CULTURE AS A BUSINESS
July/August 2025 • New England
18 Culture as a business strategy
Measure its real impact on your agency’s success
23 Human moments
Balance high-tech with high touch
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Building an inclusive workplace
Diversity, equity and inclusion—or DEI— is a phrase that has been repeated by politicians and pundits in recent memory, usually in a negative light.
However, DEI is much more than just a buzzword— it is an organizational framework that institutions could adopt. This framework promotes the inclusion of people from a wide variety of backgrounds, equal access to resources and opportunities, and makes everyone able to make contributions without fear of being undermined.
The phrase has been punted around like a political football; let’s peel back some of the mystique. Here’s how you can build a diverse, equitable and inclusive workplace—and thrive.
Building a workplace that embodies these qualities takes time, effort and commitment. It isn’t just as simple as hiring diverse people and expecting the qualities of your workplace to transform magically.
Measurable metrics also are important—this can include hiring and employee demographics, employee surveys, offboarding interviews, promotion rates against demographics and retention. By listening to the feedback provided by your employees and your agency data, you can tailor your DEI strategy to best address the needs of your employees.
The best thing you can do for your DEI strategy is to create specific, defined goals. For example, maybe you want to implement new leadership programs for employees who aren’t represented in your agency's leadership, or maybe you want to expand your service offerings to communities that may be underserved. These are specific goals that can be achieved with the proper amount of planning. Changing your hiring practices can be a part of this, but it shouldn’t be the only thing you do.
It’s important to maintain a workplace culture that embodies these values. It’s great that these policies were planned carefully with the concerns of your employees in mind—now it’s time to make it last.
DEI shouldn’t be seen as just an end. It takes constant care to make your workplace one in which everyone feels welcome, and everyone can contribute fully.
Conclusion: Why DEI matters in the workplace
DEI is more than just a buzzword—it’s a framework any organization could adopt to create a welcoming environment for all workers. While building an inclusive workplace for everyone is an ongoing process, the benefits outweigh the costs.
An environment that welcomes and accommodates everyone encourages growth and sustainability. You’ll have employees more willing to offer solutions or notice problems that a workplace without this framework would miss.
The American Civil Liberties Union expands and defines DEI as:
DIVERSITY. Ensuring representation of qualified persons across race, national origin, sex, gender, etc., in institutions to better reflect the communities served.
EQUITY. Acknowledging the barriers marginalized communities face and working to dismantle those barriers so they can fairly access resources and opportunities.
INCLUSION. Ensures that all individuals in an institution can participate and contribute without fear of discrimination or bias.
ACCESSIBILITY. Expanding opportunities through the removal of physical, technological and systemic barriers that would otherwise prevent participation.
Some statistics on the benefits of DEI
According to PEW Research, 56% of workers consider focusing on DEI is a good thing, with 28% having neutral feelings about it.
One of the biggest strengths of implementing DEI policies is that, at the end of the day, they benefit everyone. By providing baseline levels of protection and support for workers or customers who are in marginalized communities, everyone is protected and supported: all these benefits can’t be ignored.
The Kellogg Foundation reports that 80% of businesses have recommitted to DEI since the Supreme Court outlawed affirmative action.
McKinsey & Co. found that companies that embrace gender and ethnic diversity have higher chances of performing above the national industry median.
Multigenerational management skills: One-size-does-not-fit-all
Even though most of your employees should be in the baby boomer, Gen X and millennial generations, there could be members of the Silent Generation and Gen Z working together, too. This can be a good thing as cross-generational experience can be beneficial to problem solving and enhance any workplace. However, for managers, it may present a bit of a challenge since each generation approaches work differently, and not addressing these differences could lead to your employees feeling isolated and looking for new jobs.
Know the differences
It is important to know who is on your team. Once you have that established, do your research to determine the key attributes of each generation. Create a checklist of their key characteristics and values. However, understand that generalizations don’t always work—nothing is truly onesize-fits-all. Instead, have individual conversations with each of your teammates. Ask them how they prefer to be managed and how they like to receive feedback. You may need to adapt your management style to fit each employee. What works for one team member may alienate another one. While each generation may be known for its specific values, how different are they, really? DEI is the new buzzword, but your employees may remember desegregation in schools, the passage of the Equal Pay Act, the Equal Employment Opportunity Commission, and the Pregnancy Discrimination Act—which were all efforts to make the country more diverse and inclusive. What core values seem to be multigenerational? They are integrity, achievement, love, competence, happiness, self-respect, wisdom, balance and responsibility. Be inclusive of all generations, make them feel valued and respected. Focusing on one group can make the others feel neglected, which can lead to conflict and disconnection. Be careful regarding stereotypes. Do not assume things are true based on the employee’s age or experience level. