, but frst we need to earn their time.

Mix It Up

Next, we need to be strategic with our follow-ups and with the channels we’re using. When someone flls out a direct mail survey, it may be a month before they get a call back, and that has traditionally been fne.

Online, there is a lot less brand loyalty. When someone is in education mode and has the ability to buy online, we need to be quick to respond.

Imagine for a moment how this plays

out. A prospect—let’s call her Maria—is online looking at three funeral homes. She flls out a form, and within minutes she gets a response. Before, she had no connection to the funeral home. Now she does. Te frst responder becomes her frst choice.

But the type of response is just as important. Where is Maria in her journey? You can preplan more families if you have multiple lines in the water for your full range of prospects, from the mildly curious to the ready-to-act-now.

If Maria only wanted to learn a little more about preplanning and cremation, you build loyalty by responding quickly and providing value, but what happens next? To keep her progressing on her journey, everything has to connect.

Know Your Pipeline

Because we have a more sophisticated buyer, we have to be more sophisticated too. From the moment someone clicks an ad to the day they preplan, we have to manage and track every touchpoint. To do this, every part of the pre-need pipeline needs to talk to each other.

When someone raises their hand in response to marketing, there needs to be a framework in place for a personalized nurture path. Every lead should have a clear next step as they continue to move through their journey.

In other words, today’s pre-need salesperson becomes more efective when leads are receiving a steady stream of follow-up emails, phone calls, texts, and all the information needed to drive further action.

Do What You Do Best

Te last step is the easiest one for any seasoned pre-need salesperson: connect and close.

Like I mentioned earlier, every family is on their own journey. I remember one individual who scheduled an appointment and never showed up. We rescheduled, and she did not show up again. Finally, we had the opportunity to meet on our fourth try.

I’ll never forget the moment she walked in. Pufy-eyed, she told me how the last three times she had parked around the corner but could not bring herself to come into the funeral home. Te last time she

had been there was after her husband had passed, and it was just too hard. Moments like these are what we’re all really here for. All the technology and sophistication can bring us to the experience of meeting with a family, but at the end of the day, it’s that connection that counts. Every pre-need salesperson is guiding individuals through a very difcult and emotional subject. Te path to an appointment may continue to change, but we always have to lead with kindness and remember what we’re doing and, more importantly, why we’re doing it.

One last thing…

If there’s one key takeaway I’d like to leave you with, it’s this: a decade from now, over ⅓ of the individuals you preplan will not be meeting with you in person. To continue providing quality pre-need experiences, we’ll also need to be capable of building value and seamlessly moving a prospect

from lead to sale, even if it’s entirely online. Families will come to expect immersive digital pre-need experiences that use a blend of omnichannel touchpoints and may even include advancements like AI or spatial computing. If you haven’t already, the time to start building this future is now.

From his early days as a school-age entrepreneur to his experience as a multi-year million-dollar producer for both funeral homes and cemeteries, Kevin Bitnof has always had a passion for sales. Today, as Director of West Coast Sales for Precoa, Kevin works side by side with over 100 leading funeral homes where he has mentored and managed over 100 million-dollar producers. When he’s not training some of the very best in the profession, Kevin is a compelling public speaker and a devoted family man whose four daughters help keep him humble while inspiring him to never stop progressing.

Retaining Sales All-Stars

by Kelly Kohut

FINDING TOP TALENT FOR PRE-NEED SALES TEAMS is a critical challenge, and it can be even more challenging to retain them long term. How do you identify the right people to become long-lasting team members? And how can you provide an efective support system to drive performance over the long term?

Unlike some of my colleagues across the profession, I didn’t grow up in a funeral home. I worked in the banking and healthcare industries, and it was only after learning about the diference we can make in pre-need sales that I jumped at the opportunity to join the funeral profession. Today, I feel privileged to work with so many like-minded, purpose-driven people, and I’m not alone.

More and more of today’s job seekers similarly crave purpose. When you develop a framework built on purpose and a balance of support and competition, your team can stay satisfed and successful while serving as some of the funeral home’s most visible brand ambassadors.

What does today’s talent want?

Increasingly, today’s top talent is looking for more stability, more opportunities for growth, and something more: meaningful work. Tey’re quickly determining their own non-negotiables when it comes to employment that is satisfying and fulflling.

Tis means that the people we are hiring—ESPECIALLY Millennials and Gen Z—care more about purpose than income. Now, that doesn’t mean they won’t seek competitive compensation, but it does mean that some of the best people will not stay just because of good pay.

People who believe they are engaging in work that matters are twice as satisfed, and three times more likely to stay put in their current organization, according to the Harvard Business Review. Purpose is how people fall in love with what they do and also why they’ll stay. Folks who derive meaning from their work will be a business’s biggest fans and advocates.

Tankfully, we all have the privilege of

The best results actually come when you focus instead on connecting, collaborating, and making every experience as meaningful as possible for everyone involved…

being in a profession where meaning is core piece of what we do every day.

Tell your story

Finding talent is more complex than simply listing a job.

Te frst challenge is helping prospective talent understand that we have something valuable to ofer. For many, there’s resistance and cultural stigma with anything having to do with death and dying. Tat makes it critical to create, market, and strengthen your employer brand.

Historically, we have seen a quickly revolving door of people in funeral and cemetery sales. But we are fnding with

Millennials and Gen Z prospects that the promise of a high earning potential alone is not enough. We have to talk about the purpose and value of the role - to demonstrate the opportunity for meaningful work.

Recruiting is mostly thought of as an operational function. Recruiters are highly skilled at screening, interviewing, and moving candidates along after they’ve submitted an application. Where they are less skilled is in building awareness through multichannel marketing and developing and strengthening an employer brand.

One of the core competencies we developed early on at Precoa was to attract top talent from outside the profession, and we found that these three factors are most important:

1. Your People: Candidates want to join talented teams;

2. Your Purpose: People want to pursue something greater;

3. Your Culture: People want to work in places where they feel connected to your core values and where they can collaborate, creatively solve problems; and enjoy the journey together.

Lead with Purpose

Just about anyone can be trained to memorize a sales script. It takes a totally diferent skill set to create consistently remarkable pre-need experiences.

What we know about the people who do this is that they care about what they are doing. Te best Advance Funeral Planners stick around because they see day-in and day-out that they are making a meaningful diference. It becomes more than just a sales job because you see just how much you are helping people, and by shifting families’ perspectives about funeral service, your own perspective changes, too.

In other words, when you are invested in the purpose of your work, you perform better, and you stay.

At Precoa, we have about 250

million-dollar producers in our organization and if we focus on the top of the top, the average duration of time in their role is 8.9 years.

Tis is work that can literally change one’s life, and it’s impossible not to feel a sense of purpose when doing it with that in mind. But our salespeople can’t experience this in full if they don’t have full support.

Build a support system

For the typical advance funeral planner, more than half of their time is spent on the parts of the job that don’t make the best use of their talents. Tat includes as much as 2 whole days’ worth of phone calls and follow-ups. Te result is lower satisfaction and potentially a cap on their potential earning power.

At Precoa, we have found efciencies in optimizing where time is spent by salespeople, and one solution is a centralized system for quality appointment setting. Tis dramatically improves the consistency and quality of appointments, ensuring appointments with families who are motivated to buy AND it improves production because advance funeral planners get to focus on meeting with families.

But that’s not the only way to create efciency and encourage your pre-need team. Before I was with Precoa, we centered several incentives around the concept of setting appointments. Te winners of the incentive would get to meet with families while their managers would call and set appointments for them. Tis wound up creating both more efciency and stronger camaraderie.

Tis can also be done with other elements of the work - can you use automation and technology for appointment reminders, or nurture campaigns to warm up those colder leads? What other activities can you review that salespeople may fnd valuable to hand of so they can maximize the time spent selling?

Inspire competition

Keeping things exciting and interesting is pivotal for salespeople.

You know that you can be driven by purpose and be incredibly competitive, whether that means competing against yourself or competing with your teammates. I briefy mentioned incentives above,

which are great ways to motivate people, but there are lots of creative ways to foster competition as well.

A rankings board is one of these. Being able to see where you stand often inspires people to improve and progress. We’ve found that the most visited page of our sales platform for Advance Funeral Planners is the rankings page. People check it every day, and often multiple times a day.

Seeing how they stack up gives agents another measurement by which they can learn, strategize, and continue growing. What is really cool is that it also inspires connection and best practice sharing. People look up to the top performers and often reach out for tips and inspiration.

Tere are also so many creative incentives you can run to help drive production, but keeping these fresh is critical for a couple of reasons. If we just repeat the same incentives each year, people know they are coming, and the excitement lessens year over year. Taking the time to plan ahead and create variety really pays of. Te point is that it should be a regular—and fun—part of any efective sales strategy.

Craft amazing experiences

As you build a team of top performers, you have to fnd a way to keep celebrating them.

For example, when someone reaches the Million Dollar Producer milestone for the frst time, we celebrate them with a trip to Precoa’s home ofce where they get to experience our culture and get recognized throughout their stay. Tey also earn a coveted spot on the MDP wall in the home ofce.

But the celebrations don’t stop there. Just like being intentional about crafting a system for setting quality appointments, we can be intentional about rewards. It’s not enough to just send people on a trip; you need to create the experience of a lifetime.

From the destinations that get selected to the awards events honoring top performers, the entire incentive experience is meant to refect how grateful we are for the work our Advance Funeral Planners do—driving back to purpose and meaning.

During every incentive trip, our top producers get recognized with additional excursions, events, and other perks. Beyond that, they’re given more space to be creative

and innovative in their day-to-day roles, whether that’s testing and trying innovative new lead programs or providing feedback. Tey’re trusted, and they should feel like they matter.

Put people frst

One of the things we say at Precoa is: “People are the purpose. Period.”

Time and time again, I fnd that I have the most success when I focus on connection and gratitude. Whether it’s meeting with families or coaching Advance Funeral Planners, it’s less productive long term to get hung up on short term numbers. Te best results actually come when you focus instead on connecting, collaborating, and making every experience as meaningful as possible for everyone involved - the people doing the work, and the customers we are serving day in and day out.

Every day, families are sharing very intimate parts of their lives with us and allowing us to guide them to make a quality plan to help their loved ones after they’re gone. Tis work is very satisfying, and it will always be driven by people and purpose.

Once again, I will note that we hear a lot about the changing consumer, but if we don’t take time to learn about the changing worker that will serve our consumers, we do ourselves a disservice. It’s up to us to build a comprehensive system to support and develop the up and coming generations of salespeople. Without that, it will be more difcult to retain them and they won’t experience all of the meaningful opportunities being a salesperson within the funeral profession has to ofer.

Kelly Kohut’s talent for business growth blends perfectly with her passion for helping funeral homes connect with more families through pre-need. With a degree in marketing and an MBA, Kelly honed her sales and marketing skills in the healthcare industry before deciding to pursue a career with a purpose-driven company. She serves as Regional Vice President of Partnership Development at Precoa, where her incredible leadership and skill at cross-functional problem solving make her a key member of every team she is a part of.

Back to Basics

by Noble Sines

THE MOST SUCCESSFUL PRE-NEED SALESPEOPLE take time to refect on their process and presentation after each appointment, regardless of the outcome of the appointment. Te same amount of learning can be obtained from an appointment that resulted in a signed check as an appointment that resulted in those infamous eight words “we’ll have to talk to the kids frst.” Pre-need salespeople who never take time for self-evaluation often begin to cut corners and reach a point where their success plateaus. Highly successful pre-need salespeople (1) evaluate their sales process, (2) focus on one percent improvements, and (3) make preplanning as easy as possible for families.

Evaluate the Sales Process

A successful outcome does not signify that the process which led to that outcome cannot be improved. Smart salespeople never forget this. No matter how long someone has been selling pre-need, marginal improvements to their sales presentation and process can always be identifed. Pre-need salespeople who receive the highest level of training and support can still plateau after a while. In this case, they have often reached a level of comfort in their day-to-day work, which diminishes the pressure to put in a consistent day-in and day-out efort to learn and grow. For this reason, taking even just one or two minutes after each appointment to evaluate one’s process is crucial. Salespeople asking, “Is there anything I would have done diferently?” can identify small, one percent improvements in their process and presentation.

Focus on One Percent Improvements

Te strategy referred to as “the aggregation of marginal gains” is a concept made famous by British cycling coach Dave Brailsford. He believed that focusing on a tiny margin of improvement in everything one does would lead to a signifcant aggregated increase in performance. Brailsford’s small gains began with the obvious, such as equipment, kit fabrics, and training patterns. But his team didn’t stop there. Tey continued to fnd one percent improvements in overlooked

and unexpected areas such as nutrition and even maintenance nuances. Over time, these myriads of micro-betterments aggregated into stunning results, which came faster than anyone could have imagined. After being the laughingstock of cycling for over a century, Great Britain went on to become one of the most successful countries in cycling.

Tom Brady is another great example of this concept in action. As an aging NFL quarterback, he still wanted to compete at the highest level, so he focused on his muscle memory. A specifc instance of this is when he spent signifcant time focusing on where his non-throwing arm’s elbow was at the time he released the ball. Over time Tom Brady’s elbow had moved just an inch or two farther out than where it should be which was causing him to lose a small bit of accuracy in his throw. One or two inches of space seems like nothing, but it was big to him. When asked about this, Tom Brady said, “I’m trying to work on my attention to detail with my mechanics, so that when I cut it loose and rip it in a meaningful game, does it go exactly where I want to go?”

What does this have to do with preneed? Are there any marginal things that every pre-need salesperson can focus on to become one percent better? Figuratively speaking, does an elbow that is one or two inches out of place make things more difcult for the family who is trying to preplan?

