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More than 100 Years of Fun!

Eustis' Signature Event, GeorgeFest, Attracts Thousands of Visitors and Stimulates the Economy Cover Story Page 16

FROM THE PRESIDENT/CEO Hi, I'm Tim Totten, a 25-year industry veteran. I've worked at both corporate and family-owned firms before expanding my side business (making removal quilts out of the garage) into a full-time career. It's been my great pleasure to not only make great products for my favorite industry but now bring this magazine with aims to share other great products and ideas with you, funeral home owners and managers.

Even though this idea still feels so new to me, I can barely believe we're already on our 3rd calendar year publishing this magazine!

As we keep growing, we've added a skilled Ad Manager, Jim Rohrlack, to help us find companies that want to share their amazing products and services with you in the pages of this magazine.

If you'd like to feature your ads or learn more about how to market with us, you can reach him at jim@fbsmagazine.com.

We're looking forward to seeing you all in October at NFDA in Chicago! That's actually Jim's stomping grounds, so if you are coming to the convention, drop him a line for the best places to visit or, better yet, eat in the Chicagoland!

Marie Aliberti President/CEO Lake Eustis Area Chamber of Commerce

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FEATURES

MAY/JUNE 2025

VOLUME III, No. 3

16

FEATURE EDITORIAL

18 Why Are People Leaving the Funeral Industry?

BY ERIN CONNOLLY

18

CONTENTS Finds at the ICCFA 20 Great Experience in Las Vegas

BY FBS STAFF

30 the Power of a 1031 30 Unlocking Exchange

BY RAYMOND L. BALD, CPA, CFE & RONALD H. COOPER, CPA

Intelligence in 36 Artificial Funeral Service

36

BY GEORGE PAUL, III

Flashpoints, 40 Touchpoints, and Moments of Truth

BY PATRICK DOWNEY

46

40

The Widow/Widower Tax Status

BY NIKKI ANNE SCHMUTZ

46

Cremator Fuel 50 Reducing Consumption by up to 70%?

BY JOEL SOELBERG

50

LOCAL HEADLINES

Changing Funeral Preferences: NFDA's First-of-its-kind Generation Report Now Available Brookfield, Wisconsin – Reinforcing its position as the world’s leading funeral service association, the National Funeral Directors Association (NFDA) has released the first-ever global study of consumer attitudes toward funerals and funeral professionals.

Across Borders, Across Traditions: A Global Study of Funeral Preferences is a landmark research report that offers an unprecedented look at how consumers in 20 countries across six continents view funerals, grief rituals, burial, cremation and the role of the funeral director. The full report is available at no cost to anyone in the funeral service profession at NFDA.org/Research.

“This is a game-changing moment for funeral service,” said NFDA Chief Marketing officer Stephanie Wagner. “No other organization has undertaken a study of this scale, depth and cultural diversity.

As the global conversation about death, grief and remembrance continues to evolve, NFDA is leading the way with innovative research that empowers funeral professionals to adapt, innovate and serve families more meaningfully than ever before.”

LOCAL HEADLINES

NFDA designed and funded the study with guidance from its Global Advisory Group and support from funeral service leaders worldwide.

The findings are based on more than 4,000 consumer surveys conducted across Africa, Asia, Central and South America, Europe and North America.

emerged as the most important features of funerals worldwide.

Key insights from the report include:

In addition to the report, NFDA created a complimentary action plan to help funeral professionals apply the survey’s findings in their day-to-day work and better serve today’s diverse and discerning families.

• The power of funerals is universal – Nearly 96% of respondents found funerals to be healing experiences, regardless of culture or disposition method.

• Burial and cremation both have emotional impact – While cremation rates are rising, more respondents found funerals with burial “very helpful” for healing than those with cremation.

• Consumers need guidance – Nearly half of respondents have never planned a funeral, highlighting the importance of education and support from funeral directors.

• Cultural traditions influence service elements – Flowers, personalized music, photo tributes and personalized eulogies

• Sustainability is on the rise – Nearly 70% of consumers are interested in green or eco-friendly funerals, reflecting growing environmental consciousness.

