21 The entrepreneurial leader Maneuver with vision and execution
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Insurance agency leaders want their businesses to be successful; and they want their employees to succeed as well. This requires constant vigilance, continual review of processes, and the ability to adapt and incorporate new innovations and procedures when necessary.
Good leaders know when it’s time to stay the course, and they know when it’s time to pivot.
Your
agency’s systems
Most independent insurance agencies utilize three different systems in their day-to-day operations:
Agency Management System.
An AMS mainly focuses on internal operations (i.e., policy details, client data, commissions and compliance).
Comparative Rater.
Software that allows you to enter client data once and send it to various carriers to generate information.
Customer Relationship Management System.
A CRM mainly focuses on building and nurturing relationships with clients through lead generation, communication and tracking.
Additional systems include:
• Financial—manage everything from budget and payroll, to bill paying and audit preparation
• Operational— management information systems and network operating systems
• Routine procedure systems—step-by-step instructions to perform repetitive tasks
When do you know it’s time to upgrade/ replace your current system?
When your current system lacks essential functions, can’t keep up with new laws or regulations, or can’t keep up with clients’ demands, it’s time to think about upgrading.
Top questions to ask when considering upgrading one of your agency’s systems:
• Is it outdated technology?
• Is it missing key features?
• Are there integration issues?
• Are users frustrated with the system?
• Has your business grown?
• Are there any compliance concerns?
Replacing your agency management system
An agency management system is a vital technology. Keeping updated is necessary, but if you replace your current system with a new system that does not meet your needs, you may be in trouble later.
Remember: Important questions to ask when you are shopping for a new AMS:
• Will it integrate with your comparative rater?
• Is it on the cloud? And, is it mobile?
• Can you automate your processes?
• Does it give you the opportunity to use data analytics to make smarter business decisions?
• Does it offer strong digital connections to your clients and your carriers? And, any other key contacts?
• Does it offer your clients access to digital tools (e.g., self-service portals)?
• Does it allow you to connect to third-party systems?
• What will the onboarding process look like?
Build your business
Are you looking for ways to grow your agency’s business? Don’t forget about the basics: 1.
Do your research, analyze your data. Examine your existing client base—you may have developed a niche without realizing it. Are you keeping tabs on your renewal rates and cross-selling opportunities? Do you know what time of year you hit your highest volume and your lowest? Are you familiar with which of your carriers offer which products? Once you have the answers to these questions, you can develop a plan to move forward.
Expand your existing clients and upsell. Mining through your data can help you expand the insurance offerings to your current client base and identify opportunities to upsell. Take advantage of opportunities to build on the relationships you’ve already established with your clients.
Increase your market access. In addition to expanding your relationships with your clients, consider expanding into different insurance markets and building relationships with additional carriers. As insurance markets continue to harden, and insurance carriers exit from specific markets and locations, it’s vital to have established relationships with a variety of carriers that offer you access to a wide range of markets.
Be active in PIA. PIA members have access to information, education, legislation (through advocacy) and preservation tools that are designed to help insurance agents protect and grow their businesses. Additionally, when members become active in the association, it helps them to be proactive rather than reactive to insurance industry changes and trends.
Leadership: Motivate staff through education
Insurance agents aren’t strangers to continuing education. However, education isn’t one-sizefits-all, and agency leaders need to address the various education opportunities— beyond CE—that their staff members need. Leaders also need to make sure employees have access to various forms of education that can motivate better job performance, such as:
Job training. Motivation happens when employees are given opportunities to learn, grow new skills and grow their roles. Workshops, online courses and onthe-job training should be tailored to the specific needs of your employees.
Mentorships. Do you have an employee who is just joining the workforce? Try pairing the new employee up with a veteran employee who understand the ins-and-outs of the insurance industry and your agency. Both employees will walk away from the experience with new skills, and a sense of community.
Cross-training. Sometimes people may lack motivation because they don’t see how their role fits into the bigger picture of your agency. Cross-training allows people in different areas of the agency to see how everything relates, and it can give people a sense of ownership of their roles. Cross training also helps your agency move forward when key people are on vacation or retiring.
Hiring and retaining employees in a tight labor market
Don Phin, Esq.
With competition at an all-time high, many agencies face the dual challenge of attracting new hires and keeping their current employees engaged and productive. Let’s review some strategic insights and actionable tactics to help you navigate the talent crunch—ensuring long-term success.
Understand the talent landscape
Turnover, disengagement, and low productivity are costly problems exacerbated by hiring misfits or failing to retain skilled employees. Many agents rush the hiring process, making decisions based on desperation rather than strategy. The cost of these mistakes is profound—especially for agencies that rely on high-performing producers and client-facing roles. Here’s how to do it better.
Testing and assessing for precision hiring
Hiring the right people starts with understanding their capabilities. Don’t assume candidates’ skills based on experience alone. Use tools to test their proficiency in sales, administration or technical insurance knowledge. Consider online skill assessment platforms, personality assessments, and case scenarios in which you present real-world challenges and evaluate candidates’ problem-solving skills. By incorporating these tests and assessments, you gain deeper insights into candidates, ensuring better alignment with your agency’s needs.
Enhance your hiring page
Your hiring page should reflect your agency’s unique culture and values—and, you should use video. Include engaging video content like: visionary CEO videos to highlight your mission and goals; employee testimonials to showcase success stories within your team; and day-in-the-life features to offer a glimpse into the daily roles at your agency.
Build a robust employee referral program
Statistically speaking, referrals are the best source for quality hires. Transform your entire team into active recruiters by making it easy for them to share job openings through social media and incentivize successful referrals. Include tools like QR codes, mobile ads and branded promotional materials.
Compensation that reflects value
Compensation remains the No. 1 significant driver of retention. Develop a clear philosophy regarding pay—whether
at, above, or below the market rate—and communicate it transparently. Incorporate incentive structures that align with performance and company goals, ensuring employees feel rewarded for their contributions. Also make sure to stay on top of what is going in the marketplace.
Onboard for success
Onboarding is more than a one-time event; it’s a process that sets the tone for an employee’s journey. Create a comprehensive onboarding program that includes: entrance interviews, early feedback tools and 90-day quality assessments.
Embrace hybrid-work models
Hybrid work has become an industry norm. Insurance agencies can benefit by broadening their talent pool and improving work-life balance for employees. However, managing remote work comes with challenges, such as technology, engagement and security.
Flexibility, when paired with thoughtful oversight, enhances productivity and employee satisfaction.
Offer career pathways
Employees are more likely to stay when they see clear growth opportunities. Provide structured career ladders, mentorship programs and skill development initiatives. For example, junior account managers can work toward becoming senior producers or team leaders. AI is a good tool to use to help develop agency career ladders.
Conclusion
In the competitive world of insurance, your employees are your greatest assets. By focusing on strategic hiring, thoughtful onboarding and meaningful retention initiatives, you position your agency for long-term success. Remember, a strong workplace culture and clear growth opportunities attract top talent and keep your team engaged and thriving.