Make Preplanning Easy

A family needs to feel like preplanning is no

As pre-need salespeople evaluate their process, focus on one percent improvements, and make preplanning easier for the family being served, that salesperson will avoid plateauing and enjoy continued success.

big deal, so pre-need salespeople ought to do everything to make the process as easy as possible. Here are some basics—or marginal gains—that impact the preplanning process by 1%:

• Papers and items cluttering the desk or table contribute to an overwhelming feeling in the room. A pre-need salesperson should keep everything in one neat pile in front of them.

• Asking permission versus being assumptive. Take a vital statistics form for example. A pre-need salesperson could say, “Is it alright if we fll this out now?” Tat question leaves room for a “no.” Compare that to taking out the vital statistics form and saying, “We complete this for all our families that come in. Do you have a middle name, Mr. Smith?” Te second example is assumptive and easier for the family.

• A family can easily feel overwhelmed when they are given too many options. Making recommendations simplifes the process. Take death certifcates for example. A salesperson could ask, “How many death certifcates do you need?” which forces the family to wonder about all the diferent things they will need a death certifcate for and make yet another decision. Or a salesperson could simply say, “Most families need about ten death

certifcates” and then allot the proper amount of money as a cash advance.

• Take time to pre-fll whatever info about the family is already on hand. It may just be a name and phone number, but that is less time spent writing those things down in front of the family. Te longer a family sits across from a pre-need salesperson watching things being written down, the more of a big deal the process feels to them.

Tese are just a few things on a long list of basics that combined will make a signifcant impact on a pre-need presentation and make the process feel easier for the family.

Back to Basics

Big ideas and new technologies are important for the future success of the funeral industry. But getting back to the basics can dramatically afect things today. What makes the British cycling team’s story so interesting is despite devoting enormous resources into cutting-edge technology and

every newfangled training regimen, nothing worked. It wasn’t until they implemented small improvements in everything that things changed. Tis can be applied to more than just cycling and pre-need sales. Every person can examine his or her own life and seek modest, makeable fxes that will result in being just a little better. As pre-need salespeople evaluate their process, focus on one percent improvements, and make preplanning easier for the family being served, that salesperson will avoid plateauing and enjoy continued success. Every efort to change, no matter how tiny it seems, just might make the biggest diference.

Noble Sines is a Regional Manager for Domani Pre-need. He graduated from Brigham Young University with a B.S. degree in Marketing. He began his career with Precoa where he had much success selling pre-need in southern Florida. He quickly set himself apart with his enthusiastic and detailed

approach to training and coaching, as well as having the number one highest ratio in the nation of travel plan coverage included with each funeral policy sale. He then joined Sepio Guard as Director of National Sales to develop their brand and agent onboarding process, and to implement his proven travel plan sales method nationwide. Currently, Noble manages a large territory of premier funeral homes for Domani Pre-need where he recruits, trains, and coaches top pre-need sales agents. Noble is a two-time ICCFA DEAD Talks presenter. He creates unique, relatable rap music videos that bring laughter and lightheartedness to the funeral industry. Noble’s greatest accomplishment is his title of husband and father.

Words Have Power

by Rob Shalvey

THERE ARE MANY FACETS TO EFFECTIVE COMMUNICATION. What we say, how we say it, body language, facial expressions and tone of voice can all drastically change how the message we want to send is achieved. Today, let’s focus on the words we choose because words can be powerful.

Words can do so many things. Tey can inspire and motivate. Words can be a call to action or caution. What we say can also be triggering or even ofensive. Te point we must consider when we choose our words is how they will be received and perceived by those intended to hear them. We must be constantly aware of how we are being heard.

Te wide world of deathcare is notoriously and, sometimes comically, slow to change and adapt. Despite that reputation, our industry and our practices have changed. For example, I cannot remember the last time I saw a rack of single reel cassettes that enabled you to blast old school hymns being belted out to organ music. I believe that it is high time we change many of the words we use. Sure, it is well known that we should avoid using industry jargon and acronyms. After all, nobody wants to be on the receiving end of the looks you would likely get when you talk about that casket’s lovely extendover. What I am talking about is looking at and replacing a few of our most basic terms.

If we are going to get basic then let’s start with the most basic word, “Funeral”. I had some insight into some consumer research a number of years ago. Te most interesting piece of data was that 45% of the respondents surveyed said they did not want a funeral. Take that how you will but I was perplexed. Ten I started noticing how often people I spoke to told me they did not want a funeral. My standard approach at the time was to explain that in most cases, they simply did not care and did not want to burden the ones they loved. I tried very hard to articulate that, to those who loved us, we are simply not that disposable.

After some time I shifted and would simply reply, “Ok, then what do you want?”

Often people would tell me they wanted a party or that they wanted to be celebrated. What I learned in time is that if nearly half our customers are saying they don’t want a funeral, what they are really saying is that they don’t want a funeral like they have seen. Why? You may ask. Well… FUNERALS ARE CREEPY! So why don’t we stop calling them funerals and call them something people are telling us they do want, like celebrations?

Let’s not stop at funeral. We understand that our industry’s true commodity is the services we ofer more than merchandise that our customers can source from

anywhere. Let’s look at the three basic components of the typical funeral rite, the visitation, funeral, and graveside. It becomes much less about using correct terminology and more about what reaction or perception those words evoke in the general public.

You could say visitation or viewing, and the average customer’s thoughts go directly to showing up dead and being displayed in a casket. Quite frequently the response will be to the efect of “I don’t want people looking at me dead!” We will bypass the actual value of viewing. Tat is a whole diferent article. What is happening here is that the customer’s thoughts become laser focused on the open casket and miss the true nature and value of the event.

Tis event is a time and space created for a very specifc atmosphere. It is a time where people, who may not have seen each other

If we can adapt and stay current with what our customers want while eliminating or changing the things they do not, then our industry will thrive for many generations to come.

in some time, gather, love on each other, share stories and support each other in an informal setting. Instead, if we call it what it actually is, a gathering, it becomes less important how the guest of honor shows up.

Te simple fact is a gathering will happen. Remember I said this the next time you fnd yourself standing in the cemetery an hour and a half after the service has ended. If we don’t provide this opportunity in the correct time and space, it will fnd the next best opportunity but that may not be the most convenient or comfortable time for the family.

Next, we come to the graveside. What do you think is in a customer’s mind when they say, “We just want a graveside service.”? Most of the time, it is a refection of the consumer perception that graveside services are signifcantly less expensive or might be easy or simple. Te fact is both are largely misconceptions. Te reality is that a graveside service means you and your guests will extend their stay in the cemetery by 3 to 5 times the normal, versus when the celebration is held elsewhere. Tey are also doing this in a setting with very limited seating and poor sound support. Tat does not even take into account the weather, which when you are in central Texas, like me, is less than ideal 350 days a year. So maybe we should just call it what it is, a goodbye.

So instead of saying visitation, funeral and graveside or committal, try using gathering, celebration, and goodbye. You not only remove a substantial amount of creepy from the conversation, you will use words that speak to the real value of the events that hold a great deal of importance.

Lastly, let’s talk about people who are cremated. I have never found a shortage of funeral professionals who would proudly explain to any that would listen that after a person is cremated, they are not ashes. In a fashion true to long-standing traditions in funeral service of naming things with technically correct yet overly complicated creepy terms, Cremated Remains, while technically correct seemed a bit much so we invented and widely accepted the nonword “cremains”.

One of my biggest peeves in our industry is when anyone uses terms that refer to a person as an object. Not just cremains

but remains or body or worse. We care for people. Dead people are still people and they still have names or relationships. Regardless of the state or form that person is in, why would we call them anything but John or Dad?

I highlight the cremation end of the spectrum from the part of my heart that belongs in the cemetery world. Funeral service learned many years ago that we had to adapt to underscore the importance of having gatherings, celebrations, and goodbyes regardless of the form of disposition. We kind of fell short when it came to the importance of a fnal resting place. Now cremation continues to be a more popular choice; but in my experience, we see less than 20% of cremation families choosing a fnal resting place or any kind of permanent memorialization.

We have to get better at articulating the value of a permanent place. Tis has to start with us not using words that refer to the person as an object. Simply put, it dehumanizes them and contributes to the perception that a person who has been cremated is simply disposable.

Don’t misunderstand me. I fnd a great deal of value in the fact that some of me could be left on a beach or reef. I equally endorse the idea of keeping part of someone you love deeply close to you in a variety of forms. Te most overlooked beauty of cremation is that it never has to be and never should be all or nothing. Te need and value for a permanent place and memorialization is real and important and

there is simply no reason why we shouldn’t advocate for all of the above.

In the end, the words we choose are important. Words have power. We have to understand that power resides in how our audience hears it. Becoming the best at anything is a constant and ongoing honing of your craft. It simply does not matter how basic or long-standing a word or concept is. Nothing should be exempt from scrutiny or improvement.

I have seen more than just a couple of truly forward-thinking operators completely remove the word Funeral from the name of their business and design facilities that look nothing like a “Funeral Home” or “Mortuary”. If we can adapt and stay current with what our customers want while eliminating or changing the things they do not, then our industry will thrive for many generations to come.

Rob Shalvey grew up in Houston where he graduated from Klein High School. He went on to attend Texas A&M University and later studied Mortuary Science at Arapahoe Community College in Littleton, CO. Rob has 32 years of experience in deathcare and is an accomplished sales and operations leader. Rob currently serves as the Director of Family Service at Rest Haven Funeral Home and Memorial Park in Rockwall, TX. Rob has been a featured speaker at many state and local conventions and events. He most recently appeared on the national stage at DEAD Talks 2024.

Inside the Pre-need Data Revolution

Analytics and Technology Are Transforming What’s Possible

by Carson Johanson

Are you ready for what comes next?

A lot of funeral homes have already seen it happen. A competitor suddenly starts prearranging more people and getting more funerals, but it’s not clear why. Tey seem to efortlessly reach into new corners of their market and build relationships with families they would never have served otherwise, all while growing pre-need and at-need volume.

What changed?

Te answer is data. With shifting cultural and consumer norms, today’s funeral homes are facing more challenges than ever before. It’s no longer enough for pre-need to be hemmed in by traditional tactics. Instead, the frms that gain the biggest strategic advantage will be the ones who can harness data. By setting yourself up to make data-driven decisions, you set yourself up for game-changing growth.

Unravel the Problem

Funeral home owners today face plenty of challenges, but many of them can be attributed to two key issues: declining funeral value and increases in the cost of doing business. Tis is where traditional pre-need marketing and sales strategies fall short. Tey don’t do enough to increase volume or change the perspective on funeral service.

Te good news is you can shift consumer trends within your community by being proactive. By reaching beyond the families who would have chosen your funeral home by default, and knowing where they stand in the pre-need pipeline, you can stop relying on the passive business of walk-ins and call-ins. Tis allows you to tap the well of potential already present in your community.

When you educate newcomers in your market on the importance of ceremony and gathering at your funeral home after a loss, you can uncover incredible value. Tese are the families who are unfamiliar with your brand, undecided on their preferred funeral home, or even their own funeral preferences. Tey represent new customers who wouldn’t have chosen you by default and who are ready to be educated on the value of the services you provide.

Once they understand this value, they become even more likely to make decisions that result in better funerals for their loved ones and higher funeral values for your funeral home.

Being proactive will help address the challenges you face, but it entails getting a lot of processes and people to work together in sync. Because the pre-need pipeline is so complex, it might even be helpful to think of preneed as a unique division of your business if it’s ever going to achieve the success and momentum you’re looking for.

Te only way to do this efectively is with accurate data.

Move Beyond ‘Feel’

A lot of traditional pre-need marketing and sales is still based on “feel.” Marketing messages and designs

phone call or a Facebook campaign. It’s hard to overstate how important this is. Being able to see causes and correlations allows you to improve, adjust, or know when to stay the course.

In this way, data also provides certainty. You know a marketing piece will work because it’s already been proven to work hundreds or thousands of times before. If it isn’t working as expected, you can quickly diagnose the problem. Tink of it like fying a plane. A pilot is much more successful—not to mention more trustworthy and secure—with the aid of instruments and clearly laid-out fight plans.

You can weave data into every aspect of your preneed operations. From familiar functions like marketing and strategy to less familiar functions like business intelligence and IT, you can develop a data culture that enables everyone to make better decisions and get better results.

Maximize Your Marketing

Good data can and does improve systems across your organization. But perhaps one of the most obvious ways to use data is in your marketing. By keeping track of your data throughout the pre-need pipeline, you can do what seemed impossible even just a few years ago.

Learn exactly who your customers are.

Becoming more efective with your marketing is about targeting the consumers most likely to preplan. Tis is based on a variety of demographic factors, like age, interests and hobbies, income, and even data points that might not seem all that obvious like whether someone owns a home.

Put yourself in the shoes of your customers. If you’re get approved because they well into your preplanning Ideally, you could pick feel right, a campaign gets journey, you’ve probably launched because it feels like a family you hope to done the research. And if it’s the right time, and it gets someone comes to you shar- serve and see exactly shut down when it feels like it ing the basic knowledge that isn’t working.

where they sit in their you knew months ago, it feels

Te funny thing is this like a huge mismatch. approach rarely feels all that preplanning journey. Trough data, you can great. When you can’t predict the outcome of an investment with at least some degree of accuracy, you might as well be gambling. Tis is where you see the real value of pre-need data.

Early on, we knew how important it was to have a solid foundation of data and analytics. In fact, one of our very frst hires was an analyst. It has always been clear that as much as we are a pre-need company, we are also a data company.

Data gives you clarity. You can see the direct results of every action you take, whether that’s a follow-up fnd who your customers are. Ideally, you could pick a family you hope to serve and see exactly where they sit in their preplanning journey. And through that information, you can fnd exactly how to market to them.

Knowing your ideal customers and where they are in the pre-need pipeline allows you to test and refne your messaging and design and truly tailor your marketing to each person you hope to reach in your community.

Marketing turns from an inefcient, scattershot approach to a system designed to expand your market share and make every marketing efort count.

The result is that you become more nimble, more efective, and deliver a better overall customer experience that feels personalized and more meaningful.