“This study cements NFDA’s role as the global thought leader in funeral service,” said Wagner. “We’re proud to offer funeral professionals the insights they need to meet this moment with

NFDA is the world’s leading and largest funeral service association, serving 20,000 individual members who represent nearly 11,000 funeral homes in the United States and 49 countries around the world. NFDA is the trusted leader, beacon for ethics and the strongest advocate for the profession.

NFDA is the association of choice because it offers funeral

FEATURE EDITORIAL

Why Are People Leaving The Local Economy Understanding the Trends and Attracting New Talent

BY ERIN CONNOLLY

Watch our 30-minute roundtable discussion of this article now!

I

n recent years, the funeral industry has found itself at a crossroads, facing a notable decline in interest from potential new entrants.

As experienced funeral directors can attest, this shift is concerning, particularly considering the emotional and practical importance of the services provided. Understanding the reasons behind the noticeable departures from the profession can empower funeral directors to address these challenges, enhance recruitment strategies, and cultivate a more appealing environment for new talent.

hours can further exacerbate stress levels. With the necessity of being available during evenings, weekends, and holidays, many professionals struggle to maintain a healthy work-life balance. This challenge is particularly pronounced among younger generations who prioritize personal time and flexibility in their careers.

Emotional Toll and Burnout: The funeral profession is inherently demanding, often requiring practitioners to navigate intense emotions associated with grief and loss. For many, this continual exposure can lead to emotional exhaustion and burnout; especially with the long and irregular hours. Funeral directors are often on call 24/7, creating an unpredictable schedule. A 2020 survey by the National Funeral Directors Association (NFDA) revealed that many funeral professionals reported feeling overwhelmed by the emotional weight of their work. As a result, some choose to leave the profession in search of less emotionally taxing careers.

Heavy Lifting and Physical Strain: One of the lesser-discussed yet significant reasons for departure from the funeral industry is the physical strain associated with heavy lifting. Handling caskets, moving decedents, and transporting equipment can take a tremendous physical toll, leading to chronic injuries over time, particularly related to the back. Despite the known risks, many funeral homes are reluctant to invest in safety-related equipment that would alleviate this burden. Fortunately, companies like Mortuary Lift Company provide solutions that directly address these challenges. Their products, such as The Ultimate Lift™, The Stepper™, and The Tug-Along™, are designed to minimize physical strain, enhance safety, and improve efficiency in daily operations.

Investing in this kind of equipment not only protects staff but can also enhance employee retention by demonstrating a commitment to their well-being.

Lack of Work-Life Balance: The funeral industry's unpredictable

“An employee calls for a quote because they simply can't lift

Reasons for Departures from the Funeral Industry

anymore," shares Brenda Stratton, Vice-President Sales at Mortuary Lift Company in Cedar Rapids, Iowa. "It is hard work, and they don't want to get injured or may already be injured. They bring the quote to the boss who rejects the request. This can relay a message to the employee that their welfare is not valued. The next time we call, the employee is gone and working for a funeral home that already has the safety-related equipment. Or the employee calls with the boss from the new facility. The new boss shows that they value the new employee and purchase the equipment.”

virtual memorial services, digital tributes, and eco-friendly burial options reflect a forward-thinking approach that attracts people interested in shaping the future of funerals.

Changing Societal Attitudes: Society's evolving perspectives on death and funerary practices also contribute to workforce turnover.

The rise of alternative forms of memorialization—such as cremation and direct disposition—can create a perception that traditional funeral services are losing relevance. This shift may discourage individuals from pursuing a career within a profession that appears to be diminishing.

Fostering a Supportive Work Culture: Creating an environment that prioritizes mental well-being and work-life balance can help reduce burnout. Offering flexible schedules, peer support programs, and professional counseling can strengthen employee satisfaction and retention.

Economic Pressures: The financial aspect of running a funeral home is not a trivial concern. Increasing operational costs and the pressures of providing affordable services in a competitive market can lead to financial strain. Many professionals find it challenging to operate their business sustainably, prompting some to leave the industry for more stable employment opportunities. Some funeral directors feel their salaries do not adequately compensate for the demanding nature of their work and the emotional toll it takes on them.