This is an excerpt from Hiring and retraining staff in a tight labor market, which can be found on PIA Northeast News & Media (blog.pia.org).
Phin is an employment lawyer, trainer, speaker and coach. He is the editor of Employment Practices Liability Consultant published by IRMI. For more information, including retention tools that can help you implement many of the actions outlined in this article, visit www.donphin.com/free-tools.
On the Menu: Insurance for Restaurants and Bars
BRADFORD J. LACHUT, ESQ. Director of government & industry affairs, PIA Northeast
How insurance leaders can navigate market disruptions
If there’s one universal truth in the insurance industry, it’s this: change is inevitable,1 and uncertainty is just part of the package. One minute, you’re navigating a stable market; the next, new regulations, economic swings or technological breakthroughs are flipping everything upside down. It’s enough to make even the most seasoned professionals feel like they’re trying to build a house of cards in a wind tunnel on a ship in heavy seas.
But here’s the thing—successful leaders don’t just survive these disruptions; they thrive in them. They aren’t caught off guard by changes because they expect them. They prepare for them. And, when they arrive, they face them with the confidence of someone who’s read every plot spoiler before the movie even starts. (Don’t worry, this article is spoiler free.)
Take the last few years, for example. The insurance industry has faced economic turbulence, shifting customer expectations and digital transformations moving at the speed of light. Some agencies struggled to keep up, scrambling to adapt as disruptions piled up. However, others seemed almost, dare I say, ready for it. They didn’t just react—they anticipated, adjusted and even found new opportunities in the chaos. So, what’s their secret? It starts with staying ahead of the curve.
Become a (data) fortune teller
Great leaders don’t just hope for the best; they keep their ears to the ground and their eyes on the data. They track industry trends, regulatory updates and market signals that hint at what’s coming next. Instead of being blindsided by change, they see it forming on the horizon, and they start preparing before it arrives.
It’s not about having a crystal ball—though that would certainly be helpful. It’s about gathering intel. Industry reports, regulatory forecasts, competitor moves—all these offer clues about where the market is headed. And let’s not forget networking. The best insights often come from
conversations at conferences (like PIA Northeast’s annual events), professional associations (like PIA), or even a welltimed coffee chat with a fellow industry leader.
But staying informed is only half the battle. Because knowing change is coming is one thing—preparing for it is another.
Embrace the change instead of fearing it
Nobody likes uncertainty. There is a reason I own shirts that are older than my kids—it’s human nature to cling to what’s familiar. But in the insurance world, where shifts can be sudden and sweeping, adaptability isn’t just helpful—it’s essential. And, that mindset starts at the top.
The most effective leaders don’t just demand flexibility from their teams; they model it themselves. They create an environment in which employees aren’t afraid of change, but see it as an opportunity to innovate. Instead of viewing new regulations as a headache, they ask, “How can we turn this into an advantage?” Instead of dreading market disruptions, they prepare their teams to pivot and find solutions.
It all comes down to communication. When leaders keep their teams informed—about challenges, industry changes and the company’s strategy—it fosters trust. No one likes feeling as though they’re being left in the dark (unless you are a bat), waiting for the next big surprise. Transparency helps employees feel involved, valued, and most importantly, ready to tackle whatever comes next.
Don’t be a luddite
In an industry built on assessing risk, it’s ironic that some agencies still hesitate to embrace new technology. But let’s be real—sticking with outdated processes is like trying to run a marathon in Crocs. It might (technically) be possible, but it’s not going to end well.
Forward-thinking insurance leaders recognize that technology isn’t just a convenience—it’s a necessity. InsurTech, AI-driven analytics, and automation have reshaped the
industry, making operations faster, smarter and more efficient. Predictive analytics helps assess risk with greater accuracy, reducing losses and improving underwriting. Automation eliminates tedious administrative work, freeing up teams to focus on high-value interactions. And AI-powered tools, like chatbots and digital claims processing, create a seamless experience for clients.
The bottom line? Leaders who embrace technology aren’t just keeping up; they’re setting the pace. Those who resist? Well, they risk getting left behind.
Communicate through uncertainty
If there’s one thing that makes uncertainty worse, it’s a lack of communication. In times of disruption, silence doesn’t create confidence—it creates panic. Employees, clients and stakeholders don’t expect their leaders to have all the answers, but they do expect their leaders to be honest.
It also means checking in on clients, not just to sell a policy, but to ensure they feel heard and understood. In uncertain times, people don’t just want a service provider; they want a trusted adviser. The leaders who prioritize relationships over transactions are the ones who build long-term loyalty.
Master uncertainty, don’t just survive it
... the best leaders don’t fear uncertainty— they master it. They stay informed, communicate openly, embrace adaptability, and invest in their people ...
A great insurance leader knows that clear, consistent communication is essential. Internally, employees need to understand what’s happening, how it affects them and what steps the agency is taking. Even if the news isn’t great, being upfront builds trust. People would rather hear a difficult truth than be left guessing.
Clients need the same reassurance. Whether it’s a shift in regulations, new underwriting guidelines, or an economic downturn, customers want to know their trusted agency partner is steady, prepared and looking out for them. A proactive phone call, an informative email or even a personal check-in can make all the difference in maintaining trust.
Take care of people
Change is exhausting. Uncertainty is stressful. And in high-pressure industries like insurance, burnout is real. Leaders who want to navigate disruption successfully can’t just focus on strategy; they must focus on people.
That means prioritizing work-life balance, encouraging professional growth, and making sure employees feel supported. A burned-out team won’t innovate. They won’t embrace change. And, they certainly won’t stick around if they feel overwhelmed and undervalued.
Disruptions in the insurance market are inevitable. However, the best leaders don’t fear uncertainty—they master it. They stay informed, communicate openly, embrace adaptability, and invest in their people and technology. They don’t wait for change to force their hand; they take the lead, guiding their teams and clients with confidence.2
So, the next time the market throws a curveball, don’t panic. Take a breath, assess the situation, and remind yourself: this isn’t the first disruption, and it won’t be the last. But with the right mindset and strategy, you’ll come out stronger—ready for whatever comes next.
Lachut is PIA Northeast’s director of government & industry affairs.
1 And, as the MCU proved in Avengers: Infinity War: Thanos also is inevitable.
2 Think about all of Tony Stark, aka Ironman’s, actions in Avengers: Endgame.
KELLY DONAHUE-PIRO President, Agency Performance Partners
CONNECT
10 leadership strategies to execute in your agency
Effective leadership is the cornerstone of an insurance agency’s growth, adaptability and long-term success. With increasing competition and evolving client expectations, agency leaders must adopt strategies that enhance team performance, strengthen client relationships and drive measurable outcomes.
To achieve this, agencies need to implement a forward-thinking approach to leadership. Here are 10 key strategies that can transform your agency into a thriving, resilient business.