Get Nurturing Just Right

So many of the funeral homes we’ve talked to have been frustrated by leads that fall through the cracks. Tis is where data also makes a dramatic impact.

When you think about a lead, it’s all too easy to confate it with a lead source. It gets reduced to a survey response or a click-through. Of course, every lead represents much more than that. A lead is a family interested in preplanning with your funeral home. Not following up with leads or losing track of where they are in their journey is more than a missed opportunity. It’s putting up a roadblock between a family and a more meaningful funeral.

Accurate pre-need data changes that. You can start nurturing a family as soon as they make their frst click and assign them to the optimum nurture path. Of course, how long this path will be depends on the lead.

A sales-ready lead who was already on the verge of walking into your funeral home may be ready to set an appointment right now. Others may take a month or even a year before they feel like they fully understand and appreciate the value of what you ofer.

In either case, data gives you an increasingly accurate glimpse of the future. You can start predicting what people need before they even need it. You’ll learn the best times to follow up, and the best value you can provide from moment to moment. Te result is that you become more nimble, more efective, and deliver a better overall customer experience that feels personalized and more meaningful.

Build a Pre-need Ecosystem

By now, I hope you have seen the value of data. But it’s not enough to only know the data for one piece of the pre-need pipeline. You need data from beginning to end.

Tis knowledge only counts if it’s part of a larger pre-need ecosystem. Whether it’s one or multiple partners helping you manage pre-need, or you take the full DIY approach, every piece of the puzzle needs to ft together and—more importantly—communicate with each other.

Otherwise, there will be disconnects, things that fall through the cracks, and it will be difcult to gain any traction.

Tere are certainly benefts to bringing every section of your pre-need pipeline under one roof. Whether you take the DIY approach or choose to partner with one or multiple outside vendors, good data is what will set you apart from your competitors.

By moving beyond a process based on “feel” and focusing instead on the numbers behind every lead, appointment and sale, you can be part of the future of funeral service, reaching more of today’s families and building the value of meaningful ceremony, gathering, and connection.

At Precoa, we invest in our funeral home partners from marketing to followup and beyond. The only reason we can do that is because we have eyes on every part of the preneed pipeline so we can know if those investments are paying of. Carson Johanson is senior vice president of Partnership Development at Precoa. Carson uses his knowledge and expertise in data to lead a team focused on bringing the ProActive Model® to funeral homes across the country.

GETTING OUT THE RIGHT MESSAGE

by Rolf Gutknecht

Retail pioneer John Wanamaker was famously quoted as saying, “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.”

Whether it’s digital, general market advertising, social media, or other marketing activities, it’s the dilemma of B2C and B2B frms in deathcare or in any industry regardless of their size or marketing budget.

However, as catchy as the quote may be, it’s not really that terribly difcult to parse the answer. After all, there are only two fundamental components to marketing: (1) what you have to say and (2) where (or to whom) you say it.

It’s mostly a matter of what can be said to get ATTENTION, create INTEREST, generate DEMAND, and cause ACTION (AIDA), given that you’re talking about death, loss, and grief.

Te half that most deathcare frms spend the bulk of their money on is the “where,” meaning the media or channel (e.g., online, digital, billboards, onsite signage, cable tv, etc.). So, when the marketing activity results in a resounding thud, the media or channel gets the blame. I can’t tell you how many times I’ve heard a cemetery, funeral home, manufacturer, or service provider tell us: “I’ve run in [insert channel type] and it doesn’t work!” or “We don’t use [insert channel type], that’s a waste of money.” And they’re not wrong. But that’s only half the truth.

Tat said, let’s talk about the channel component for a minute. In the marketing world that we now live in, many folks who have a say in the marketing for their frm will say that with digital, you can clearly identify if your money is being well spent. Well, maybe and maybe not.

You see, while digital is certainly a channel to use, it does have its challenges. One major hurdle is the saturation of digital channels, making it increasingly difcult to capture and retain audience attention. Another challenge is the rise of data privacy regulations, which limit the collection and use of consumer data.

The Weakest Link

After overseeing the marketing for Fortune 100 organizations to companies just like yours, here’s what I’ve learned. Te simple, unvarnished fact is … (drum roll, please) … if the message is strategically weak, it will miss its mark. And even if the message idea is right, but it’s not said in a compelling way to have the customer say, “Hey, that’s interesting. I’ve not heard that before,” you can quadruple your marketing spend and still get dismal results. Tere. I said it.

Let’s put it in human terms. Te guy who’s popular at a big party will be popular at a small party. Te guy who’s a bore at black tie gala will put people to sleep standing at a car wash.

Now if you’re in the funeral business, the point is amplifed. Funeral homes, cemeteries, and cremation services are not what one

Did I mention the short attention spans of internet users? What about the fact that not everyone is online? Or, do you really know if the click is real, as digital fraud is a big deal? Human or bot? Not to mention the challenge of creating unique and interesting content that Facebook and YouTube rely on. And let’s not just single out issues that digital/online advertising sufers from, as general market and mass media advertising also have their shortcomings.

would call a category of high consumer demand. So, the hurdle clearly isn’t one of where to spend the media money. Frankly, that’s the easy part. It’s mostly a matter of what can be said to get ATTENTION, create INTEREST, generate DEMAND, and cause ACTION (AIDA), given that you’re talking about death, loss, and grief.

Getting Your Point Across

It’s all in the messaging. What you choose to do at this juncture is what will afect everything that follows. So here are some ways to think about making both halves of your advertising dollars work for you:

• Start with a powerful smart marketing message as it’s the very foundation of your entire marketing efort. If this is faulty, nothing will stand on it. In short, it’s the MOST critical part of marketing. Make sure you have a point of view that is completely unique to your frm alone, that your competitors aren’t also saying. Be sure it’s a message that would motivate someone who is already leaning toward the competition. Merely showing a photo of staf people, your facilities, using a pun for its own sake, or relying on clichés are non-starters as far as marketing messages go. Trust me when I say no one cares … you’ll just be wasting your money.

• How you say it is nearly as important as what you say. Invest in exceptional creative execution. Your compelling message still needs to stop people in their tracks before it can do its job. Use the very best talent you can aford—both in copywriting as well as in design. Here’s the nexus where you’ll either be wasting your marketing budget or making it soar. Many frms similar to yours will spend next to nothing on creative development (getting what they paid for), only to blow tens of thousands of dollars on the media to get a lot of people to ignore their ignorable ad. Your budget is too valuable to waste on run-ofthe-mill and forgettable stuf.

• Make certain that all your marketing initiatives are in step with one another. If your ads are attention getting but your website is still an antique, or if your other marketing materials look cheap and not well thought out on all other fronts, you can’t expect optimum results. Marketing is synergistic. And cumulative.

Getting your money’s worth starts at the very beginning, not at the end!

Putting the bulk of your focus on smart and compelling messaging, rather than on the media, will be much more rewarding. And while we’re at it, D-I-Y creative while pervasive is hardly ever persuasive. Te clue is often a “clever” or punny headline (that you think is creative) but that most of your audience sees as a weak selling message. Or it’s the often-used threesome of “caring, comforting, and compassionate” or some variation of that which does nothing to diferentiate your frm from any other frm.

Many frms similar to yours will spend next to nothing on creative development (getting what they paid for), only to blow tens of thousands of dollars on the media to get a lot of people to ignore their ignorable ad.

Don’t think that the media selection is wrong when the creative you’re placing in it is what’s sending your audience running in the wrong direction. I’ve seen humble bus benches create insanely great response when used creatively.

Now, you know which half of your advertising needs a lot more of your focus and love.

Rolf Gutknecht is president and CEO of LA ads, a full-service marketing frm specializing in helping success-oriented funeral homes, cemeteries, manufacturers, and service providers create compelling marketing messaging and develop impactful marketing programs to grow their business. Rolf can be reached at rolfg@laadsmarketing.com or 800-9910625 ext. 2. Check out the LAads website by visiting www. laadsmarketing.com

We’ll Always Have Or So Or

MOUNT AUBURN, like many other cemeteries, has long viewed conventional casket graves as our bread-and-butter sales inventory—reliable standbys that are a critical part of meeting our annual revenue goals. Cemetery development has emphasized meeting the still very real demand for those graves as we serve our clients. But given consumer trends and the fnite nature of cemetery land, how fscally responsible is it to keep the focus on casket graves? And is doing so the best way to serve our families?

Eric Layer in his book, Te Right Way of Death, states that the comforting thought of “We’ll always have the body” is one that the deathcare industry cannot aford to believe when it comes to revenue generation. Tere are, of course, cultural and religious reasons that some people will always choose traditional body preparation and burial with all its accoutrements; but as we are all aware, cremation rates have risen steadily to become the dominant form of disposition in many parts of the world. Other newer forms of disposition, like alkaline hydrolysis and natural organic reduction, similarly result in no body to bury. Even green burial’s fnal objective is the disappearance of the body into soil.

the Body… We Thought

Cemetery Development and the Rise of Cremation

by Regina Harrison

Where and How to Gather

Te conventional wisdom is that casket clients want more out of burial and other end-of-life services, and they are willing to pay a premium for them; and that cremation clients, who chose a less expensive means of disposition, are not willing to pay a premium for those things, or even want them.

But it’s crucial to remember that even without a body as the physical focus of end-of-life services, people still crave commemoration and a place to visit. We have all heard stories from cremation clients about how a loved one was scattered and that the scattering ceremony was beautiful and meaningful; but as time went by, they wished they had a place to visit, a permanent memorial, somewhere to leave fowers, or a place to build new memories with other family members and friends at holidays, anniversaries, and birthdays.

Many people chose cremation or other alternative forms of disposition because they know they don’t want a casket burial, not out of fnancial necessity but as a deliberate choice based on perceived environmental benefts, religious factors, convenience, or a host of personal reasons. Tat choice does not mean that they do not want commemoration, services, and other forms

of remembrance, but thanks to the view in our culture–and to be honest, sometimes within our industry–as cremation being somehow less than burial, they think they cannot have these things. Some clients may truly want no markers, no ceremonies, or anything else to mark the end of life or the legacy of a life once lived, but in our experience, they are a minority of those choosing cremation or other alternate disposition.

Mount Auburn’s experience has been that when we ofer cremation clients the same level of commemoration and amenities that we have historically ofered casket burial clients, many of those cremation clients are willing to spend just as much on burial space, memorialization, and other services.

For example, in a recent small development in an attractive historic area near a pond, we introduced a mix of casket and cremation graves with the same size fush marker allowed at each type of grave. We priced them the same. Te cremation graves sold quickly, which said to us that these cremation clients were not choosing cremation just to avoid expenses. Tey were willing to spend as much on location and memorialization as the clients who chose casket burial.

With the development of premium cremation

We may not always have the body, but we will always have the desire to commemorate the spirit and the soul.

graves, we are exploring whether we are not, in fact, losing casket revenue but gaining cremation revenue from a growing client base—that’s if we can reach them with the right marketing messages and education about their options.

Broadening Our Horizons

Tus, our thinking about cemetery development has begun to shift in response to what the people in our surrounding communities are choosing for disposition. It has inspired us to reevaluate our land use. Te smaller footprint of cremation burials means that we can examine parts of the landscape previously considered unsuitable for burial, such as steep slopes, and think about how to develop them in ways that will be harmonious with the surrounding landscape—enticing cremation customers who want unique and memorable burial space options.

We also have been taking advantage of infll space in our historic core to ofer natural burial graves, again space that may not have been possible to develop for conventional casket use. We have developed shared memorials for cremation burial set into garden landscapes and are planning our frst communal cenotaphs

for those who did scatter and now wish for a permanent memorial. Memorial tree plaques provide a perfect melding of Mount Auburn’s landscape and commemoration for many clients, often in conjunction with natural burial graves.

Maintaining the Familiarity

All these developments share one thing in common: they are designed from the viewpoint of preserving our national historic landscape so that it remains the place that our visitors and families love, clearly communicating that we care about the same things that they care about.

No one cemetery can be all things to all people, but by leaning into your strengths as you develop new types of burial and commemoration options to meet new needs, you reinforce the identity that you already have in your community as a trusted provider of end-of-life services.

Not only are you fulflling your mission to provide those services in your community, but you are also seamlessly positioning your cemetery for a stronger fnancial footing as burial and disposition customs continue to change. We may not always have the body, but we will always have the desire to commemorate the spirit and the soul.

Manage Promises, Not People

Te Art of Reality-based Management

by Susan Cushing

WE’VE ALL BEEN THERE—succumbing to the allure of making hasty promises we’re not always certain we’ll be able to fulfll. Whether uttered to a child, a friend, a family member, or even a persistent bill collector, we fnd ourselves articulating commitments that, deep down, we recognize as potentially unattainable. Alternatively, you might identify with the inclination to habitually respond with an unwavering “yes” to every request or demand, driven by a fear of disappointing others or the dread of falling out of favor. Tese foibles, as disappointing and frequently anger-provoking as they may be, are damaging enough in our personal lives; but what happens when we blithely make similar commitments in the workplace?

Enter Eric Papp and his latest book, Managing Promises, Not People. With a trailblazing spirit that ignites inspiration in every room, Eric has not only earned a well-deserved reputation as a powerhouse motivational speaker but is also a prolifc and inspiring author. His most recent, game-changing ofering has sent ripples through the corridors of leadership philosophy.

In a world where managing people is both an art and a science, Eric unveils the keys to unlocking unparalleled success by sharing a paradigm-shifting truth: the profound impact of managing people lies not just in managing tasks, but in artfully navigating the delicate terrain of expectations.

As the pages of Eric’s latest masterpiece turn, readers are welcomed into a realm where leadership transcends the conventional, leaving an indelible mark on how we perceive, cultivate, and harness the untapped potential within each team member. Brace yourself for a journey that transcends mere management advice and launches into a compelling narrative of human potential, expectations, and the extraordinary art of leading with purpose.