Mental Health Challenges: High stress levels and a lack of mental health support in the general workforce leads to anxiety and dissatisfaction. This is particularly in the funeral industry due to the exposure to traumatic situations.

Aging Workforce: A significant portion of funeral directors are nearing retirement age. While mortuary school enrollment has increased, it may not be enough to offset the number of retiring professionals and those leaving the field.

What Attracts People to the Funeral Industry?

Despite the challenges facing the funeral profession, there are also compelling reasons why people are drawn to this field.

Understanding these motivations can be crucial for funeral directors aiming to create a supportive and engaging work environment.

A Calling to Serve: Many in the profession list a genuine desire to help others during their times of need as a primary motivator for joining the industry. The ability to provide meaningful support to grieving families can be incredibly rewarding, and this sense of purpose keeps many professionals committed to their roles.

Diverse Career Opportunities: The funeral industry offers a variety of career paths, from funeral directing and embalming to grief counseling and administrative roles. This diversity allows individuals with different skills and interests to find their niche within the field, making it an attractive option for those seeking varied career experiences.

Community Engagement: Funeral directors often play a vital role in their communities, helping to foster connections among families, friends, and neighborhoods. This aspect of community service can be particularly appealing to those who value making positive contributions to society.

Growing Recognition of Innovation: The funeral industry is gradually embracing modern practices and technologies. Innovations such as

Strategies to Retain Talent in the Funeral Industry To address the challenges of attrition and leverage the elements that attract individuals to the profession, funeral directors may consider implementing the following strategies:

Investing in Safety Equipment: Reduce the strain of heavy lifting with tools like The Ultimate Lift, The Stepper, and The Tug-Along from Mortuary Lift Company. This will not only improve safety but also show a commitment to staff welfare.

Encouraging Professional Development: Providing opportunities for continuing education and professional growth can empower employees, ensuring they feel invested in their careers. Workshops, seminars, and mentorship programs can help retain talent by fostering a sense of advancement and achievement.

Enhancing Community Involvement: Engaging actively in community events and initiatives can strengthen the connection between funeral professionals and the communities they serve. This outreach not only enhances public perception of the profession but can also create a sense of pride among staff members.

Emphasizing the Importance of the Profession: Raising awareness about the essential role that funeral professionals play in society can enhance the industry's image. Through targeted outreach and education, funeral directors can inspire potential recruits with stories of impact and service.

As the funeral industry navigates the complexities of workforce retention and attraction, understanding both the challenges and motivations behind career choices is essential. By fostering a supportive environment, prioritizing professional growth, and emphasizing the meaningful contributions of funeral service, industry practitioners can not only retain existing talent but also draw new individuals to this vital profession, ensuring a compassionate and dedicated workforce for years to come. FBS

Erin Connolly started her communications career teaching anchors and reporters how to present the news. Her clients vary range from Good Morning America anchors to attorneys looking to improve their courtroom performance.

She found her niche working for Mortuary Lift Company writing articles and press releases.

Erin received her B.A. from the University of Iowa and her M.A. from the S.I. Newhouse School of Communications at Syracuse University.

UNLOCKING THE POWER OF A 1031 EXCHANGE

BY RAYMOND L. BALD, CPA, & RONALD H. COOPER, CPA

I

f you’re a funeral home owner considering selling your property, you may be concerned about the tax bill that could follow. Fortunately, there’s a powerful tool in the tax code that can help you defer those taxes and reinvest in your business: the section 1031 like-kind exchange. This article will explain what a 1031 exchange is, how it works, and why it can be especially beneficial for funeral home owners.

What Is a 1031 Exchange?

A section 1031 exchange, named after section 1031 of the Internal Revenue Code, allows you to defer paying capital gains taxes when you sell real estate used in your business or held for investment, as long as you reinvest the proceeds into another property of “like kind.”

In simple terms, if you sell your funeral home property

and buy another qualifying property, you can postpone paying taxes on any gain from the sale.

Why Consider a 1031 Exchange?