No. 1: The role of assessment surveys
One of the first steps to effective leadership is to understand the dynamics of your agency. Conducting an agency assessment survey is a powerful way to gain insights into your team’s strengths, challenges and opportunities.
Surveys can reveal trends that influence productivity, morale and client satisfaction. Anonymous surveys encourage honest feedback that can be analyzed to identify bottlenecks and improve processes.
Developing actionable plans based on survey insights ensures that the entire team works together toward shared goals. What’s more, surveys offer a unique opportunity to benchmark your agency against industry standards—highlighting areas where you can gain a competitive edge.
No. 2: Address workplace stress
Addressing workplace stress is another critical aspect of leadership. If your agency staff members are reporting constant stress, it’s a wake-up call for leaders to prioritize mental well-being. High stress levels lead to reduced productivity, increased turnover and strained client relationships.
Leaders can tackle this issue by streamlining processes to reduce workloads, providing ongoing training to build confidence, and fostering open communication through regular check-ins.
Recognizing achievements is equally important, as celebrating milestones and showing appreciation can boost morale significantly. Additionally, promoting work-life balance and encouraging wellness initiatives can create a more supportive environment in which employees thrive.
Reducing stress benefits not only individual well-being, but it also boosts efficiency, which helps to prevent costly errors linked to burnout. Leaders need to be setting the pace consistently, to provide direction and to clear out problems.
No. 3: Foster pride
Fostering pride within the agency is essential to build a motivated and loyal workforce. When employees are proud of where they work, they become ambassadors for the brand, enhancing its reputation among clients and potential hires.
Leaders can cultivate pride by defining and consistently living the agency’s core values, celebrating team successes, and investing in employee growth through clear career paths and development opportunities. Highlighting team contributions—both internally and externally—reinforces the importance of everyone’s role in the agency’s success.
Pride is not only about internal morale; it’s also a powerful marketing tool. Agencies with high employee pride often see increased client satisfaction and loyalty, as team members are more likely to go the extra mile. Culture is the hardest thing to change. It forces everyone to act, and to get on board toward a new way of thinking.
No. 4: Build a cohesive unit
Collaboration and teamwork are vital for achieving agency goals, yet many teams struggle with cohesion. If your agency’s staff members feel that their team doesn’t work well together this can lead to communication breakdowns and inefficiencies.
Leaders must focus on clarifying roles and responsibilities to minimize confusion, encouraging open communication through regular meetings, and building trust with team-building activities. Aligning the team around shared objectives promotes unity and helps employees work together effectively. Utilizing collaboration tools and fostering a culture of transparency can
further strengthen teamwork, ensuring that everyone is aligned and moving in the same direction.
Effective teamwork also requires leaders to model collaborative behaviors, demonstrating a willingness to listen and adapt to team input.
Leaders need to be aware of relationships between sales and service as a
great deal of time can be wasted when sales and service have friction points.
No. 5: Address negative influences, act swiftly
Negative influences within an agency can have a detrimental impact on morale and productivity. When staff members identify such influences, it’s crucial for leaders to act swiftly. Conducting anonymous surveys can help pinpoint specific issues, while addressing toxic behaviors directly—through coaching or mediation—can mitigate conflicts.
Promoting a culture of respect and inclusivity is equally important, as it sets the tone for a healthier workplace environment. Leaders must model positivity and address conflicts constructively to transform negativity into opportunities for growth. Agency leaders who tackle toxic influences head-on often see immediate improvements in employee satisfaction and engagement, creating a more harmonious workplace.
Throughout the hard market, burnout has been high. During stressful times, agency leaders need to be present and leading the way toward positivity.
No. 6: Redefine culture
Leadership has a significant impact on workplace culture. A neutral culture lacks the energy and identity needed to inspire employees.
To build an engaging and dynamic culture, leaders should define and communicate the agency’s mission, vision and values clearly. Involving employees in shaping the culture creates a sense of ownership and commitment, while regular celebrations of individual and team achievements foster pride and camaraderie. Investing in professional growth and encouraging cross-department collaboration further enhances
the workplace environment, setting the stage for long-term success.
A dynamic culture not only attracts top talent but also retains it, ensuring continuity and stability within the agency.
No. 7: Establish clear goals
Clear and documented goals are fundamental to driving agency performance, yet many agencies fall short in this area. Without written objectives, teams may struggle with alignment and accountability. Leaders should adopt goal-setting frameworks such as SMART (Specific, Measurable, Achievable, Relevant, Time-bound) to create actionable objectives.
Involving employees in the goalsetting process ensures buy-in and fosters a shared sense of purpose. Regularly reviewing and updating goals keeps the team focused and adaptable, while breaking down high-level objectives into actionable steps provides clarity on how to achieve them.
Documented goals serve as a roadmap for success, helping agencies navigate challenges and capitalize on opportunities. Goals help you and your team celebrate wins.
No. 8: Build strong foundations
Investing in leadership training is a nonnegotiable aspect of agency success. Agency managers who lack formal management training, and gaps in leadership can hinder progress. Training programs focused on communication, conflict resolution, performance management and team motivation are essential for equipping leaders with the skills they need to succeed.
Pairing managers with mentors and facilitating peer-learning opportunities can further enhance their development. Leaders who are well-trained
and supported are better positioned to inspire their teams and drive agency growth.
Additionally, leadership training fosters a culture of continuous learning, encouraging managers to adapt and innovate in response to industry changes. Too often, we promote a senior person—we need to promote, but also train.
No. 9: Strengthen relationships
Regular one-on-one meetings between managers and employees are an often overlooked, but powerful tool for leadership. These meetings provide a dedicated space for open communication, feedback and professional development.
Leaders should schedule regular oneon-one meetings with a clear agenda— focusing on individual goals, challenges and career aspirations. Providing constructive feedback and celebrating achievements during these sessions builds trust and strengthens relationships. Documenting key points and following up on commitments ensures accountability and demonstrates that employees’ contributions are valued.
One-on-one meetings also allow leaders to identify potential issues early, enabling proactive solutions that benefit both the employee and the organization. Payroll is your biggest expense. Managing it effectively ensures maximum return.
No. 10: Elevate team competency, with training
Finally, formal training programs for all team members are crucial for maintaining consistency and competency across the agency. Without structured training, employees may lack the skills and knowledge needed to deliver exceptional service.
Leaders should develop comprehensive programs that cover customer service, sales techniques, technology adoption and compliance. Offering role-specific and cross-training opportunities ensures that employees are well-equipped to handle various responsibilities. Leveraging e-learning platforms and partnering with industry experts can make training more accessible and effective.
Regularly evaluating the impact of these programs through feedback and performance metrics allows leaders to refine their approach and ensure continuous improvement. If you think there’s no time for training, that’s exactly when it’s most needed.
A vision for the future
Executing these 10 leadership strategies will position your agency for long-term success. By addressing workplace stress, fostering pride, enhancing teamwork and investing in training, leaders can create a culture that attracts top talent, delights clients and drives measurable results. Leadership is not just about managing tasks—it’s about inspiring and empowering your team to reach their full potential.