Early Exposure

Glossophobia, a somewhat sophisticated term, refers to the medical condition of fearing public speaking. Numerous individuals grapple with this fear, as the mere thought of expressing even the simplest message in front of a moderately sized audience induces anxiety and perspiration. It is something that Eric has never experienced.

From a very young age, he was exposed to the excitement and power of not just public speaking, but dynamic motivational presentations. His father, who held a Ph.D. in education, was also a gifted orator and introduced his son to the compelling world of persuasive speaking.

“He would take me to meetings of the National Speakers Association,” Eric recalls, “and I’d sit in the back of the room taking it all in. Ten, when we were back in the car, he’d play these tapes that he used as a business coach.”

By the time he reached high school, Eric had assimilated a signifcant amount of style and techniques. Consequently, he efortlessly employed his acquired skills to secure his victory and efectively execute his duties as the student body president. It seemed a seamless transition entering Notre Dame-Mendoza College of Business where he earned a Bachelor of Business Adminis-

LLC. In this venture, he dons various roles, serving not only as the owner but as a keynote speaker and management trainer. However, this was just the beginning. His extensive involvement with businesses, management, and employees provided him with a distinctive perspective on the complexities of running or working for a company. Recognizing that his ideas surpassed the constraints of a limited speaking engagement, Eric set his sights on a new goal—writing a book.

Leadership By Choice proved to be the frst of many enlightening and pragmatic books that, written in Eric’s unique style, are not just instructional but entertaining as well. Tis brings us to his latest and most successful release, Managing Promises, Not People.

Having delivered more than 400 compelling professional training programs to corporate and private clients, Eric’s proverbial bird’s eye view provides his audiences with valuable, and often heretofore unearthed ideas about the ins and outs of business operations.

Intention Versus Action

“We need to be more disciplined about what projects we take on. If we don’t, we’ll feel like we’re moving a hundred things an inch instead of three projects a mile.”

“We frequently underestimate the time, resources, and capabilities required to successfully tration, Management & Entrepreneurship. Soon he was one of the stars at a SkillPath Seminar.

“Tat’s where I cut my teeth,” says Eric. “Just got out there and tried to transfer skill and knowledge to people.”

A few years after gaining valuable experience, he was prepared to establish his own company, Agape Leadership

The profound impact of managing people lies not just in managing tasks, but in artfully navigating the delicate terrain of expectations.

complete a project or a task. And we exaggerate our abilities.”

“It’s human nature,” says Eric, “to spread ourselves too thin, then we forget what we’ve given our word to. Te thing is, we let

“I think that mine, and previous generations were raised to honor commitments, it was something my parents put great emphasis on. I think what’s happened in this society is that we’ve gotten away from that and other fundamental principles.”

—Eric

Papp down ourselves. We make promises to ourselves that no one knows about, and what happens is we lose power. Your word doesn’t mean much and pretty soon you’re rationalizing, ‘Oh well, I won’t worry about that.’ With promises to others, when we begin to feel overwhelmed, we tell ourselves, “It’s no big deal, he/she will probably forget.’ Or we’ll blame it on external circumstances so that we don’t have to take responsibility.”

Eric explores a leadership approach centered around accountability, commitment, and delivering on promises rather than traditional people management. “Te fact that you intend to do something doesn’t mean you will do it.” Tis simple, yet impactful statement comes from those intuitive pages, and really, isn’t that at the crux of every broken promise? It’s also not so far afeld from, “Te road to hell is paved with good intentions.” A much harsher version no doubt, but Eric’s point is that “intending” to do something is only a much nicer packaging of procrastination.

Managing Promises Not People goes on to suggest, “Someone may intend to do something but never take action. You should try to align your intentions with your actions because that will promote harmony and consistency in your behavior.”

“I think that mine, and previous generations were raised to honor commitments, it was something my parents put great emphasis on,” says Eric. “I think what’s happened in this society is that we’ve gotten away from that and other fundamental principles. When you’re talking about organizations, they might build on certain values that made the company successful and brought

people together, then they seem to slowly drift further and further away from that foundation until they’re questioning, ‘Hey, what did we commit to and how do we fulfll that and honor it?’ It’s not intentional,” he adds. “Te temptation is to get as much done as you can and if we’re not disciplined with our attention or intention, we fnd ourselves consumed with so much.”

Life At Home

One of Match.com’s true success stories, Eric met his smart and lovely wife, Brieann, on the site. Today, they are the proud (and busy) parents of 4-year-old Ellie and 20-month-old Coal. Taking advantage of beautiful weather and seemingly endless recreational opportunities of their home in Tampa, the Papps lead a sun-flled active life.

A very hands-on daddy, Eric says that while he loves his work and is pleased with the success of both his seminars and books, his real joy in life is derived from family. “Being a dad is without a doubt the best experience of my life,” he says.

When asked for any parting words of wisdom or advice for those still struggling with keeping promises, Eric ofers this:

“Don’t wish things were easier, wish that you were better. Wish for better skills, to be more creative and more resourceful.”

Managing Promises, Not People can be found on Amazon and other online retailers.

Susan Cushing is a regular contributor to Memento Mori.

Prose for the Quietus

of Life

Te Ship

What is dying?

A ship sails and I stand watching it till it fades on the horizon.

Someone at my side says, “She is gone.”

Gone where?

Gone from my sight. Tat is all.

She is just as large as when I saw her.

Te diminished size and total loss of sight is in me, not in her.

And just at that moment, when someone at your side says, “She is gone”

Tere are others who are watching her coming.

And other voices take up the glad shout.

“Here she comes!”

And that is dying.

—Bishop Charles Henry Brent

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American blacksmith and manufacturer (founded Deere & Company) dies at 82

American puppeteer and creator of “The Muppets” dies of toxic shock syndrome caused by pneumonia at 53

Actor and singer (“The Candy Man”; Ocean’s 11), and Rat Pack member dies of throat cancer at 64

American disco and pop singer (“Love to Love You, Baby”; “Last Dance”) dies from lung cancer at 63

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The Next Chapter, the Next Phase

by Mark Krause

LOOKING BACK ON A CAREER THAT SPANS MORE THAN 40 YEARS , there’s an iconic quote from famous author, poet, and activist Maya Angelou that sums up my approach to funeral service and to life: “You can’t really know where you’re going, until you know where you’ve been.”

Angelou expanded on that quote in a 2011 interview with Te Arizona Republic, saying:

“I have great respect for the past. If you don’t know where you’ve come from, you don’t know where you’re going. I have respect for the past, but I’m a person of the moment. I’m here, and I do my best to be completely centered at the place I’m at, then I go forward to the next place.”

As a fourth-generation funeral director, I have great respect for the past. My great-grandfather founded our funeral home in Milwaukee 90 years ago. My grandfather married his daughter, he spun of a funeral home of his own, which my dad and uncle took over and grew in the 1960s. I worked there during high school; and by the time I was in college, we built a second funeral home in the area.

At college, I double-majored in history and political science, while giving guitar lessons on the side. At one point I was giving as many as 50 guitar lessons a week. It was a great way to develop my entrepreneurial skills while learning to relate to and motivate folks from all walks of life.

When I graduated from college, my father asked, “Are you going to play guitar your whole life or are you coming into the family business?” Since joining the funeral home seemed like the wise choice, I went on to Worsham College of Mortuary Science and graduated in 1982.

No Status Quo

As I noted earlier, I have great respect for the past; but like Maya Angelou, I’m a person of the moment. While my brother, Gregg, and I were cogs in the wheel of my

dad and uncles’ succession plan, we were not content to simply maintain the status quo. My personal goal was long term; I set out to make Krause Funeral Homes the biggest and the best in the State of Wisconsin.

I spent the 1980s getting involved in local organizations that support grieving families. I wanted to understand the issues that families have with death and loss so I could prepare our funeral homes to address their wants and needs in innovative ways. Believe it or not, something as simple as a memory table, with pictures and mementos of a lost loved one, was revolutionary back then.

By 1990, I realized I needed to know more about running a business, so I enrolled in a part-time MBA program, where I learned about management, marketing, accounting, and fnance. By the time my dad and uncles retired, and my brother and I bought the funeral business, I was putting my new skills to work to expand our products, services, and presence in the Milwaukee area.

We added new locations, built a crematory, and started Milwaukee Cremation. We also created a second brand, Informed Choice Funeral Home, for local families wanting or needing a lower price point.

By 2006, as many Milwaukee residents began moving west to the suburbs, we began planning a new funeral home in Brookfeld that would be unlike any our state had ever seen. We set out to create a compelling choice for the key family decisionmakers—women.

What we ended up with was a cross between hospitality and live theater. It was designed and decorated to feel like a large hotel lobby; a place where families could gather, dine, and entertain their guests. It sits on a large, beautiful piece of property,

includes a large banquet hall and a kitchen, and was the frst funeral home in the area to have a bar.

We got rid of the traditional chapel with pews and moved families from viewing rooms to memorial service spaces, creating a comfortable fow and varied venues.

We opened Krause Funeral Home in Brookfeld in 2013 and business took of immediately. Our signature services include full receptions, personalized memorials, and our very popular grief therapy dog, another frst for our area.

Succession Planning

Fast forward to 2020, when the demands of the COVID-19 pandemic and my brother’s pending retirement led me to think more seriously about my own succession plan. We were already older than my grandfather, father, and uncles were when they retired.

After more than 40 years, I was fnally ready for my next chapter. While we were fortunate to have a ffth generation of Krauses working with us—my daughter, Nicole, and Gregg’s son, Jacob—the business we built was far too large for them to manage on their own. You see, we succeeded in building Krause Funeral Homes into the largest funeral service provider in the state.

Buying my brother out was another option, but that would keep me working well into my 80s. After considering all the options, I decided to sell and worked with a broker to put Krause Funeral Homes on the market.

My fnal decision felt right in so many ways. Our partners really care about the community and about funeral service. Teir vision for the future refects what I tried to do in Wisconsin for so many years—give consumers what they want.

In addition, we had the freedom to decide what we wanted to do next—work with within the company, consult, or hang it up and go fshing. I decided that I have more left to give to the profession that has

If you can’t be an innovator, be a replicator. It’s OK to take another person’s good idea and run with it in your market.

been so good to me and my family for more than 80 years. I continue to work in Wisconsin where I remain active in the community and the profession.

What advice do I have for funeral service owners preparing for their own next chapters?

• Never stop evolving and changing your mindset and your business. Business owners who do not embrace change become dinosaurs. Keep your eyes on the horizon, educate yourself and get involved in professional study groups.

Get to know the movers and shakers in the profession in your state and on the national level.

• Create a brand, not just a business. Focus on marketing, tell consumers what you do and give them reasons to pick you. Over the years, we saturated the Milwaukee market with billboards, print ads, and professional videos that positioned us head and shoulders above our competitors.

• If you can’t be an innovator, be a replicator. It’s OK to take another person’s good idea and run with it in your market.

Expand your services in anticipation of how, when, and where families want to be served.

If you do all this, you’ll create a business, and a brand, that will be very attractive to any buyer.

Mark J. Krause is vice president of industry relations and government afairs for Foundation Partners Group. Mark can be reached at mark@ krausefuneralhome.com

Saying Goodbye to a Good Dog

by Maryglenn Warnock

IN MY WORK AS A PET BEREAVEMENT COUNSELOR , I have worked with hundreds of people—often meeting them on their worst days. I have talked through anguish, guilt, sadness, worry, relief, trauma, fear, joy, gratitude, good times, bad times, loss of identity, sorrow, and all of the many faces of grief.

Time and again, I found myself saying, “I’ve been there. I get it.” And it’s true: when I lost my beloved Old English Sheepdog, Garcia, in June 2011, I fell apart. I was devastated.

But recently, I gained a whole new appreciation for grief. My husband, Tim, and I lost Major, our Old English Sheepdog, on December 10, 2023.

The Art of Serving

Major was 12½. Just as my friends assured me, he let me know when it was time for him to pass. What unfolded as Major drew his last breaths only reinforced my steadfast belief that our animal companions are worthy and deserving of honor and dignity when their time has come. Moreover, I was reminded of the Pet Loss Professional Alliance’s important motto: serving pets is serving people.

Major was honored, treated with the utmost compassion and integrity, and were we ever served well.

With the help of my wonderful friend, Dr. Arielle Walton of House Paws Acupuncture in Nashville—without question one of the kindest, most compassionate human beings I’ve ever had the pleasure of knowing—Major made a peaceful transition to the other side on our living room foor. Dr. Arielle had brought a special goodbye chocolate cupcake for him, and he left this world with cupcake crumbs in his whiskers. I held him when he took his last breath.

Dr. Walton was kind and patient, as ever, and she explained each step of the process. She answered my husband’s questions with grace—all while saying goodbye to a dog she had loved like he was her own.

Te process, heart wrenching as it was, was nothing short of beautiful. Major was in a place he loved, surrounded by people who loved him.

The Thoughtfulness

Dr. Walton had contracted with Faithful Companion to provide the necessary services. A kind woman named Katie, our care provider, was waiting outside as we

said our goodbyes. When prompted by Dr. Walton, Katie came into our house to take Major’s body to the Faithful Companion crematory.

Katie was incredible: when she saw our beloved Major, she commented on how beautiful he was. (He was—and he was so at peace.) Katie had brought in a large box for taking Major’s body away and I noticed that the box was lined in satin. I don’t know why that was so touching to me, but it was just that extra detail that let me know Major was being taken care of by incredibly competent, thoughtful people who understood.

Major’s ashes were returned to us promptly in a beautiful wooden box, along with an imprint of his paw. We were truly in the best of hands, and for that my husband and I are both grateful.

The Grieving

I won’t lie: losing Major has been awful. I miss him so much I can hardly stand it. I miss our routines. I miss feeling his soft fur. I miss his big brown eyes and his long eyelashes. I miss coming home and fnding him waiting for me. I miss feeding him, walking him, talking to him, and just having him near.