1.Tax Deferral Means More Capital to Reinvest Normally, when you sell your funeral home property for more than you paid for it, you owe capital gains tax on the profit. With a 1031 exchange, you can defer this tax, allowing you to reinvest the full proceeds into a new property. This means more money working for you, whether you’re upgrading to a larger facility, relocating, or diversifying your real estate holdings.

2.Flexibility to Grow or Reposition Your Business The funeral industry is evolving, and your business needs may change. A 1031 exchange lets you adapt by moving

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CONTINUED into a property that better suits your current needs— perhaps a more modern facility, a location closer to your client base, or a property with better amenities—without the immediate tax hit that comes with a traditional sale.

3.Preserve Wealth and Plan for the Future By deferring taxes, you can build more equity in your business. This can be especially important for succession planning, retirement, or leaving a legacy for your family.

The ability to roll over gains from one property to another can help you grow your business and preserve wealth over time.

How Does a 1031 Exchange Work?

Here’s a step-by-step overview: 1.Sell Your Existing Property You begin by selling your funeral home property. The property must be held for use in your business or for investment—not as your personal residence.

2.Identify Replacement Property Within 45 days of the sale, you must identify one or more potential replacement properties. The replacement property must also be real estate held for business or investment purposes. For funeral home owners, this could be another funeral home, a crematory, or even land for future development.

3.Complete the Purchase You must close on the new property within 180 days of selling your original property. The process is strict missing these deadlines can disqualify the exchange and trigger immediate taxes.

4.Use a Qualified Intermediary To comply with IRS rules, you cannot receive the sale proceeds directly. Instead, a qualified intermediary (QI) holds the funds and uses them to purchase the replacement property on your behalf.

What Qualifies as “Like-Kind” Property?

For real estate, “like-kind” is broadly defined. Any real property held for business or investment can generally be exchanged for any other real property held for the same purpose. For example, you can exchange a funeral home for another funeral home, a commercial building, or even raw land. However, personal property (like vehicles or equipment) and properties held primarily for sale (such as inventory) do not qualify.

Potential Pitfalls and How to Avoid Them • Strict Deadlines: The 45-day identification and 180day closing windows are non-negotiable. Missing them means losing the tax deferral.

• Boot: If you receive cash or non-like-kind property as part of the exchange, you may have to pay tax on that portion (called “boot”).

• Proper Use: Both the relinquished and replacement properties must be held for business or investment.

Using the property for personal purposes can disqualify the exchange.

• Related Parties: Special rules apply if you exchange property with a related party, such as a family member or a business you control. These rules are designed to prevent tax avoidance and can trigger immediate tax if not followed.

Real-World Example Suppose you bought your funeral home property years ago for $500,000, and it’s now worth $1 million. If you sell, you could owe capital gains tax on the $500,000 gain. But if you use a 1031 exchange to buy a new property for $1 million or more, you defer the tax. Your basis in the new property will be the same as your old property, so the gain is preserved and will be taxed only when you eventually sell without doing another exchange.

Why Work With a Tax Adviser?

A 1031 exchange is a powerful tool, but it’s also complex.

Working with a knowledgeable tax adviser and a qualified intermediary is essential to ensure you meet all requirements and maximize your benefits. They can help you: • Determine if a 1031 exchange fits your business goals • Navigate the identification and closing deadlines • Avoid common mistakes that could trigger taxes • Structure the transaction to meet IRS rules Conclusion For funeral home owners, a section 1031 exchange offers a unique opportunity to defer taxes, reinvest in your business, and plan for the future. Whether you’re looking to expand, relocate, or simply reposition your assets, understanding and using a 1031 exchange can help you make the most of your hard-earned equity.

Consult with your tax adviser to see if a 1031 exchange is right for you and your business. FBS

This article is meant to provide general information and should not be construed as legal or tax advice or opinion and is not a substitute advice of counsel, CPAs or other professionals.