As the founder of Agency Performance Partners, Donahue-Piro has helped hundreds of insurance agencies boost revenues, profits and efficiency. Reach her at (401) 415-6205 or kelly@agencyperformancepartners. Or, connect with her on social platforms.
Data Driven Results 2024
• $16.7 Billion total in-force premium
• $2.5 Billion / 17.6% premium growth
• 453 Independent Member Agencies signed
• 517 Average of new members annually
• 40+
National Strategic Partner Companies
SIAA advocates for data utilization in independent insurance agency operations. Why? You could say our results speak volumes, but we know sustained success happens by focusing on people.
To learn about our balanced approach to success and/or move your agency forward, contact us today. siaa.com info@siaa.com
Lead your agency for tra n s f
Demystify the tangle of knotty dynamics
s the world keeps changing, what does it take to reimagine what’s possible for your agency’s future—and make it happen? How can you do this not just once but repeatedly to stay relevant as the business environment evolves?
This question is on the minds of many agency principals in the Northeast. The insurance industry is facing unprecedented changes. These include new customer expectations, economic uncertainty, AI and other technologies, severe climate events, rising claims costs, changing legislation, new compliance requirements and more. All of these add up to create a complex new business environment that can feel like uncharted territory.
Leading your agency for growth is not only about adapting to the changes; it’s about being visionary and leading for transformational growth that can create unprecedented new value for employees, customers, partners and other key stakeholders and move your agency into a game-changing future.
For instance, one visionary professional insurance agent I spoke with is leading to create what he calls “a seamless customer experience.” He and his agency are balancing traditional approaches with leveraging a variety of technologies and digital communication channels. This not only enables him to discover new opportunities; it also strengthens his personal touch with customers in the fastpaced environment.
Other future-focused professional insurance agents are creating new business models through mergers and acquisitions and partnerships, which enable them to extend their reach to different consumer demographics and offer additional services, such as financial planning, warranty services and more.
While these are exciting possibilities, transformational growth like this also can bring many leadership challenges. Multiple studies across industries show that only a quarter to one-third of business transformations in established businesses live up to everyone’s expectations.
Even the savviest leaders have shared with me that there can be a gap between their aspirational vision and mission and the reality of the sometimes strange responses that others can have to transformational growth. Often, these responses include persistent conflicts across the business, sagging morale and productivity, and stubborn attachment to the current way of conducting business that can leave an agency circling in what I call an “orbit of the status quo”— that is, busy with today’s activities but not innovating and transforming to stay responsive and create new value. This can put your business at high risk of disruption as the world keeps changing.
The good news is that there is a way to break orbit. The secret is balancing the visionary, strategic side of transformational growth with emotionally engaging employees and other stakeholders so they want to join you in bringing the
bold vision to life. This may seem obvious, but when you’re moving into the unknown, it can be natural to encounter a mysterious tangle of knotty human dynamics that can disrupt even the most compelling vision and growth strategy.
Demystify the tangle of knotty dynamics
Bringing a bold transformational vision to life in the face of complexity and uncertainty can naturally create paradoxical dynamics in your agency’s culture—even in the smallest businesses.
On one side of the paradox is the carefully shaped, aspirational formal culture. It includes written vision and values statements, and strategy and business plans. These inform objectives, goals, metrics and key performance indicators that promise substantial rewards. On the other side of the paradox is the informal culture, based in neuroscience. This is the emotional side of what people really value and believe and how they really behave.
When formal and informal cultures support each other, the forward movement can be powerful. However, when informal culture takes on a life of its own that is distinctly different from formal culture, there can be significant tension between the expected outcomes and what happens over time.
Even the savviest leaders can focus on leading according to the strategy and goals of the formal culture while the dynamics of the emotional informal culture remain hidden. This can result in a knot of twisted dynamics that can keep your business mysteriously circling in orbit—even when everyone says they need to transform and grow.
At the core of these knotty dynamics are three distinct leadership challenges. They can emerge together in any organization experiencing the complexity and uncertainty of transformational growth:
• facing open and hidden pushback to a bold vision for the future;
• moving beyond consensus to commitment for a vision clouded with uncertainty; and
• accelerating and sustaining momentum for transformational growth in the midst of complexity.
Collectively, these challenges call on leaders and teams to increase trust and openness with each other substantially. This can be especially uncomfortable as financial rewards and careers are at stake.
To lead through these dynamics, I’ve identified three leadership paradoxes associated with transformational growth. I
call them the Three Growth Igniters® Paradoxes. The more aware you become of these paradoxes and embrace them, the more quickly you can untangle the knots, turn dynamics into opportunities, and break orbit for game-changing growth.
Break orbit
While the Three Growth Igniters Paradoxes can emerge together as you’re leading your agency into the complexity and uncertainty of creating new value, for clarity, I’ll talk about them separately.
No. 1: The Visionary Paradox™️: The bolder the vision, the stronger the pushback. One of the most visible paradoxes in the knot can be pushback to a bold vision from employees, partners, customers and other stakeholders. Why? Visionaries come to their big ideas from a personal space filled with their values, biases, knowledge and experiences. However, there may be a mismatch when they try to engage other stakeholders who have their own personal biases, values, knowledge and experiences.
This is what can set up a paradoxical dynamic: the same vision that can inspire some people to think about the possibilities of creating new value also can create a perception of threat in others who don’t understand the vision or don’t
agree with moving in a transformational direction for a variety of strategic, executional, and/or personal reasons. Here’s a question to consider before committing to a transformation: What are the perspectives of everyone involved regarding the changes you’re considering? Under pressure, it can be natural to override people who push back as naysayers and move forward anyway. But this can come at a cost.
When you’re in uncharted territory in which there are no set answers, everyone’s perspectives can be helpful—even those that are contradictory. Neuroscientist Michael Platt calls this “perspective taking.” When you can stay open to others’ perspectives—and the thinking and emotions behind them—you can increase trust and discover insights about opportunities that can be surprisingly valuable.
The bottom line: Embrace the Visionary Paradox. Welcoming disagreement as much as you welcome agreement can open a whole new range of options for moving forward when there’s no clear path for the way ahead.
No. 2: The Success Paradox™️: The greater the push to new success, the stronger the pull of the status quo. More difficult to detect is the leadership challenge of gaining genuine commitment to a specific option for moving forward, filled with uncertainty. This is when you can find the Success
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Paradox. Even the most compelling narrative about a vision explaining how it fits with the agency’s purpose may not win over stakeholders emotionally. The risk is generating consensus that may not hold up during implementation. Moving in a new direction can naturally compete with the comfort of the established vision, strategy and culture. On top of this, some people may struggle to see how their individual roles fit with the new direction, or they may be reluctant to abandon practices that have historically delivered results. These emotions can undermine the genuine commitment it takes to break orbit for transformation.