But through it all, I’ve been reminded of a few things—things I hope will make me a more compassionate and understanding pet bereavement counselor—and things I think we should all keep in mind when we are serving grieving pet parents.

I’ve been reminded that grief is messy, and that it has a timeline of its own. I’ve also been reminded of just how meaningful sheer compassion is to the bereft. Following the loss of Major, our home was flled with fowers, cards, gifts, donations, and remembrances. I don’t have words to tell how much each and every one of those meant to me, or how lucky I am to have surrounded myself with people who “get it.” Feeling loved and understood means the world to me—and it helps so very much.

I’ve also been reminded of the importance of validation when one is grieving. How comforting it is to have someone validate one’s feelings of grief. Grief can present as myriad emotions; and just having

May our beautiful Major—Majordomo Billy Bojangles Warnock—run free over the Rainbow Bridge.

someone acknowledge that somehow makes it better.

I am more grateful than ever for the compassionate providers who ofer pet loss specifc memorial items. A dear friend had a lovely three-dimensional glass memory cube made with Major’s photo, and that sits proudly with his ashes.

And I have so much respect and appreciation for the brave souls who ofer pet loss services and aftercare. Your work is so very important.

The Ministry

When I was more composed, I spoke to Katie on the phone and thanked her for her compassion and her kind words during our time of loss. What she said will stick with me forever: I consider this a worthy ministry. A worthy ministry, indeed. My hope is that we all remember that we’re doing important and meaningful work for people and pets.

May our beautiful Major—Majordomo Billy Bojangles Warnock—run free over the Rainbow Bridge.

After losing her beloved Old English Sheepdog, Garcia, Maryglenn Warnock realized just how painful—and isolating—the loss of a pet could be. To help others struggling with the loss of a pet, Maryglenn founded Paws to Remember. Maryglenn is a certifed pet bereavement counselor, pet chaplain, and pet celebrant. She has volunteered in animal rescue for nearly 25 years and currently serves on the board of the Nashville Humane Association, Pet Community Center, and the advisory board of Old Friends Senior Dog Sanctuary. Maryglenn is a native of Munfordville, KY, a graduate of Vanderbilt University and an avid angler who spends an inordinate amount of time pursuing, dreaming about, talking about, and thinking about the maddening but glorious “fsh of 10,000 casts”— the muskie.

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Last Firsts

by Stephanie Longmuir

THIS YEAR, MY DAUGHTER HAD HER LAST FIRST DAY OF SCHOOL. As she commences Year 12, her fnal year of secondary schooling in Australia, I was pleased that this important day was marked by ceremony. Parents took photos and hosted breakfasts, and the school community acknowledged the signifcance of this fnal frst day with a special assembly.

As deathcare professionals, our days are flled with fnal moments. We truly understand how vital it is for families to honour those moments with ceremony and memorialisation. So, what do you say to the family that tells you they don’t want a funeral ceremony, just a cremation?

Tere is no simple answer, only more questions. Is it that they don’t want a traditional funeral ceremony? Is it that they don’t want a ceremony in your venue? Or is it that what they actually want they believe to be outside the scope of your funeral company?

Rising to the Occasion

We can all agree that direct/no-service cremation is afecting the funeral profession and that with new forms of disposition, this will continue to be the case. We are also seeing that it is often the family that wants an end-of-life ceremony that does not fall into traditional formats; and this is driving innovation and changes in our profession. So how do we meet both the changing environment as well as the changing needs of our families?

Firstly, we must believe that every form of disposition presents the opportunity for ceremony. A ceremony for a cremation follows the same format as a burial, the committal just happens at the end of the service not at the graveside. A cremation also ofers a second opportunity for ceremony with a scattering or interment service. And a direct cremation ofers the opportunity for a memorial service. Terramation and Aquamation are not yet available in Australia, but they provide new opportunities to adapt rituals and traditions to accommodate these new forms of disposition.

We then need to accept that an end-oflife ceremony doesn’t always have to happen

in a church or chapel or at graveside. I have done beautiful memorial services on beaches, in golf/yacht/bowling clubs, at restaurants, in a movie cinema, and in private homes and gardens. We need to be open to our families wishes and ideas and willing to put our judgement and even our faith aside to collaborate on what a meaningful ceremony looks like to them.

as your local suppliers so that you are able to pass this information onto families; but more importantly, listen to what they are telling you about the deceased and appreciate their need for something diferent even if it is logistically tricky.

And don’t be afraid to be creative with your suggestions. One of my busiest funeral directors describes her job as a “Wedding Planner on steroids” because, often she is organising an event equal in planning to a wedding but in a fve-day turnaround.

Promote your organisational expertise, your openness to their ideas, and your willingness to provide something diferent

We need to be open to our families wishes and ideas and willing to put our judgement and even our faith aside to collaborate on what a meaningful ceremony looks like to them.

We also need to stop assuming that families organising a direct cremation don’t want a ceremony because, guess what? Tey are the families that are contacting me directly to organise a memorial service. Fifteen years ago, when I frst started working as a Funeral Celebrant, 100% of my work came to me from the funeral directors I had built relationships with. Over the past seven years, I have seen a steady increase in families contacting me directly, having organised a direct cremation. In fact, almost a third of my services now come to me from families.

A New Job Title

And that is when adding Event Organiser to your current job specifcation will really help in meeting the changing needs of your families. To be able to provide options and ideas to a family beyond your own venue, it is important to be prepared with good research on venues; know your local restaurants, clubs, community facilities, as well

to your families. If you don’t, families may choose to work independently, and you may miss an opportunity to turn a direct/no-service cremation into a meaningful, personalised, and unique event.

We all know how much needs to be done to organise a perfect end-of-life ceremony, we do it every day. Deadlines (pardon the pun) are our expertise.

Stephanie Longmuir is an end-of-life celebrant, podcaster, and consultant. She has been serving the families of Melbourne and Sydney, Australia, since 2009, creating unique and meaningful services. Determined to better prepare and inform families, in 2015, Stephanie founded www. myendnotes.com, Australia’s frst digital funeral planning service; in 2017, she launched a podcast series, “Dying to Tell.” Stephanie is a skilled writer and speaker and has been invited by ICCFA, NFDA, and AFDA to present at their annual conferences.

• Alix

• Answering Service for Directors (ASD)

• Argent Trust

• Batesville

• Behar Mapping

• Biondan North America Inc.

• Blackstone Cemetery Development

• Bryant Crematory Services

• Carriage Services

• Cave Hill Cemetery

• ClearPoint Federal Bank & Trust

• Coldspring

• Continental Computers

• Creedy & Co.

• Cypress Lawn

• Davey Tree

• Domanicare

• Express Funeral Funding

• Family Bronze

• Foresight

• Forest Lawn Memorial-Parks & Mortuaries

• Foundation Partners Group

• FSI Trust Solutions

• Funeral Directors Life

• funeralOne

• Funeral Service Credit Union

• Global Atlantic Financial Group

• Hillside Memorial Park & Mortuary

• Homesteaders

• Inglewood Park Cemetery

• International Memorialization

Supply Association

• Johnson Consulting Group

• Knollwood Cemetery Corp

• Legacy Funeral Group

• Madelyn Co

• Matthews Memorialization

• Merendino Cemetery Care

• National Guardian Life Insurance Company

• Nomis Publications, Inc.

• Paradise Pictures

• Park Lawn Corporation

• Precoa

• Premier Preneed Marketing

• Professional Cemetery Services

• Ring Ring Marketing

• Service Corporation International

• Shalom Memorial Park and Funeral Home

• Sinosource International Inc

• Spring Grove Cemetery & Arboretum

• Strassacker Bronze America

• TribuCast

• TruStage Preplanning Solutions

• Tukios

• webCemeteries.com

Celebrating Its 95th Anniversary: Cedar Memorial Park Cemetery

March 29, 2024, marked 95 years since Cedar Memorial Park Cemetery was founded by Carl K. Linge. A remarkable milestone in our company’s history and our service to Iowans!

Carl purchased the land that became this special place in the winter of 1929. At that time, the location was a farm, known as the “Hollenbeck Tract” that was situated between the growing communities of Cedar Rapids

and Marion.

Marion was originally founded in 1839 as the seat of Linn County, and saw remarkable growth given the immediate access to railroad transportation. In 1919, the county seat was moved to Cedar Rapids where the population had doubled over the previous 15 years to around 50,000 residents.

At the time that Carl purchased the Hollenbeck Tract, there was approximately 6 miles of countryside that separated the two cities. This postcard image depicts the approximate location of Cedar Memorial Park Cemetery in

As with any venture, challenges may arise from time to time. One of signifcance came only 7 months after the founding of Cedar Memorial Park Cemetery—the stock market collapse and beginning of the Great Depression in October of 1929. Despite the challenges, Cedar Memorial endured because of the Linge family’s creative and caring approach in serving the community they called their home.

1909 (on the left side of the image). for the park cemetery.

Also below is an article from The Evening Gazette and Republican newspaper that was published on March 7, 1929, discussing the purchase of the farm and the innovative plan

Since the founding, three generations of the Linge family—Carl K. Linge, David E. Linge, and our current Chairman of The Board, C. John Linge—have led with innovation while focusing on this special place—where legacies endure. We extend our appreciation to each Associate (both present and past) for all the contributions to the success and growth of our mission.

NEW PARTNERSHIPS

National Guardian Life Insurance Company (NGL) has entered into a partnership with Live Oak Bank to ofer fnancing solutions tailored to assist both existing and prospective NGL customers with acquisitions and expansions. Funeral service professionals aiming to expand their businesses can leverage the value of their Preneed business to potentially enhance the rate and terms of their fnancial packages. “NGL decided to partner with Live Oak Bank based on its knowledge and experience as the funeral profession’s leading lender. Live Oak Bank thoughtfully approaches its business relationships and provides personalized guidance through the lending process,” said Jeremy Ragsdale, Executive Vice President, Chief Marketing Ofcer at NGL. “We look forward to ofering this new fnancial opportunity for our funeral home partners and helping them achieve their goals.” “All growth capital is not created equal,” said Tim Bridgers, Head of Funeral Home and Cemetery Lending at Live Oak Bank. “When you work with the funeral home and cemetery lending team at Live Oak Bank, you receive the accumulated experience of thousands of hours of funeral specifc conversations all centered on creating the efciencies that positively impact operational cash fow.”

MERGERS & ACQUISITIONS

Park Lawn Corporation (TSX: PLC, PLC.U) (“Park Lawn” or “PLC”) is pleased to announce that it has completed the acquisition of substantially all of the assets of Crippin Funeral Home located in Montrose, Colorado;

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Gunnison Funeral Services located in Gunnison, Colorado; and Grand View Cemetery located in Montrose, Colorado (collectively “Crippin”). The Crippin acquisition deepens Park Lawn’s footprint in the Colorado market through the addition of two (2) stand-alone funeral homes as well as one (1) stand-alone cemetery. “For 37 years, the Crippin businesses have proudly served Montrose and its surrounding communities. We take great pride in our ability to provide excellent professional service and guidance to our families at their time of need and are excited to partner with Park Lawn to continue this tradition,” said Kelly and Gregory Crippin, former owners of Crippin. “We are delighted to further expand our operating presence in the State of Colorado through the strategic acquisition of the Crippin businesses,” said J. Bradley Green, Chief Executive Ofcer of PLC. Mr. Green continued, “These outstanding businesses will be an excellent addition to our existing portfolio of high-quality businesses in Colorado, and we are honored to welcome the Crippin businesses and their teams into the Park Lawn family.” Highlights of the transaction include the addition of two stand-alone funeral homes and one stand-alone cemetery.

NEW PRODUCTS

Batesville is harnessing feedback from funeral directors and consumers to innovate products tailored for a new generation. They are integrating contemporary designs with value-added features and eco-friendly materials. The company showcased its latest oferings at the 2024 International Cemetery, Cremation, and Funeral Association (ICCFA) Annual Convention and Exposition. “Today’s consumers have high expectations when choosing funeral products, and by understanding what families are looking for, we have been able to create some truly unique and compelling oferings that are aesthetically pleasing, and that meet their functional and fnancial requirements, while also aligning with their values,” said Jenn Parvin, SVP and Chief Marketing Ofcer for Batesville. This encompasses fresh investments in the Dimensions® by Batesville oversized product range, an updated rental

casket with a redesigned insert, the Generations™ sustainable product line, and the introduction of over 80 new cremation urns, keepsakes, and modern jewelry items tailored to today’s generation’s preferences. The latest addition to their expansive Dimensions oversized casket line, the Artemis Collection delivers high eye appeal and quality at an entry-level price. Constructed of 20-gauge steel, both models are available in 28” and 32” options. Inspired by popular casket designs, the Fairview is the frst rental product with Batesville’s exclusive LifeView® personalization panel, allowing families to display treasured photos or mementos. Sustainably sourced and manufactured from fast-growing, abundant hardwoods, with all natural interiors and water-based fnishes, Generations is an ideal choice for those with an eco-conscious mindset. The dual disposition design and modern aesthetics appeal to a much larger audience of burial and cremation families. After launching more than 50 new products in the fall of 2023, including a collection of afordable NewPointe urns, Batesville is introducing new biodegradable, wood and ceramic vase keepsake urns and an impressive collection of sterling silver and stainless jewelry, new birthstone pendants and a new point-of-purchase display to showcase remembrance jewelry. For more information, visit www.batesville.com/ news/iccfa-2024/