Raymond L. Bald, CPA is a funeral home tax accountant and consultant with Cummings, Lamont & McNamee, PLLC. He can be reached by phone at 603-772-3460, or you may email him at rbald@clmcpa.com Ronald H. Cooper, CPA is a funeral home accountant and consultant with Ronald Cooper, CPA, PLLC. He can be reached by phone at 603-671-8007, or you may email him at ron@funeralhomeaccounting.com.

Artificial Intelligence in Funeral Service From Late Adopters to Industry Leaders

BY GEORGE PAUL, III

R

emember when funeral homes thought having a website was optional? Now it’s a must. Fast forward to today— some firms still think AI is a future problem. But being the late adopters this industry is known for isn't quaint anymore.

It's risky. The firms that are leaning into AI are becoming leaders. They’re not struggling to survive. In fact, they’re redefining the way we honor legacies. That’s where I want to be and I want to help you to be there too!

At Cherished Keepsakes, we've embraced AI—not as a gimmick, but as a strategic partner. It’s not replacing our humanity; it’s freeing us to be more human and serve families and firms on deeper levels than we ever have. Think JARVIS from Iron Man, not HAL 9000.

Where It All Begins: Time What if you could enhance a blurry photo in minutes? Write obituaries that sound like a seasoned professional crafted them? Or develop custom memorial visuals that feel one-of-a-kind? You can. That’s the power of AI—specifically, the power of well-crafted prompts (called prompt engineering) and clear implementation strategies.

The key isn’t using AI generically; it’s knowing how to speak AI. For example, instead of “Write an obituary,” I prompt it: “Write a dignified, warm obituary (250-300 words) that balances emotional depth with professionalism, focusing on personal qualities and community impact.”

The difference? A draft that sounds like it came from a writer who knew the family. That’s just the start.

CONTINUED Photo Perfection at Scale Let’s talk about the “only photo they had” situation. You know the one: it’s blurry, pixelated, scratched, maybe cropped from a group shot—and sometimes includes that ex-spouse no one wants in the memorial. Previously, you had two options: ask for a different picture (sometimes worse than the first), or spend hours in Photoshop aggravated because you know this isn’t your forte.

Now? We use tools like Remini, Adobe Photoshop’s AI suite, and Midjourney to restore, enhance, and even reimagine imagery in ways that respect the memory and delight the family.

Our step-by-step workflow: 1.Enhance faces first using Remini.

2.Edit backgrounds or remove distractions in Photoshop.

3.Apply artistic filters or stylization with Midjourney or Firefly.

It’s more than cleanup—it’s emotional restoration. When families see that transformation, they feel the care. That’s brand differentiation you can’t buy.

Writing That Connects Words matter. Obituaries, social posts, family updates— everything reflects your firm’s values. Yet many funeral directors feel overwhelmed writing so much from content to obituaries along with their daily tasks. Lighten your load.

AI helps us draft, refine, and scale communications. We use it to: • Create obituary drafts with consistent tone and emotional depth.

• Develop content calendars and engagement posts for social media.

• Build follow-up email series and aftercare content.

Our Healing Journey Email Series, enhanced with AI, boasts a 73% open rate and leads to multiple re-engagements with families. That’s not just time saved—it’s relationships built.

Strategy on Autopilot (Sort Of) In Moneyball, Brad Pitt’s character uses data to outthink betterfunded teams. That’s what we’re doing with AI for funeral service strategy.

With platforms like Sintra and ChatGPT (our current go-to’s) as well as others, we’re analyzing market trends, refining service offerings, and identifying growth opportunities faster than ever. For instance, when our direct mail campaigns weren’t landing, we fed the data into Sintra. It found weaknesses in our messaging and suggested alternatives. We A/B tested the changes and saw immediate improvements.

We also use AI for: • Business strategy • Competitive benchmarking • Social media optimization The real win? When trained properly, AI doesn’t just respond—it challenges our assumptions. That feedback loop sharpens decisions and builds resilience.

Implementation: A 90-Day Roadmap Adopting AI isn’t about doing everything at once. It’s about doing the right things first.

Month 1: Foundation • Set up core tools: Sintra, Remini, Adobe CC • Practice enhancing photos and writing obits • Start collecting before/after examples and documenting time saved Month 2: Integration • Implement workflows for photo and content creation • Create content calendars • Begin using AI for business insight Month 3: Optimization • Track results • Refine processes • Train team members • Measure ROI and quality improvements Key Metrics to Watch: • Time saved per task • Family satisfaction • Quality of output • Team adoption • Cost savings Final Thoughts: The Red Pill Moment We’re at a crossroads. You can stick with what you’ve always done (blue pill) or choose to evolve with intention (red pill).

AI isn’t the future—it’s now. And those who engage with it thoughtfully will lead the industry.

Here’s what I recommend: 1.Start with image restoration. It’s high-impact and easy to learn.

2.Set up your tools and track your time savings.

3.Focus on quality over quantity. AI should enhance, not overwhelm.

4.Maintain the human touch. Always finish with your eyes, ears, and heart.

When done well, AI doesn’t replace what makes funeral service special. It expands it.

Until next time, I wish you success in honoring the legacies in your care. FBS

George Paul III, known as The Legacy Leader™, is a Funeral Experience Specialist and founder of Cherished Keepsakes.

For over 15 years, he has helped families and select funeral homes create healing, high-impact memorial keepsakes that honor legacies, illuminate memories, support grief, and transform pain. Through personalized keepsakes and an end-to-end family journey, George ensures every tribute reflects the life it celebrates — while helping firms stand out without the stress.

He can be reached at gpaul@cherishedkeepsakes.com or at www.cherishedkeepsakes.com

Touchpoints, Flashpoints, and Moments of Truth

The True Drivers of Your Company's Reputation

BY PATRICK DOWNEY

O

n any given day at a busy funeral home or cemetery, there are dozens of client family interactions handled by multiple team members with various roles in your organization. Some businesses label customer interactions as "touchpoints" – important mile markers along each client family's customer experience ("CX") journey with your firm. I would guess that just taking an impromptu midday walk around your facilities would allow you to observe many such touchpoints as they happen.

Some of your observations may make you proud of the skilled service professionals you employ.

member looking for help with the family or conclude your walk with an unexpected flamethrower phone call from a client following a different "flashpoint" you had no prior knowledge of. All in a day's work.

Touchpoints vs. Flashpoints But, occasionally, and hopefully not often, your self-guided tour may include witnessing more of a "flashpoint" than a touchpoint with a client family. Being more of a detour than a mile marker along that family's customer experience journey. You may even be drawn into the incident on the spot by a stressed team

Current research tells us a customer who has a negative service experience will tell an average of 9 to 15 other people about it and possibly then jump on Google, Yelp, Facebook, or another platform and try to drop that 4.8-star rating you celebrated at your last staff meeting. Potentially amplifying the 9 to 15 person sharing into the hundreds or thousands. It should also

But what if such mishandled moments damaged your shining company reputation more than you realize? Whether it was the receptionist, funeral director, apprentice, preneed specialist, location manager, or groundskeeper, how many inadvertent "flashpoints" are tolerable?

CONTINUED be noted that it takes today's client, on average, 12 positive customer experiences to make up for one negative experience and around 10 to 20 five-star Google reviews to make up for a single one-star review these days.

Moments of Truth In his bestselling book, President and CEO of Scandinavian Airlines, Jan Carlzon, coined the term "Moments of Truth" to define the vital importance of every customer/employee interaction to the success of any business. He espoused the principle that every time a customer interacts with your company, no matter how brief or routine, that moment becomes a "Moment of Truth," Carlzon argued that each customer contact, whether in person, by phone, or online, is a critical opportunity for a company's reputation to rise or fall in the eyes of that customer.

These interactions are not just routine exchanges but vital communications during which trust is either built or broken, and even a single positive or negative touchpoint with any employee can define how that customer feels about your entire organization or brand going forward.

and task them with creating a Customer Experience Journey Touchpoint Process Map. This map will be a chronological sequence of all customer service touchpoints or Moments of Truth during the optimal customer service process. (There may be more than one sequence for different service events, etc. ) Use this map in team focus meetings to outline and refine all the elements that comprise service excellence for each touchpoint and produce the needed training materials.

Continuously update and improve these materials with team input and ideas.

Equip and Encourage Your Team To consistently deliver positive "Moments of Truth," businesses must provide training, coaching, and development programs at all levels, focusing on customer satisfaction skills like empathy, compassion, active listening, accountability, and teamwork.

Equip and encourage every employee to share ideas, identify and solve problems, and enhance customer experiences until your team can handle every Moment of Truth with care and professionalism.

Consider These Reputation Builders

Empower Employees at Every Level

The good news is that you can take practical steps to maximize the positive "Moments of Truth" your team delivers daily and take a holistic approach to building a commitment to a culture of continuous improvement and service excellence throughout your organization. Here are some ideas.

Take a look at Jan Carlzon's leadership formula at Scandinavian Airlines, which rapidly transformed the company by empowering frontline staff to resolve issues immediately without waiting for management approval. This puts the customerfacing team at the top of the organizational pyramid, making it clear that everyone else, including executives, exists to support those who serve the customer directly. The result was a dramatic turnaround in customer satisfaction and profitability. In other words, if you are not directly serving your customers, you should be serving someone who is. Ensure your company processes truly serve your customers and that your customers are not serving your company processes.

Gather and Evaluate Current Customer Satisfaction Data Get a clear picture of your current customer experience (CX) ratings.

Identify key CX KPIs and gather and review all customer satisfaction sources, including surveys, websites, online reviews, emails, focus groups, and complaints. Consider using outside vendors to conduct service interactions with your staff and provide evaluations.

It takes today's client, on average, twelve positive customer experiences to make up for one negative experience and around ten to twenty 5-star Google reviews to make up for a single 1-star review these days.

Bring Together Your Guiding Leadership Partners This is necessary to share the vision, goals, and blueprint for Customer Experience and Service Excellence.

The first goal is a shared mindset where all team members are committed to a culture of continuous improvement, as in the Japanese principles of Kaizen, where focused team collaboration drives service excellence in all areas. Then, foster Leadership Team buy-in and enthusiasm for the Vision, Plan, and Work to be done. Empower your team and recognize your customer champions, positive mentors, facilitators, and all essential skilled stakeholders. Have regularly scheduled team meetings with focus teams and the entire staff.

Create a Customer Experience Journey Touchpoint Map Assemble a committee from various organizational roles

Reputation and Loyalty Delivered With every team member equipped and empowered to exceed customer expectations, you will create a self-sustaining cycle of improvement and customer experience excellence. The families you serve daily will notice the difference and respond with rave reviews, five-star ratings, and enthusiastic referrals, sustaining your reputation as second to none. In today's competitive landscape, these touchpoints, flashpoints, and each skillfully managed Moment of Truth will truly drive your company's future success. FBS Patrick Downey is a training, coaching, and development consultant with Dead Ringers. Patrick has over 40 years of experience in leading funeral and cemetery sales and marketing teams for public and private companies throughout the US and Canada. He is a past president of the ICCFA ( ’04-’05) and current Dean of the ICCFA University J. Asher Neel College of Sales and Marketing.

PROFESSIONAL SPOTLIGHT

John Smith

CEO, Foundation Partners Group

BY TIMOTHY TOTTEN, PUBLISHER I recently sat down with John Smith, the new CEO of Foundation Partners Group to ask him how he’s settling into the role, what changes he sees ahead for FPG and other aggregators, and what excites him about the industry as a whole.

J

ohn Smith’s bio lists a series of interesting moves between companies in different fields. Just before joining Foundation Partners as their CEO in January 2025, he led Icon Parking, a large New York-based operator of more than 200 locations, that weathered the pandemic and successfully transitioned from inperson payments to an app-based system in a short period under his leadership.

I don’t know exactly what to expect when he joins the conversation, perhaps a grizzled veteran of the New York Real Estate world or a techy nerd focused on computers, but I am struck by the easy smile and thoughtful answers of the kind man who joins me.

Having just completed three months of tours of many of the Foundation Partners locations in various markets - the company operates more than 250 locations across 21 states - Smith is eager to share what he’s learned and why he embarked on this journey.