While no one may share their concerns about committing to the new vision openly, their resistance often is hidden in endless debates about data that just go round and round with no decision. Tempers may flair, or people may just shut down and agree with the new direction with their words, but not in their actions. This can result in poor morale, losing key talent and losing customers as persistent problems build up.
One answer to this standoff comes from neuroscientist Tali Sharot. She says that when you’re focused on persuading others, over-relying upon facts and figures can cause people to dig further into their established positions. Overcoming this stand-off hinges upon finding common emotional ground upon which to build.
For example, before making decisions about a technology transformation, consider the following question: What are the wishes of everyone involved regarding their own productivity and experience of your agency? Often, these wishes are hidden because people can become used to traditional ways and habits of doing business.
When everyone desires the same outcome—each for their own reasons—it can make all the difference between consensus and genuine commitment to the new shared vision.
The bottom line: Embrace the Success Paradox: While rational thought and data are critical for shaping strategy, the heart of commitment that enables people to step out of their comfort zones and break orbit comes from emotion.
No. 3: The Momentum Paradox™️: The organization that accelerates momentum creates friction. One of the most confounding challenges of transformation can emerge even when a team jointly commits to a new vision. Resistance— both open and hidden—can hinder progress. This is when to look for The Momentum Paradox. New priorities and accountabilities in the formal culture can create tension and friction in the informal culture that can slow momentum down just when you need it to speed up.
Entering new markets, creating new services, developing individuals and teams, selecting and learning new tech-
nology, establishing new policies, and creating new ways of building customer relationships can all lead to confusion, conflicts and frustration.
This is especially true when sensitive issues exist that are likely to impact people’s jobs and finances (e.g., M&A). Be sure to look for hidden dynamics including, elephants in the room. These are the conflicts everyone knows about, but no one wants to discuss.
Under these conditions, it’s vital to foster an environment in which people feel safe to raise difficult issues they’re encountering. Business professor Amy Edmondson calls this “creating an environment of psychological safety.” When people feel they can speak openly without fear of penalty, it can be much faster to resolve conflicts and discover opportunities that create value for everyone.
The bottom line: Embrace the Momentum Paradox by fostering an environment in which people feel safe raising difficult issues. This can increase the collaboration and innovation that it takes to accelerate and sustain momentum for transformational growth dramatically.
Lead transformation for both short-term and long-term growth
As the world continues to change, leading your independent insurance agency to stay relevant now and into the future is more than about adapting to change—it’s also about transforming for the future.
In the face of complexity and uncertainty, expect the tangle of knotty issues that can come from the tension between formal and informal culture. Be especially alert for signs of hidden dynamics. Bringing these out into the open as quickly as possible is the key to turning them into opportunities.
The more aware you are of the Three Growth Igniters Paradoxes and the leadership challenges associated with them, the faster you can untangle the knot, break orbit and ignite game-changing growth.
When you can keep doing this, you’re leading for more than short-term wins; you’re leading for transformational growth that can enable your agency to stay relevant, regardless of the twists and turns ahead.
Harper is a keynote speaker, author, and founding partner/ CEO of Business Advancement Inc., a strategic growth advisory firm based in the New York City metro area. She is co-host of the award-winning podcast Growth Igniters® Radio. You can find more information at https://businessadvance.com.
Entrepreneurial leadership has become an essential component to successful insurance agencies. Gone are the days when running a property/casualty agency only required operational efficiency and technical expertise. Now, leaders must embody the entrepreneurial spirit— balancing bold vision with impeccable execution to steer their agencies through changing market conditions, regulatory challenges and shifting consumer demands.
This balance is no small feat. Many leaders either fixate on visionary pursuits, leaving day-to-day operations floundering, or get mired in the minutiae, losing sight of long-term goals. The entrepreneurial leader excels by bridging these two critical roles—to ensure that both innovation and operational excellence thrive.
Let’s explore how to achieve this balance. Through actionable insights, examples and best practices, we’ll examine how entrepreneurial leaders can stay focused on growth while delivering exceptional operational excellence.
The dual mindset of the entrepreneurial leader
Entrepreneurial leaders operate with a dual mindset. On the one hand, they are dreamers—identifying emerging trends, envisioning new opportunities, and crafting a long-term strategy to stay competitive. On the other hand, they are doers—immersed in daily operations, solving immediate problems, and keeping the business running smoothly. To navigate these two mindsets, agency principals must:
DREW YANCEY, PH.D. President, InCite Performance Group
Bridging vision and execution
The entrepreneurial leader
Embrace a growth-oriented perspective. Entrepreneurial leaders scan the horizon for opportunities, whether it’s integrating new technology, expanding into underserved markets, or offering specialized insurance products.
Master operational discipline. While fostering innovation is crucial, it must not come at the expense of operational efficiency. Leaders must ensure that processes, workflows and customer service remain top-notch.
In practice, this requires developing a leadership style that promotes adaptability, accountability and collaboration among teams.
Build and communicate the vision
At the heart of entrepreneurial leadership lies a compelling vision. For independent insurance agencies, this might include goals like expanding market share, enhancing client retention or becoming the go-to expert in a specific niche.
Craft a clear vision
Knowing your goals is vital. Here are the key steps to help you create a clear vision:
Understand the market. Study industry reports, competitor strategies and what clients need in your geographic area. For instance, agencies in the Northeast may focus on flood insurance in coastal regions, or offer tailored solutions for small businesses in urban hubs.
Define your unique value proposition. Determine what sets your agency apart. Are you known for exceptional claims handling, deep community involvement or expertise in emerging risks? Your vision should amplify these strengths. Set measurable goals. Break your vision into tangible objectives. For example, aim to increase policies-in-force by 15% over the next year or achieve a 20% growth in cross-sold policies.
Once a vision is established, communication is critical. Your team must not only understand the vision, but also feel invested in it. Here’s how entrepreneurial leaders can achieve this:
Simplify the message. Avoid jargon and distill your vision into a straightforward, inspiring statement.
Reinforce the vision regularly. Use team meetings, newsletters and performance reviews to remind staff members of how their efforts contribute to the bigger picture.
Lead by example. Demonstrate your commitment through actions. If part of your vision is to modernize operations with technology, adopt new tools and show how they enhance efficiency in your agency.
Translate vision into execution
While vision provides direction, execution ensures results. Bridging the gap between the two requires meticulous planning and disciplined follow-through. Here’s how independent agency principals can excel in execution:
Develop an executable strategic plan. A strategic plan bridges long-term aspirations with short-term actions. Entrepreneurial leaders should involve key team members in this process to foster buy-in and accountability.
Components of a strategic plan
• Prioritize objectives. Rank initiatives based on impact and feasibility. For example, if client retention is a priority, focus on improving renewal processes before launching a new marketing campaign.
• Assign ownership. Clearly define who is responsible for each initiative. This avoids confusion and ensures accountability.
• Set milestones. Break larger goals into smaller, actionable steps with deadlines. This keeps progress on track and builds momentum.