Starmark is excited to introduce the Brentwood ceremonial casket, the latest addition to its innovative Nature’s Way® product line, which already includes The Arbor™, The Natural™, and The Terra™ green burial and cremation options. Since its launch in 2009, the Starmark Nature’s Way line has provided

environmentally conscious burial and cremation choices for funeral homes and families. Designed to ofer an afordable solution for bereaved families, Starmark ceremonial caskets cater to both modest and full services. The Brentwood casket, with its eco-friendly design and natural aesthetics, is aimed at consumers who wish to have a ceremony or service for their loved ones before opting for a green burial or cremation. The Brentwood ceremonial casket, crafted from solid pine, boasts Starmark’s renowned “Built to Last” construction. It features a replaceable head panel, an adjustable bed system, a gas spring lid support, and a J-Channel quick-install interior system. The exterior is elegantly fnished with a natural look and a water-based clear coat, complemented by straightforward wooden handles. Inside, a natural cotton fabric-lined head panel underscores the casket’s eco-friendly appeal in line with Nature’s Way. To complement the Brentwood and compatible with all Starmark ceremonial caskets, the Nature’s Way rental casket insert ofers an afordable and visually appealing option for families considering either a green burial or cremation. This eco-conscious rental insert is crafted from natural materials, including unbleached cotton interior fabric, printed reinforced fberboard construction, a wax paper leak-resistant liner, and natural cotton handles. “The Brentwood ceremonial casket is the frst of its kind and ofers built-to-last Starmark features funeral directors trust,” stated Justin Davis, President of Starmark Cremation Products. “When the Brentwood is displayed along with the Nature’s Way Natural and Arbor green burial and cremation options, it ofers families a merchandised ‘Good-Better-Best’ product assortment with an environmentally friendly focus.” For more information about the complete line of Starmark products for burial and cremation, please visit starmarkcp.com

ON THE MOVE

Passages International is pleased to announce the addition of Diana L. Brooks to their team as a Sales Representative. Diana will serve as the primary contact for wholesale customers in Florida, including funeral homes, cemeteries, and other related businesses. With a deep commitment to the Death Positivity movement, Diana has been involved in deathcare since 2006. She is licensed by the State of Florida as a pre-need sales agent, a Certifed Funeral Celebrant, and has previously served as the Director of Operations at a Natural Conservation Cemetery. Additionally, Diana has been hosting her local Death Cafe since 2017. “I am so excited to have Diana join our team” says Darren Crouch, President and co-founder of Passages. “She has a wealth of experience, having worked in Florida at the beautiful Heartwood Preserve cemetery and having experience with Passages products. She knows the business and products, and has a personal passion for greener, less traditional products.” Diana will also be partnering with funeral homes to help them align with today’s scattering families. Almost 50 percent of families intend to scatter cremated remains and there is a huge opportunity in Florida for funeral homes to update their urn selections with biodegradable options that refect this demand.

Security National Life is pleased to welcome a new Team Sales Lead representing the Louisiana region, Dewanna McKinley. We are excited to introduce Dewanna McKinley as our newest Team Sales Leader for the vibrant New Orleans, Louisiana market at SNL. With an impressive 25-year tenure in sales leadership and a bachelor’s degree in broadcast journalism, Dewanna brings a unique blend of experience, leadership and communication skills to our team. Dewanna’s dedication to her profession has only grown stronger over the years. For

the past nine years, she has served as a sales manager for a prominent company in the New Orleans area, where she enhanced her leadership skills and made signifcant contributions to the organization’s success. Prior to her role as a sales manager, Dewanna spent four years as a pre-need sales counselor for the same company, illustrating her commitment to helping families navigate important decisions with empathy and care. As a licensed life insurance agent, Dewanna’s passion for pre-planning shines through in her work. She is deeply committed to educating families about the importance of making funeral arrangements ahead of time, ensuring peace of mind and security for their loved ones. Her expertise in this area, coupled with her enthusiasm for serving others, makes her an invaluable asset to our team.

Forest Lawn Memorial-Parks & Mortuaries CEO Darin Drabing announced the appointment of Gabriel Enriquez to Vice President—Long Beach, efective January 15, 2024. The internal promotion represents the caliber of strong leadership present throughout Forest Lawn’s staf as well as Enriquez’s twenty-plus year commitment to serving Forest Lawn’s communities. Gabriel Enriquez began his career with Forest Lawn in 2002 as a Client Representative at Forest Lawn-Glendale. During his over-twenty-year career at Forest Lawn, Enriquez has served as a Memorial Counselor, Funeral Service Supervisor, and most recently Crematory Manager. “We have been fortunate to beneft from Gabriel’s outstanding leadership, dedication, and ever-growing expertise,” said Drabing. “We are proud to bestow this leadership role onto such a deserving member of our team.” In addition to Enriquez’s promotion, Forest Lawn also appointed Angie Ray, former Vice President of Forest Lawn-Glendale, to Vice President-Cypress, and Shivon Ozinga, formerly Vice President in Long Beach, to Vice President-Glendale. Both Angie Ray and Shivon Ozinga are respected members of the Forest Lawn management team.

Anne Marie Hutzenbiler, an experienced and licensed funeral director, has joined the staf of the Garden of Remembrance (Gan Zikaron) Memorial Park as a memorial counselor and funeral coordinator. Ms. Hutzenbiler previously worked at Hines-Rinaldi Funeral Home for 14 years and before that at Collins Funeral Home. She earned her B.S. degree from the University of Maryland and studied at the Cincinnati College of Mortuary Science. “The Garden of Remembrance is pleased to welcome Anne Marie to the Gan Zikaron family,” said Glenn S. Easton, executive director of the nonproft memorial park that embraces all streams of the diverse Jewish community. “Anne Marie brings many years of experience and knowledge of our community,” Easton said. The Garden of Remembrance, in Clarksburg, Maryland, has been serving the greater Washington Jewish community for nearly 25 years. Nestled in Upper Montgomery County on 152 acres of rolling hills, forests, and

meadows, Gan Zikaron includes sections for its 30 Orthodox, Conservative, Reform, Reconstructionist, and Renewal partner congregations, in addition to large community gardens for those who are unafliated. “Anne Marie will bring warmth and knowledge to our bereaved families, helping us to maintain our high level of care,” noted Hank Levine, volunteer president of the Garden of Remembrance. “We serve the entire Jewish community, one family at a time, and Anne Marie will play a key role in the pursuit of our mission,” added Levine. Hutzenbiler will be involved in all aspects of the Garden of Remembrance including funeral arrangements, memorial monument sales, family advance planning, and community outreach.

Homesteaders Life Company President, CEO and Board Chair Steve Shafer announced that Nick Gerhart has been appointed the company’s Chief Operating Ofcer. In his

new role, Gerhart will direct Homesteaders’ long-term strategic growth and innovation.

“In his four years as Homesteaders’ EVP-Chief Innovation Ofcer, Nick developed a deep familiarity with our company and products as well as a broad understanding of the end-oflife space. With his unparalleled knowledge of insurance operations, he has the ideal skillset to assume this role,” Shafer commented.

“I look forward to how Nick will move our company forward in his role as COO and help us continue to grow as a leading partner to funeral professionals.” “In my previous role as EVP-Chief Innovation Ofcer, I gained invaluable experience throughout the business.

I am excited to continue to grow and lead a great team of colleagues in my new role as COO,” Gerhart said. “Homesteaders is poised for great growth and a bright future, and I am honored to have a part in helping move us forward.”

Funeral Directors Life is proud to announce Chad Mitchell as Market Center Manager (MCM) in Mississippi. “We are very excited to add Chad to the Funeral Directors Life sales team,” said Kris Seale, President and CEO of Funeral Directors Life. “Chad has spent several years working closely with funeral homes, which we know will greatly beneft our clients in Mississippi. We’re looking forward to the passion he brings and are thrilled to have him represent our company.” Chad has nearly 20 years of funeral sales experience. He spent the last two years as a sales consultant with a funeral supply company in Mississippi and fve years with a casket company in Maryland. At the casket company, he was named Rookie of the Year in 2017 and Sales Consultant of the Year in 2018 and 2020. “Chad’s experience is a beneft to both Funeral Directors Life and our Mississippi funeral home clients,” said Mark Owen, Senior Sales Vice President for Funeral Directors Life. “He’s a dedicated family man who perfectly fts our team culture. We are excited to see Chad help our funeral home owners increase their market share and improve their proftability in a rapidly changing environment.” “Joining Funeral Directors Life

and being part of such a high-quality team is sincerely one of the highest honors of my career in the funeral profession,” Chad said. “I’m looking forward to working alongside the many great funeral homes in Mississippi and helping them confdently serve their communities with the utmost attention and care. I am beyond blessed and grateful!”

moving and settling in Madison.” Kim Shaul, who served as interim CEO, will return to her position as Executive Vice President and Chief Legal Ofcer, working with Celentano for a seamless leadership transition. “On behalf of the NGL Board of Directors I would like to thank Kim for her leadership in keeping the company focused and proftable during the time of the search,” said Wolter.

The Board of Directors of National Guardian Life Insurance Company (NGL) announced that Joseph (Joe) Celentano will join the Madison, Wisconsin-based mutual life insurance company as its President & CEO, efective May 6. Additionally, Celentano will be appointed to the NGL Board of Directors. Celentano brings over 30 years of experience in the life insurance industry, having held leadership roles at Pacifc Life, a mutual-based insurer. Most recently, he served as the Executive Vice President of Pacifc Life’s Retirement Solutions Division. In this capacity, he successfully navigated the challenges posed by the Covid pandemic and boosted proftable annuity sales by introducing innovative new annuity products. “Joe’s extensive mutual life experience and risk management expertise combined with his leadership skills will serve us well as he leads NGL’s next phase of growth,” said Gary Wolter, chair of NGL’s Board of Directors. “He knows the mutual insurance culture, understands the important role our preneed products have in helping families, and values building partnerships.” While at Pacifc Life, Celentano held a variety of positions ranging from product development ofcer to divisional CFO, to enterprise-wide Chief Risk Ofcer. His most recent position was Executive Vice President with overall responsibility for the Retirement Solutions Division. Joe’s experience includes co-chairing the company’s Diversity, Equity and Inclusion initiatives, leading digital transformation eforts and participating in setting overall company strategy. “I am honored to lead NGL and become part of the team,” said Celentano. “NGL’s strong fnancials, leading position in the preneed market and mutual company culture make NGL poised for future success. My wife Kathy and I look forward to

Selected Independent Funeral Homes, the leading association of independently owned funeral homes worldwide, has introduced its newly elected Board Ofcers. Tom Antram from French Funerals & Cremations in Albuquerque, New Mexico, will assume the role of President, while John Keohane of Keohane Funeral Homes in Quincy, Massachusetts, will act as the Board Chair. Together, Tom and John will steer the association through its three-year strategic plan. “I believe that to know where you are going, you need to understand your past and where we’ve been,” says Tom. “Our strategic planning has done just that—taken a view into our past and the legacy of Selected/ NSM, while also looking forward to a new dawning of our profession and Selected’s role within it. I’m excited and encouraged that we have chosen to take this opportunity to improve services and hold accountable to our standards.” “It’s paramount to stay focused on all levels of our organization to lead it into the future,” says John. “Our businesses are changing and Selected is evolving at the same time.” Selected’s Board of Directors elected the new Ofcers at its quarterly March Board Meeting. The ofcers will be ofcially installed during the Annual Meeting, September 25–28, at Disney’s Grand Floridian Resort & Spa in Lake Buena Vista, Florida. The entire Board of Directors includes President Eric Trimble, Moline, Illinois, Group 4; Board Chair John Kepner, Huntersville, North Carolina, Group 3; President-elect Tom Antram, Albuquerque,

New Mexico, Group 5; Board Chair-elect John Keohane, Quincy, Massachusetts, Group 1; Barbara Risher Welch, Montebello, California, Group 6; Christopher Waite, Medina, Ohio, Group 2; Sheridan Lee, Garner, North Carolina; and Dave Moore, Mason City, Iowa, Group 4.

ANNOUNCEMENTS

Dead Ringers unveils new on-demand online course to provide training, education, and practical understanding of FTC phone compliance for every person involved in the funeral industry. Dead Ringers has always been training to FTC compliance—but the apparent need and urgency of funeral homes to know the Funeral Rule and to adhere to it is paramount. In response to the FTC’s unprecedented phone sweep announcement on January 25, 2024, Dead Ringers immediately moved to ofer complimentary webinars, and continues to support deathcare frms by equipping them to adequately train their staf for compliance.

Dead Ringers is moving beyond passive webinars and is now ofering on-demand online courses designed specifcally to train and equip funeral homes how to respond to price shoppers according to the Funeral Rule. The Funeral Rule lays out specifc do’s and don’ts for deathcare professionals when discussing funeral services over the phone. Failure to adhere to these guidelines comes with a hefty fne up to $51,744 per violation AND the frm’s information being posted on a public list of violators. These moves by the FTC are immediately damaging to businesses, but the lasting implications of a public violators list will damage businesses long after the infraction.

“After placing thousands of calls to hundreds of locations, we know for certain that Funeral Rule infractions are happening—daily. Maybe it’s a bad case of laziness that causes professionals to omit required pricing elements on the phone, or maybe it’s a lack of knowledge: what IS required, and HOW does it need to be presented, and WHAT IF it’s wrong? We can’t fx laziness—but we can address a lack of

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We take the stress out of lending, and managing

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knowledge by equipping deathcare professionals with understanding of what they can say, what they can’t say, what they MUST say, and how,” states Dead Ringers COO Mandie Hungarland. Dead Ringers’ on demand online course ofcially launched March 1, 2024. It is accurately priced to the number of employees being supported and can be accessed by team members individually and on their own time. This course includes videos featuring deathcare attorney and Dead Ringers founder Poul Lemasters, Esq., as well as customer experience expert Nicole Wiedeman. Further information—including preorder options—can be found on the Dead Ringers website at www.deadringers.co/FTC

Deathcare management solutions provider PlotBox has unveiled its new suite of fnancial tools and applications, designed specifcally to meet the unique needs of cemetery, crematory, and funeral home operators. From payment processing to trust fund management, this complete fnancial platform is accessed from within PlotBox’s existing solution, boasting

direct fnancial API integrations with an ever-growing library of up to 20 leading accounting platforms, including QuickBooks, Xero and NetSuite. With PlotBox Pay, customers will have access to the industry’s most innovative payment technology with simple, secure, and reliable payment processing that includes automated ACH and card payments to streamline and enhance customer service. PlotBox CEO Sean McAllister said, “PlotBox’s digital fnancial management ofering has grown. We all know how challenging monthends and audits can be, and with the PlotBox Financial Management Suite, we’re helping to take the headache out of fnances. “In listening to our customers, it was clear that there was a real need for an all-encompassing solution that would help them to overcome the complexities of their fnancial processes. We were hearing loud and clear, the pains of manual workarounds, the risks and liabilities associated with errors and inaccurate data, and of course, time lost due to the lack of a dedicated fnance system to bring everything together. “Our aim was to provide a means of streamlining and simplifying fnancial processes, along with the fexibility to integrate the PlotBox solution with their current accounting

platforms. And we’re not fnished here, this is a key focus of our product roadmap and we will continue to innovate, creating new fnancial management products that will allow deathcare operators to provide the best possible service to their families.”