“I’ve done this a number of times,” explains Smith.

“When I’ve come into a new industry or new position, it’s been important for me to see the company and meet the people who are in place doing the work.”

I wonder if that meant that his first few months were really about listening to the company and staff, but he surprises me by saying that process is actually longer.

“For about the first six months, I’m drawing energy from the company, soaking in all the knowledge, asking lots of questions,” he shares.

This listening and learning approach seems to fit well with another initiative Smith recently launched: the

company’s new Community Advisory Board. The board, composed of former funeral business owners who are influential industry leaders, was formed by Smith to fast track this early learning process, and he’s already seeing results.

“It’s part of my strategy of shoshin, a Japanese Zen Buddhist concept of ‘a beginner’s mind,” Smith tells me. “It’s about having an unburdened attitude toward learning and that has helped me glean so much from these experts.”

Our conversation turns toward the strengths and challenges he’s seen so far in his tenure. Smith is quick to praise the leadership team and the locationbased staff, while also willing to identify what he sees as challenges for the company.

“I’ve been impressed visiting our locations and meeting such caring people,” he says. “Usually a new leader comes in and there’s someone on the leadership team who isn’t up to par, but that’s not the case here.”

In fact, he says, this company has the strongest sense of mission and the clearest “why” among the team member of any company he’s worked with. “They really care deeply about serving families,” he says, but still acknowledges that recruitment is a concern for many companies in the industry and that FPG is no different.

The other challenge he shares with me is the various brands currently under the FPG umbrella and how to leverage those brand identities and best practices across a national brand that drives growth.

“A lot of us think of the aggregator or consolidator

24 www.FBSMagazine.com |May/June Issue 2025

businesses as being more like a holding company of many small brands, not necessarily a nationwide operating company,” I offer.

But he explains that’s not the strategy at all. Instead, he sees growth potential in identifying an “FPG” way not just as a means to leverage a company-wide brand strategy, but to attract future acquisition targets.

“When we so look at a potential acquisition, we need to make sure we’re the right owner for that business. It means we might not want to buy a large premium funeral home with a large cemetery,” he adds before making it clear that that would be determined by factors in the individual market and other concerns.

As we transition into a discussion of what fresh perspective he brings to the industry, he rattles off current and predicted future death rates like a seasoned pro. He and I agree that both the ending lull brought on by excess deaths during COVID and the looming swell in the Boomer death rate are positive signs for the future health of the industry.

Of course, that leads me to question what role innovation will play going forward, considering that he built an even bigger parking empire by employing tech at a time when many parking companies were feeling the pressure of fewer people driving to work and more safety concerns for in-person transactions.

Smith sees some great opportunities for Foundation Partners. “I’ve already gathered the information, research and data to begin making changes and moves needed to lead this company into the future.” He smiles and continues, “It’s a good time to get the business

ready to give families a different experience,” As our time winds down, I ask John why, after selling Icon and retiring to the golf course, he chose to get back into leadership. He takes a few moments to compose his thoughts, and as he leans forward in his chair, I can tell that there is something deeply personal coming.

“I knew I still had more to give,” he says earnestly.

And while he hadn’t been looking very far, the specs for the Foundation Partnership CEO role were laid in front of him. He says they called for a passion for helping people, energizing frontline issues, and an even leadership style.

“I showed it to my wife and said ‘what do you think about this?’ So I went out into the market in Columbia, South Carolina just to do a little research and it immediately brought back vivid memories of my mother’s passing.”

Smith goes on to tell me that he’d gotten a call to come to his mother’s apartment in another state. He hadn’t even known she was sick. Her death was sudden and there was so much to do in the moment.

“The way the process worked then, I didn’t feel like I had time to grieve,” he says now. “But as I stood at her casket I realized it was my last chance to see her, to be with my mom and it was overwhelming.”

He takes a moment to reflect before continuing.

“I think there are ways to make this process better for families. That’s part of my ‘why’ that led to me deciding to join Foundation Partners Group.” FBS

www.FBSMagazine.com | May/June Issue 2025

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