Empower teams through delegation. Execution falters when leaders attempt to micromanage every detail.
Delegation is critical for scaling operations and empowering staff members.
Best practices for delegation
• Assign tasks based on team members’ strengths and career goals. For instance, delegate analytics-driven tasks to data-savvy employees, or entrust client outreach to personable team members.
• Provide clear instructions and resources—but avoid overmanaging. Trust your team members to deliver results.
• Establish regular check-ins to monitor progress and address challenges early.
By delegating effectively, entrepreneurial leaders free up time to focus on high-level strategy while cultivating a sense of ownership among employees.
Leverage technology for operational efficiency. Technology is a vital tool for executing entrepreneurial visions. For independent agencies, this includes adopting tools like:
• Customer relationship management: Enhance client engagement by tracking interactions, managing leads and personalizing communications.
• Analytics tools: Monitor key performance indicators (e.g., client retention, policy growth and revenue per client).
For example, an agency could use advanced analytics to identify policyholders most at risk of nonrenewal and address their concerns proactively.
Foster a culture of innovation
An entrepreneurial leader’s job isn’t just to innovate—it’s to inspire the team to do the same. Creating a culture of innovation requires more than occasional brainstorming sessions. It involves embedding innovation into the agency’s DNA.
Encourage creative problem-solving
Empower employees to identify inefficiencies and propose solutions. For instance, if customer service staff members notice frequent delays in the claims process, invite their input on streamlining it.
Reward risk-taking
Often, innovation involves calculated risks. Recognize and reward employees who propose and test new ideas—even if the outcomes aren’t always perfect.
Invest in professional development
Continuous learning fuels innovation. Provide opportunities for employees to attend industry conferences, obtain certifications or participate in skill-building workshops. By fostering a culture in which creativity is valued and supported, entrepreneurial leaders ensure their agency remains competitive in an ever-changing market.
Balance vision and execution
Entrepreneurial leaders’ ultimate goal is to deliver measurable results. To do so, they must monitor both the effectiveness of their vision and the efficiency of their execution.
Track key performance indicators
Relevant key performance indicators for independent agencies might include:
Revenue growth: Measure overall agency revenue and growth in specific product lines.
Client retention rate: Track the percentage of clients renewing policies annually.
Employee productivity: Monitor metrics like policies processed per employee or average client acquisition cost.
Conduct regular performance reviews
Hold quarterly reviews to assess progress toward strategic goals. Use these sessions to celebrate successes, identify areas for improvement, and adjust plans as needed.
Gather feedback
Solicit feedback from clients, employees and industry peers to gauge the effectiveness of your leadership. For example, client satisfaction surveys can reveal whether your vision of delivering exceptional service aligns with your clients’ actual experience.
Case study:
The entrepreneurial leader in action
Let’s look at a hypothetical example of entrepreneurial leadership in action:
The challenge: An independent agency noticed a plateau in revenue growth despite high client retention. The principal
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wanted to expand into the cyber liability insurance market, but struggled to balance this vision with the agency’s daily operational demands.
The strategy: The principal crafted a clear vision of becoming a regional leader in cyber liability coverage for small businesses. To execute this:
• The agency developed a strategic plan that included training staff on cyber insurance products, launching targeted marketing campaigns, and forming partnerships with local tech associations.
• The leader delegated daily operational tasks to senior team members to free up time for strategic initiatives.
• The agency implemented analytics tools to track new policy sales and marketing campaign performance.
The outcome: Within 12 months, the agency achieved a 25% increase in revenue from cyber liability policies, while maintaining high client retention and operational efficiency.
Conclusion
Bridging vision and execution is at the heart of entrepreneurial leadership. Independent agency principals who
master this balance can position their businesses for sustained growth and innovation—even in the face of insurance industry challenges.
By embracing a dual mindset, building a compelling vision, empowering their teams, and fostering a culture of innovation, entrepreneurial leaders ensure their agencies remain competitive in today’s dynamic insurance landscape.
As you reflect on your own leadership approach, ask yourself:
• Is your vision clear and inspiring to your team?
• Are your day-to-day operations aligned with long-term goals?
• How are you fostering innovation within your agency?
The answers to these questions will guide you on the path to becoming a truly entrepreneurial leader—one who not only envisions the future, but who also makes it a reality.
Yancey, Ph.D., is president of InCite Performance Group, one of the leading advisory firms to the insurance agency industry. Reach him at drew@incitepg.com.
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DOUG BROWN Chairman/CEO, Paradigm Associates LLC
STAFFING
An effective organizational structure for your agency
Independent insurance agencies operate in a competitive, highly regulated environment that demands efficiency, scalability and client-centric service. Structuring an agency effectively ensures sustainable growth, streamlined operations and compliance with state and federal regulations.
Whether an agency focuses on personal or commercial lines, serves a niche market, or utilizes carrier service centers, its organizational design impacts profitability and long-term success directly.
Structuring an insurance agency
No. 1: Align structure with business model. An agency’s structure must align with its business model, client focus and service delivery strategy. How an agency generates revenue, serves clients and scales growth directly impacts its internal team composition and operational workflows.
Personal vs. commercial lines focus
• Personal lines-focused agencies handle a high volume of policies—often with lower premium values. These agencies require efficient service—often through carrier service centers—and must emphasize client retention and automation.
• Commercial lines-focused agencies manage lower policy volume, but higher premium accounts with complex service needs. These agencies benefit from specialized account managers and in-house underwriters who can provide technical expertise and risk analysis.
• Niche agencies (e.g., construction, health care, real estate) focus on industry-specific needs, requiring specialized producers, risk managers and compliance officers to provide deep expertise.
Organic growth vs. acquisition-based growth
• Agencies growing organically must emphasize lead generation, brand differentiation and referral strategies.
• Agencies expanding through acquisitions need strong mergers-and-acquisitions integration roles to unify processes, technology and service teams.
No. 2: Regulatory and compliance considerations. Agencies must comply with state licensing, continuing-education requirements and cyber security regulations.
Notable compliance considerations
• Licensing & compliance. Agencies must track producer licensing and education requirements under their state’s insurance department (e.g., the Connecticut Insurance Department, the New Hampshire Insurance Department, the New Jersey Department of Banking and Insurance, the New York State Department of Financial Services and the Vermont Department of Financial Regulation).
• Cybersecurity & data protection. New York state’s 23 NYCRR 500 Cybersecurity Regulation mandates encryption, data security protocols, and multifactor authentication. [EDITOR’S NOTE: Agents who do business in New York state—even if they lack a physical or financial presence in the state—may be affected by this regulation. Remember: You need to prove you were following the state’s cyber security regulations for 2024 by Tuesday, April 15, 2025. If you are licensed in New York state, this compliance needs to be completed each year. Do you need help? PIA Northeast members can contact the PIA Industry Resource Center at (800) 424-4244 or resourcecenter@pia.org.]