Homesteaders Life Company’s policy owners have voted restructure into a mutual holding company. The vote took place during Homesteaders’ annual policy owner meeting and follows the Board of Director’s unanimous vote to approve the restructuring late last year. “This simple reorganization is very common among mutual life insurers and preserves the mutual structure for the policy owners,” afrmed Nick Gerhart, Homesteaders EVPChief Innovation Ofcer and former Insurance Commissioner for the State of Iowa. “Like the funeral profession, Homesteaders has gone through many changes over the last decade in response to the evolving business environment. This reorganization better refects where the company is today and provides a strategic framework we can leverage to make sure we are ready for the next 100 years.”

Steve Shafer, Homesteaders President, CEO and Board Chair noted that reorganizing as a mutual holding company helps reinforce Homesteaders’ commitment to safeguarding the long-term security of its policy owners and prepares the company to remain relevant and strong well into the future. “Homesteaders operates in a rapidly changing, complex and competitive business environment. This change allows us to retain our mutual structure while providing strategic fexibility to evolve as a long-term partner to the funeral profession with continued investment in innovative solutions for our customers, agents and policy owners,” Shafer afrmed. “We are excited to take this important step to modernize our corporate structure as we have already modernized our strategic outlook and approach to the market.” The Iowa Insurance Division will hold a public hearing to review the proposed reorganization this spring with fnal approval expected to follow shortly after.

Greg Rollings, the founder of Rollings Funeral Service (RFS), recently revealed an exciting new direction for the company’s growth strategy. In the announcement, Rollings highlighted the incredible opportunities within the funeral service industry and the strategic steps needed to attain them. He explained that RFS required two essential elements to fully embrace these prospects: an expansion of its operational team and increased access to capital for growth. With great enthusiasm, he shared that the company has successfully achieved both of these objectives. In late 2023, RFS appointed Bob Page, a respected fgure with a three-decade legacy in the funeral service industry, as Chief Operating Ofcer. Rollings expressed his deep honor and enthusiasm for Page’s appointment, citing their longstanding relationship and impressive track record. “I frst met Bob 30 years ago and have watched and admired his accomplishments throughout the industry,” stated Rollings. “I feel terrifc knowing that our businesses will have his operational leadership at the helm.” Then, in January 2024, RFS strengthened its fnancial foundation with a signifcant infusion of equity by Vineyard Capital Partners, a fnancial partner of RFS since the beginning. This additional capital positions the company for ongoing growth and success in a constantly evolving industry, ensuring RFS can continue to provide excellent service to the families it serves. It also allows Rollings to have a pathway to retirement while securing the long-term mission of RFS, which has been at the core of the company since the beginning—private ownership. This strategic transition represents a signifcant milestone for RFS, a company that Rollings and his wife, Debbie, established 22 years ago. Over the years, it has grown into one of the nation’s most respected private funeral home operators, currently serving over 12,000 families each year. With these strategic changes, Rollings will step into the role of Chairman of the Board for RFS. Although he will no longer handle day-to-day operations,

he will remain actively involved in shaping the company’s strategic direction and will provide guidance to Page. As the largest individual owner of RFS, Rollings’s dedication to the company’s mission remains unwavering. In addition, Rollings will continue to work with the acquisition team to grow the company. RFS has always had a mission to help funeral home owners sell and still remain privately owned; this concept has been fundamental to RFS since 2002 and will continue.

New Memorials Direct (NMD) is pleased to announce new lower cost display options for their memorial partners. One of NMD’s brandnew ways to display their timeless jewelry is with a low cost 11-piece cremation jewelry display. Featuring plated sample versions of their best-selling precious metal cremation jewelry, these pieces give families the opportunity to get an idea of appearance and scale for these styles without the funeral home having to worry of signifcant loss in cases of theft or tarnish. In addition to the new version of cremation display, NMD has also updated their 11-piece personalized display to a lower price point all stainless steel version. Beautifully represented on white faux leather forms, these stainless steel pendants will never tarnish and capture a few of the many types of engraving personalization NMD is able to ofer. Their proprietary All-In-One fngerprint scanner can be added to this display for an additional fee. To inquire about any of their display options, please contact New Memorials Direct via telephone at 1-253-649-0568 or visit their website at www.NewMemorialsDirect.com

Wreaths Across America (WAA) proudly announces the signing of a Memorandum of Understanding (MOU) with the Military Order of the World Wars (MOWW), solidifying a partnership aimed at bolstering support for veterans and their families across the nation. Established in 2007, WAA has become synonymous with its annual wreath-laying ceremonies each December. However, its mission to Remember the fallen, Honor those who serve, and Teach the next generation the value of freedom is yearlong. WAA has participating locations in over 4,220 communities nationwide, engaging volunteers in educational initiatives and sharing veteran stories of service and sacrifce. MOWW traces its roots back to 1918 when returning U.S. military ofcers sought to continue their service and camaraderie beyond the battlefeld. Incorporated in 1919 as the American Ofcers of the Great War, the organization evolved into the MOWW, steadfastly upholding its commitment to patriotism, good citizenship, and national security. With a century-long legacy, MOWW remains dedicated to fostering responsible citizenship, youth leadership, and veteran support. Karen Worcester, executive director of Wreaths Across America, remarked, “The partnership between Wreaths Across America and the Military Order of the World Wars symbolizes a collective dedication to preserving the legacies of our nation’s heroes. Together, we will continue to inspire patriotism and honor those who have served.”

Refecting on the collaboration, MOWW’s leadership emphasized the signifcance of joining forces to uphold shared values and

The future is unpredictable. Let our tailored Succession Planning and Advisory services guide you through

advance common objectives. “Our alliance with Wreaths Across America represents a powerful union of purpose,” said BG Victor S. Perez, U.S. Army (ret), Commander-In-Chief, MOWW. “By honoring our veterans and promoting responsible citizenship, we strive to uphold the ideals that defne our nation.”

The signed MOU between WAA and MOWW underscores a shared commitment to engage members and volunteers in joint community service activities to raise awareness for their respective missions. Through this collaboration, MOWW will extend its support to WAA’s Group Sponsorship Program, further amplifying initiatives to honor veterans and educate future generations. WAA will share details about MOWW’s programs by highlighting members active in the mission via a monthly feature on Wreaths Across America Radio.

Rosenacker & Associates (R&A) has added

a new speaker to its continuing education seminar in Anchorage, Alaska. The latest addition to the lineup is Ms. Brigitte C. Morgan, the Deputy Chief of Mortuary Afairs Operation Location Pacifc at Joint Base Pearl Harbor-Hickam, Hawaii. She also acts as the interim Mortuary Director at Yokota Mortuary, Yokota Air Base, Japan. In this role, her duties encompass embalming, restoration, casketing, and ensuring the return of fallen service members to their families. In 2023, Morgan participated in Operation Eldridge Glacier, a recovery mission in Denali National Park, Alaska, for the U.S. Air Force C-119 that crashed in 1952. In 2024, she will return for Operation Colony Glacier, the recovery mission for a 1952 crash of a U.S. Air Force C-124 Globemaster II. Her presentation at the seminar will draw on her experience with these missions. The 2024 Rosenacker Continuing Education Seminar, Alaska: A Funeral Frontier, will be hosted at the Embassy Suites by Hilton Anchorage from July 21 through July 23. In addition to Morgan’s lecture, attendees will beneft from presentations that cover lessons learned while training and running the Iditarod in Alaska and how these lessons can be applied, a panel discussion on succession planning for funeral

service which will also include answers to succession planning questions, how to apply AI and more. The seminar cost includes a Welcome reception on the opening night and a Happy Hour reception on the second night. The seminar will feature an all-star line-up of speakers including Morgan, Frank Rosenacker, Sue Gilkey, Ann Rosenacker, Scott Janssen, Jack E. Lechner, Jr. CFSP, Kurt Rosenacker, Doug Hoog, and Curtis Funk. The seminar has been submitted for approval of continuing education credits—with 12 credits currently pending. For more information on the Rosenacker Continuing Education Seminar 2024, please visit www.rosenackerconed.com or call (513) 923-5230.

Funeral Directors Life (FDL) is pleased to announce that it has been approved to sell

preneed life insurance in Michigan. Funeral homes throughout Michigan can now explore FDL’s proven and fexible preneed products and see how these services can grow their business and improve their service to families. “We are excited to bring our preneed funeral oferings to the incredible funeral homes in Michigan,” said Kris Seale, President and CEO of Funeral Directors Life. “Our mission has always been to be the best, most-respected provider of service to the funeral profession. We cannot wait to have meaningful conversations with Michigan funeral homes about all that we can do to help them achieve more success.” For years, FDL has helped funeral homes succeed with preneed funeral strategies that align with their business goals. By using preneed funeral products that include industry-leading technology, funeral homes can track incoming leads automatically with customer relationship management software, save time per contract with advanced contracting software, have a seamless preneed to at-need experience with multiple integrations,

and more. “We’ve always been proud of our preneed funeral solutions, but that’s become only a part of what we’re able to ofer funeral homes,” Kris said. “From digital marketing and funeral home software to insurance assignment processing, fnancial services, and more, we are more than a preneed company. We want to ofer every funeral home solutions that meet all their needs so they can get back to doing what only they can do, which is serving families. To get started with FDL, funeral professionals can call 1-800-692-9515 or visit www.funeraldirectorslife.com/preneed/ to discuss which product oferings suit them best or request a free business consultation.

Homesteaders Life Company has launched Calling Hours, a podcast for Things you should consider about the travel protection plan you offer:

Are each of the travel protection plans backed by insurance?

Will the fulfillments be completed by their own vetted shipping network?

Is the plan owned, operated, and managed by a funeral director?

If you offer the Travel Plan by Inman to your families, the answer to all these questions is YES!!!

funeral professionals hosted by Homesteaders’ VP-Marketing Communications, Danielle Burmeister. Calling Hours will feature candid conversations with leading voices in the endof-life space. “There are so many inspiring conversations happening in funeral service right now,” said Burmeister. “Our vision for Calling Hours is to invite more people into those discussions. We want you to grab a cup of cofee, sit down and feel like you’re a part of what’s happening in the end-of-life space. And we want to give listeners tools and inspiration to grow in their own careers by showcasing stories and expertise from industry leaders.” Homesteaders’ President, CEO and Board Chair Steve Shafer joins Burmeister in the frst episode. “I am honored to be the frst guest on Calling Hours and am pleased that Homesteaders is providing the opportunity for funeral professionals to learn more about the latest topics and trends. As technology advances and our industry adapts, this new podcast is another example of how we are continually evolving to deliver useful information and resources to our funeral home partners in a convenient and accessible platform,” said Shafer. Calling Hours is available on most streaming platform, including Spotify, Amazon Music and iHeart Radio. New episodes will be released at the beginning of each month. To learn more about Calling Hours, visit homesteaderslife.com/calling-hours-podcast

CHARITABLE GIFTS

National Guardian Life Insurance Company (NGL) is pleased to announce that its corporate gift combined with employees’ personal pledges and donations totaled more than $114,000 to support United Way of Dane County’s 2023-2024 campaign. “United Way of Dane County has been an impactful community resource for more than a century. For more than 70 years, NGL has been proudly partnering with United Way in its eforts to unite the community by ofering benefcial resources, giving everyone the opportunity to succeed and thrive,” said Kim Shaul, Interim President & CEO at NGL. “It’s inspiring to

witness our team come together to give back to our communities through volunteer eforts and fnancial donations.” Funding to United Way of Dane County benefts its strategic goals focused on early childhood, education, income and health with the mission to help build a community where everyone can succeed in school, work and life. In addition to NGL’s corporate donation of $70,000 and employee payroll deductions, employees generously donate through fundraising events. Each year, the NGL employee campaign incorporates a variety of activities to donate to and participate in. There are virtual and in-person employee fundraisers, including bingo, Penny Wars, 50/50 rafes, silent auction, and a few others. “Organizing both virtual and in-person fundraising opportunities for our NGL team members to participate in has been exciting. Even though most of our company is remote, we continue to raise more money from special events than prior years. It’s a true testament to our culture of serving others,” said Maria Lubick, NGL Assistant Vice President, Corporate Communications and Community Engagement. “Thank you to everyone at NGL for your ongoing support. And thank you to everyone at United Way for assisting us in organizing and coordinating our annual campaign.”