No. 3: Core organizational functions and roles. The optimal insurance agency structure balances sales, client service, operations and compliance. To do this, agency principals need to consider following roles and their purposes:
• Claims advocacy roles: Supports clients with escalated claims and ensures carrier accountability.
Operations & technology support
• Technology & AMS manager: Ensures the efficient use of customer relationship management, AMS and automation tools.
• HR & licensing compliance manager: Tracks producer licensing and CE requirements.
• Marketing & lead generation team: Supports organic growth through SEO, content marketing and digital lead funnels.
No. 4: Adjustments for agencies using carrier service centers. Agencies that rely on carrier service centers to provide service to their personal-lines clients must modify their internal roles to maintain client relationships and service quality.
Changes in service structure
• Client education: Clients may expect direct agency service. Clear communication about the service center’s role prevents frustration.
• Service center liaison role: A designated liaison ensures smooth interaction between clients and service centers, managing escalations and ensuring carrier compliance with service expectations.
• Renewal & retention review process: Service centers may not review renewals proactively. Internal retention teams must monitor rate changes and cross-sell opportunities.
• Customer service representatives shift to relationship management: Instead of handling routine service tasks, CSRs focus on client engagement, problem resolution and strategic upselling.
No. 5: Scalability and operational efficiency. Agencies may choose a centralized service model for efficiency or regional (decentralized) teams to improve client intimacy.
Operational processes
• Process automation: Artificial intelligence-driven chatbots, automated renewal reminders and self-service portals improve efficiency.
• Outsourcing & virtual assistants: Some agencies outsource certificates of insurance, data entry or administrative tasks to lower costs.
No. 6: Carrier and market access considerations. Independent agencies must balance direct carrier appointments with access to managing general agents and agency networks.
Financial impacts
• Commission & service center: Some insurance carriers reduce commissions for service center usage. Agencies must evaluate the financial trade-offs.
No. 7: Cultural and leadership considerations. Agency principals must determine if the agency is going to follow
a producer-owned or corporate-owned model. Some agencies offer equity to producers as an incentive.
Attract and retain talent
• Compensation & performance structures: A mix of salary and commission for service roles ensures service quality while motivating performance.
• Training & talent development: Agencies should implement mentorship programs to retain and develop new producers.
Structure for long-term success, set priorities
The optimal organizational structure depends on an agency’s business model, service approach, growth strategy and carrier relationships. To stay competitive, agencies must prioritize client service, operational efficiency, compliance and profitability. Agencies that use carrier service centers should focus on retention, relationship-building and process oversight to maintain a strong client experience.
To take the next steps, conduct an internal assessment of your agency’s structure; identify gaps in service, sales or technology; and adjust staffing and workflows to align with your agency’s business objectives.
Brown is chairman/CEO of Paradigm Associates LLC. Paradigm Associates can add value to your business through strategic, executive, and sales development processes, whether you are on the insurance industry’s agency or carrier side. Visit Paradigm Associates on the web, www.paradigmassociates.us, or call (908) 276-4547.
ASK PIA
PIA TECHNICAL STAFF
Have a question? Ask PIA at resourcecenter@pia.org
Pizza delivery, riot damage, ‘bring your own’ and more
PIP coverage–optional PIP
Q. What personal injury protection benefits are optional for a New Jersey Standard Auto Policy?
A. Extra PIP. The standard policy provides the following Extra PIP package benefits in addition to medical expense benefits:
1. $100 per-week income continuation benefit, subject to a $5,200 maximum amount.
2. $12 per-day essential services benefit, subject to a $4,380 maximum amount. Essential services mean duties you can no longer perform because of your disability, such as house cleaning, lawn mowing, snow removal, laundry, etc.
3. Death survivor benefits consisting of income continuation benefits and essential services benefits that would have been paid for disability in the amounts shown in No. 1 and No. 2 above.
After an insured dies in a covered accident, these benefits will be paid to the following survivors:
a. the surviving spouse (including a civil union);
b. the surviving children, if there is no spouse; and
c. the insured’s estate, if there are no children.
4. $1,000 funeral expense benefit.
These benefits are optional because the named insureds may exclude the Extra PIP package if they are not desired. When this Extra PIP package is declined, the exclusion will be applicable to the named insured and resident family members, but not applicable to persons eligible for coverage on the policy who are outside the family.
Added PIP. According to regulation [N.J.A.C. 11:3-7.4], every insurer must offer no less than 16 prescribed options for Added PIP benefits. These options provide income continuation up to $700 per week for an unlimited time period, essential services up to $20 per week (not to exceed a total of $14,600), an increase to $2,000 for funeral expenses and
an extra $10,000 death benefit over the principal benefits provided by the extra personal injury protection package.
Dan Corbin, CPCU, CIC, LUTC
PIP coverage–offsets to benefits
Q. Can personal injury protection benefits be reduced by other sources of recovery?
A. The “collateral source” provision of the law (N.J.S.A. 39:6A6) permits the payer to reduce personal injury protection benefits only for the following sources of recovery:
1. workers’ compensation;
2. temporary disability benefits;
3. Medicare; and
4. military health care.
Suppose you were injured in an auto accident while delivering a policy for your agency.
1. All your medical expenses are going to be paid by workers’ compensation.
2. Unless you purchased Added PIP, the income continuation coverage is not likely to be triggered because of the significantly higher workers’ compensation weekly benefit. For a discussion of whether the offset of workers’ compensation when the Added PIP benefit is high enough to make a difference, PIA Northeast members can access Ask PIA No. 290020.
Temporary disability benefits will not affect the medical expense benefit, but there will be an offset to the income continuation benefit.
Medicare and military health care benefits will offset the PIP medical expense benefit.—Dan Corbin, CPCU, CIC, LUTC
Pizza delivery while laid off from work
Q. Our insured’s son started working for a pizza shop because he has been temporarily laid off from work.
The pizza shop employer has him use his own car for the deliveries. While using his car to deliver pizza, does he have coverage should he be involved in an accident?
A. In most cases, there will be coverage on the personal auto policy. The current ISO policy only excludes a vehicle used as a “public or livery conveyance” (exclusion 5.), which generally is defined as the transporting of people and/or goods for hire, such as by a taxi service, motor carrier or a delivery service. On the other hand, the policy expressly covers the business use of a personal auto as an exception to exclusion 7.
5. For that “insured’s” liability arising out of the ownership or operation of a vehicle while it is being used as a public or livery conveyance. This includes but is not limited to any period of time a vehicle is being used by any “insured” who is logged into a “transportation network platform” as a driver, whether or not a passenger is “occupying” the vehicle. This exclusion (A.5.) does not apply to:
a. a share-the-expense car pool; or
b. the ownership or operation of a vehicle while it is being used for volunteer or charitable purposes.
7. Maintaining or using any vehicle while that “insured” is employed or otherwise engaged in any “business” (other than farming or ranching) not described in Exclusion A.6. This exclusion (A.7.) does not apply to the maintenance or use of a:
a. private-passenger auto;
b. pickup or van; or
c. “trailer” used with a vehicle described in a. or b. above.
As an example of case law around the country, the following from a decision in American Insurance Co. v. Travelers Insurance Co., [Supreme Court, Albany
County Nov. 10, 1993, 158 Misc. 2d 257 (N.Y. Sup. Ct. 1993)] clarifies the meaning of this exclusion:
By the weight of authority, the words “public or livery conveyance,” as used in this policy, refer to “A vehicle used indiscriminately in conveying the [general] public, without limitation to certain persons or particular occasions or without being governed by special terms” (Black’s Law Dictionary). Thus, the exclusion from coverage authorized by 11 NYCRR 60-1.2 (a) only extends to an automobile used without limitation to convey the general public. Certainly, the occasional delivery of pizza does not constitute such use.
Courts around the country have distinguished this kind of vehicle use from “public or livery” because the deliveries are being made in the course of employment unrelated to transportation. For this reason, a customer service representative who delivers policies or an employee delivering auto parts from the store also will be covered. Of course, some insurers may step down coverage to the financial responsibility limits when permissible by state regulators.—Dan Corbin, CPCU, CIC, LUTC
Damage from riots
Q. Is damage from riots covered on a businessowners policy or property coverage policy?
A. Yes. Riot insurance coverage will be provided by the most basic peril form. The following perils are covered under the CAUSES OF LOSS–BASIC FORM, which also would be included in the CAUSES OF LOSS–BROAD FORM, and the CAUSES OF LOSS–SPECIAL FORM:
• fire;
• lightning;
• explosion;
• windstorm or hail;
• smoke;
• aircraft or vehicles;
• riot or civil commotion, including looting occurring at the time and place of a riot or civil commotion; [emphasis added]
• vandalism;
• sprinkler leakage;
• sinkhole collapse;
• volcanic action;
However, there may be limitations for debris removal, pollution cleanup, vacant buildings, outdoor signs and other outdoor property on the premises. Dan Corbin, CPCU, CIC, LUTC
Bring-your-own liquor
Q. I insure a small restaurant that permits customers to bring their own wine for consumption on the premises. Can this be covered without a liquor liability policy?
A. When ISO introduced its 2012 Commercial General Liability Program, an exception to the liquor liability exclusion was added in the Commercial General Liability Coverage Form (CG 00 01 04 13) for patrons who bring their own alcoholic beverages for consumption on the insured’s premises, whether a fee is charged or a license is required.
New Hampshire, New Jersey, New York and Vermont adopted these filings effective April 1, 2013; and Connecticut adopted them effective Sept. 1, 2013. Dan Corbin, CPCU, CIC, LUTC
Hit a high note
The Annual Conference is your stage. Fine-tune your expertise, connect with industry pros, and gain the know-how to keep in harmony with the latest trends in insurance. Kick Up Your Boots and Take Center Stage!
Join us for a multiday event packed with opportunities to learn and share.
Pick up new tools, explore fresh markets and find your next big break.
Don’t miss out as thousands of insurance professionals two-step their way to this not-tobe-missed event. Gain a competitive edge and fine-tune your success strategy.
PIANJ 2024–2025 Board of Directors
OFFICERS
President
Andrew Harris Jr., CIC, AAI, CISR Liberty Insurance Associates Inc. 525 State Route 33 Millstone Township, NJ 08535-8103 (732) 792-7000 andrewharris@lianet.com
President-elect
Roger C. Butler, CIC Barclay Group
202 Broad St. Riverton, NJ 08077-1303 (856) 829-1594 rbutler@barclayinsurance.com
McMahon Agency Inc. PO Box 239 Ocean City, NJ 08226-0239 (609) 399-0060 billm@mcmahonagency.com
Christopher J. Powell
Hardenbergh Insurance Group 8000 Sagemore Dr., Ste. 8101 PO Box 8000 Marlton, NJ 08053-8099 (856) 890-7106 cpowell@hig.net
Logan True, CRIS The True Agency LLC 4 Valley View Dr. Mendham, NJ 07945-3109 (908) 295-3277 logan@trueagencyllc.com
Casey Yarger, CIC, CRM
Robert Petri & Daughter 258 Ryders Lane PO Box 820 Milltown, NJ 08850-0820 (732) 545-4540 cyarger@petriinsurance.com
ACTIVE PAST PRESIDENTS
Anthony F. Bavaro, CIC, CRM Liberty Insurance Assocs. Inc. 525 State Route 33 Millstone Township, NJ 08535-8103 (732) 792-7000 abavaro@lianet.com
Louis Beckerman, CIC, CPCU Acrisure of New Jersey 111 Wood Ave. South, Ste. 400 Iselin, NJ 08832-2727 (732) 815-1400 lbeckerman@acrisure.com
Bruce Blum, CPIA, TRA Blum & Walsh Group Inc. c/o TE Freuler Agency Inc. 270 Davidson Ave., Ste. 101 Somerset, NJ 08873-4158 (732) 246-1330 bblum@tefreuler.com
Rip Bush, CPIA Keer & Heyer Inc. 1001 Richmond Ave. Point Pleasant Beach, NJ 087423047 (732) 892-7700 rip@keerandheyer.com
Charles J. Caruso, CIC, CPIA AssuredPartners Jamison 20 Commerce Dr., Bsmt. 2 Cranford, NJ 07016-3617 (973) 669-2311 charles.caruso@assuredpartners.com
Donna M. Cunningham, CPIA ADP Partners Insurance Agency Inc. 4 Sutton Place Florham Park, NJ 07932-2143 (973) 845-8700 donna@adppartnersinsurance.com
Michael DeStasio Jr., TRIP AssuredPartners of NJ 20 Commerce Dr., Ste. 303 Cranford, NJ 07016-5868 (732) 574-8000 mike.destasio@assuredpartners.com
Donald F. LaPenna Jr. AssuredPartners of NJ 20 Commerce Dr., Bsmt. 2 Cranford, NJ 07016-3617 (732) 574-8000 donald.lapenna@assuredpartners.com
John A. Latimer, Esq. Barclay Group 202 Broad St. Riverton, NJ 08077-1303 (856) 829-1594 jalatimer@barclayinsurance.com
Steven C. Radespiel Insurance Center of No. Jersey Risk Strategies Company 33 Crestwood Pl. PO Box 399 Hillsdale, NJ 07642-0399 (201) 525-1100 sradespiel@icnj.com
Keith A. Savino, CPIA Broadfield Group 68 Main St. Warwick, NY 10990-1329 (201) 512-4242 keiths@broadfieldinsurance.com
William R. Vowteras Fraser Brothers Group LLC 811 Amboy Ave. PO Box 2128 Edison, NJ 08818-2128 (732) 738-7400 bill@fraserbrothers.com
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14 SIAA 8 Venbrook Group For more information about an advertiser, email ads@pia.org, or call (800) 424-4244.