HONORS AND AWARDS

The Business Intelligence Group has announced Tribute Technology as a recipient of its Artifcial Intelligence Excellence Awards Tribute Technology, a respected technology provider serving over 9,000 end-of-life providers, was honored with the award for

its Tribute Obituary Writer in the Artifcial Creativity category for Product or Software. The Tribute Obituary Writer is an AI-driven tool designed to assist funeral directors and families in swiftly creating personalized obituaries by entering details about the deceased. With user-friendly options for tone and style, families can easily customize the obituary to capture the essence of their loved one’s life and make adjustments to content and length efortlessly. The software simplifes the process by prompting for essential information like career milestones, accomplishments, and hobbies, ofering a variety of tones from solemn to lighthearted, and providing choices for more elaborate narratives. “Our team at Tribute Technology focuses on creating software specifcally engineered for funeral homes, crematory operators, and cemeteries, and this is another example of how we are constantly improving to help funeral homes serve grieving families even better,” said Tribute Technology CEO Charlie Cole. “It’s a privilege to receive this award that recognizes this important tool, which we believe brings additional comfort to families during the worst time of their lives.” “We are truly honored to recognize Tribute Technology with this prestigious award,” stated Maria Jimenez, Chief Nominations Ofcer for the Business Intelligence Group. “The unwavering commitment of their team to excellence and their innovative AI applications have catapulted them to this remarkable achievement. Congratulations to the entire organization!” For more information about Tribute Obituary Writer: https://www.tributetech.com/tribute-obituary-writer.

Gail Rubin CT “The Doyenne of Death®”, a prominent fgure in the feld of end-of-life planning has been honored with the esteemed Community Educator Award from ADEC, the Association for Death Education and Counseling. This recognition comes in light of the individual’s innovative approaches to encourage proactive planning for end-oflife issues. Some of the notable contributions include introducing the Death Cafe movement to the United States in 2012, championing the Before I Die Festival concept, and

encouraging individuals to visit funeral homes and cemeteries proactively, without the immediate impact of a family loss. Additionally, she is responsible for creating educational content through YouTube videos, A Good Goodbye TV interviews, and the upcoming TV series, Mortality Movies. This new series will feature 30-minute episodes with clips from flms and TV shows, focusing on lessons about end-of-life planning. The discussions will involve the awardee, a death doula, and a grief expert. The 7th annual Before I Die New Mexico Festival is scheduled to take place in Albuquerque from November 1-4, 2024. The event is sponsored by French Funerals & Cremations and Keeper, a platform specializing in online memorials, tributes, and virtual and hybrid memorial service events. Keeper will facilitate the Zoom sessions featuring Festival speakers. Rubin’s commitment to transforming the conversation around end-of-life issues and making the planning process more accessible and engaging is being celebrated by ADEC through this prestigious accolade.

The International Order of the Golden Rule (OGR) Foundation is proud to announce the recipients of its prestigious Awards of Excellence Scholarships for 2024. These scholarships, totaling $10,000, are awarded annually to mortuary school students who demonstrate outstanding academic performance, funeral service experience, and a deep commitment to serving families with compassion, fairness, and dignity. This year, 27 students from across the United States and Canada applied for the scholarships, making the selection process highly competitive. After careful consideration, fve exceptional students were chosen to receive scholarships. The winners are Jim Shackelford - Salem, Mass., awarded a $3,500 scholarship and airfare, accommodations and registration to attend the 2024 OGR Annual Conference in Savannah on May 7-9. Kassidy Goad - Hillsville, Va., was awarded a $2,000 scholarship. Kylee Crane - Port Huron, Mich., also awarded a $2,000 scholarship. Eldrick Brown - Birmingham, Ala., has been awarded

a $1,500 scholarship and Shoshana Deming - Baltimore, Md. has been awarded a $1,000 scholarship. Kim Hunter, OGR Foundation Chair, expressed admiration for this year’s awardees, stating, “The dedication and passion exhibited by these students embody the values of the International Order of the Golden Rule. We are proud to support their academic and professional endeavors as they continue to make a diference in the lives of families they serve.” All scholarship applicants receive complimentary student membership in OGR through December 31, 2025, providing them with access to valuable resources and networking opportunities within the funeral service profession.

The Selected Educational Trust has announced two scholarship recipients for the 2024-2026 class of the Selected Leadership Academy are Laten Ford, Townes Funeral Home and Crematory, Danville, VA, recipient of the 2024 Chester T. French Memorial Scholarship and Wade Overturf, Smith Family Funeral Homes, North Little Rock, AR, recipient of the 2024 Leadership Academy Scholarship sponsored by Homesteaders Life Company. These scholarships, valued at more than $5,000 each, provide the recipient with full two-year tuition plus an annual stipend to participate in the Selected Leadership Academy, a unique and rewarding educational opportunity ofered exclusively to members of Selected Independent Funeral Homes. The Academy is a personalized journey for those, no matter title or position, who believe their leadership matters and choose to become better. “I started working in a funeral home when I was

only 16 and decided soon after that funeral directing was my calling in life,” said Laten Ford. “It’s been an exciting opportunity to become manager of a funeral home at such an early stage in my life and career. It will be just as exciting to become a student in the Academy where I can learn leadership skills that I can apply for the rest of my career.” “I am looking forward to the whole experience of the Leadership Academy and being able to meet and learn from other fantastic funeral professionals,” said Wade Overturf. “I am truly thankful for being chosen and look forward to the next step in this journey!” “Selected’s Leadership Academy is a launchpad to great things,” stated Stefanie Favia, the Trust’s Executive Director. “We are honored to be able to propel these dynamic professionals forward with this opportunity to grow and lead.”

Attention Cemeteries & Funeral Homes! Track Your Business’ Success with Performance Tracker X!

This summer, get tuned into your customers with J3Tech Solution’s Performance Tracker

X J3Tech Solutions, a sister company of Johnson Consulting Group, is redefning how the profession communicates with the families they serve. This indispensable tool empowers cemeteries and funeral homes to run a more proftable business while helping to provide a better customer experience.

Performance Tracker X ofers real-time contract and survey reports for the following businesses:

• Cemetery At-need & Pre-need

• Funeral Home At-need & Pre-need

• Low-Cost Cremation Business

• Combination

With the use of surveys, analytics, customer dashboards, and more, you can become aware, engaged, and motivated while you deliver the best experience possible for the families you serve. Performance Tracker X operates in four simple, but powerful steps:

1. Assess: Evaluate your business from every angle, pinpointing areas of strengths and weaknesses while tracking your company’s sales eforts, customer satisfaction and overall performance.

2. Evaluate: The program will gather your data, assess contracts, compare call volume, and evaluate average sale per case type by company, region, location, and arranger.

3. Action: You’ll be notifed immediately so you can take action based on customer feedback.

4. Engage: Customer sentiments shared on social channels will be monitored so you can engage accordingly.

With a program like this, you’ll be able to streamline your success plans, improve your bottom line, and increase customer satisfaction. Plus, ICCFA members receive a 10% discount!

To learn more about Performance Tracker X, and to see other member beneft providers and services, visit users.iccfa.com, log in with your e-mail address and password, and click on Member Discount Programs

If you need assistance logging into your active ICCFA account, contact us at 800.645.7700 or e-mail us at HQ@iccfa. com. Not an ICCFA member? Learn more about ICCFA and the benefts of membership by visiting https://iccfa.com/join/

Welcome, New ICCFA Members!

Cemeteries

• City of Pompano Beach Cemetery Pompano Beach, FL

• Riverview Cemetery at City of Clarksville Clarksville, TN

Crematories

• Cremation Society of Laguna El Segundo, CA

Funeral Homes

• Anthem Partners Frisco, TX

• Cardinal Funeral Homes Ltd Toronto, ON Canada

• Fellows, Helfenbein & Newnam Funeral Home Centreville, MD

• Florida Keys Funeral Services LLC Key West, FL

Professionals

• D. Macartney Wilson AIA Architect & Associates, PA Palm Harbor, FL

Suppliers

• Adams Granite Company Barre, VT

• Ceramica Inc. Indianapolis, IN

• Directors’ Choice Chesapeake, VA

• Docufree Alpharetta, GA

• Eulogize Memorials Sydney, New South Wales, Australia

• FuneralWebcam.com Rockaway Park, NY

• GRAVR Stoughton, WI

• Laurelbox Tampa, FL

• Monarch Landscape Companies Los Angeles, CA

• Pinhole Press Orlando, FL

• Southern Consultants, LLC Winter Haven, FL

• Xiamen Dofne Stone Co., LTD Xiamen, Fujian, China

ICCFA’s Government & Legal Committee Embarks on 2024 Capitol Hill Advocacy Initiative

The Government and Legal Committee of the International Cemetery, Cremation, and Funeral Association (ICCFA) reconvened on Capitol Hill from March 7–8, 2024, reafrming their dedication to advocacy eforts within the deathcare profession. In partnership with Dykema and their Federal Government Policy Team, the committee held constructive discussions with senators, representatives, their staf and ofcials from the Federal Trade Commission. Their collective eforts shed light on pressing issues impacting the deathcare profession, driving ICCFA’s legislative agenda forward.

“As always, our time on the Hill is productive and enlightening,” said Poul Lemasters, Esq., ICCFA’s General Counsel. “This opportunity allows us to provide external stakeholders with insight into the intricacies of the deathcare profession. It serves as a platform for our members to gain valuable understanding of the regulatory and political landscape surrounding our profession.”

Committee members and ICCFA staf convened face-to-face meetings with representatives from signifcant congressional committees, including the Senate Finance Committee, Senate Commerce Committee, Small Business Committee, the House Ways and Means Committee and the House Energy & Commerce Committee. The discussions centered around the association’s tax and commerce legislative and regulatory priorities, focusing on critical legislation such as the Funeral and Cemetery Trust Modernization Act, the Consensual Donation Research and Integrity Act (CDRI), the Funeral Rule, Non-Compete Rule and the proposed “Junk Fee Rule.” This visit aforded key legislators and regulators a crucial opportunity to engage directly with ICCFA representatives on federal policy matters directly impacting the profession that may not have been on their radar.

“These meetings allowed us the opportunity to educate those drafting the rules and enacting policies that directly afect how we

provide services and operate our businesses. As an industry, if we do not take the time to engage and educate our elected ofcials, their staf and federal agencies like the FTC, we risk having only voices outside our industry being heard,” said Sam Mazzu, III, Carriage Services’ Managing Director of Legal & Assistant General Counsel. “During these meetings, it allowed us to raise awareness of critical issues and be positive representatives for our industry. As my grandmother liked to tell me growing up, if you don’t speak up, no one will hear you. Fortunately, these meetings presented us with a great opportunity to “speak up” for our industry and strongly advocate on its behalf.”

The ofces that ICCFA members met with included Senators Marsha Blackburn (R-TN), John Cornyn (R-TX), Ron Johnson (R-WI), Marco Rubio (R-FL), Debbie Stabenow (D-MI), and Todd Young (R-IN), and Representatives Jodey Arrington (R-TX 19), Vern Buchanan (R-FL 16), Dan Crenshaw (R-TX 2), Drew Ferguson (R-GA 3), Beth Van Duyne (R-TX 24), Dan Kildee (D-MI 8), Gwen Moore (D-WI 4), and Linda Sanchez (D-CA 38).

A comprehensive trip summary will be in an upcoming edition of ICCFA’s publication, Memento Mori. To learn more about the ongoing endeavors of ICCFA’s Government and Legislative Committee, please visit iccfa.com/ advocacy.

ICCFA University Expands Oferings with the School of Graduate Studies

The ICCFA University, a leading institution in deathcare education, proudly announces the incorporation of the School of Graduate Studies, led by Dean Robbie Pape, CCFE, into its esteemed roster of colleges. This signifcant expansion of ICCFA University’s educational oferings presents attendees with an unparalleled opportunity to deepen their expertise and advance their careers in the deathcare profession.

The School of Graduate Studies augments ICCFA University’s comprehensive array of nine specialized colleges, each overseen by experienced Deans committed to advancing knowledge and expertise in their respective felds. Classes are in session from July 19 to July 24, 2024, at Emory University’s campus in Atlanta.

“The best leaders are those who continue learning, and the School of Graduate Studies shows the ICCFA’s commitment to that mission. This college addresses the wide range of funeral and cemetery leadership and operational challenges we face. We will look inward at our own leadership style and gain exposure to operational areas where we may be less familiar,” stated Dean Pape. “Come join me as we learn where we can play a role in shaping the future of our profession.”

Distinguished experts who will share their knowledge and expertise include:

• Lori Bolton, CSE, CXE: Heads Special Projects/People Development at the Park Lawn Corporation and is considered a thought leader with insights on national trends, studying how the customer experience impacts the bottom line

• Dave Brown: Founding Partner and executive-level Sales and Leadership Coach

for Southwestern Consulting, specializing in servant leadership and efective team management.

• Darin Drabing: President & CEO of Forest Lawn Memorial-Parks & Mortuaries in Southern California, brings over 30 years of comprehensive experience in the cemetery and funeral profession. With a diverse skill set and a distinguished leadership background, including serving as a past President of the ICCFA, he embodies expertise and excellence in the industry.

• Poul Lemasters, Esq.: An attorney and ICCFA General Counsel and cremation programs coordinator, ofering legal insights into navigating deathcare-related issues.

• Bob Gordon, Jr., CCE: President and CEO of Cypress Lawn Cemetery Association, bringing over four decades of experience in funeral service and cemetery management.

• Welton Hong: Founder and CEO of Ring Ring Marketing, a leading expert in digital marketing for funeral homes and cemeteries, focusing on leveraging technology and online platforms to enhance business visibility and engagement.

• Gary Freytag, CCFE: President and CEO of Spring Grove Cemetery and Arboretum, renowned for his fnance and strategic planning expertise in the deathcare profession. These experts, among others, will lead sessions covering various topics, including servant leadership, efective board management, strategic planning, digital marketing, fnancial analysis, and employee engagement.

Prospective students interested in learning more about the School of Graduate Studies and its programs are encouraged to visit ICCFA University’s website for additional information, including registration and the event schedule.

JULY 19-24, 2024

" David Brooks, eight-time ICCFA

What I’ve found here with my fellow students and especially the instructors, is that they’re a circle of peers that I’ve been able to train with. But more often than not, they’re a personal board of directors. I can leverage their experiences not only here at ICCFAU during our one week, but I can also reach out to them throughout the year. I cannot speak highly enough of the experience.”

University attendee

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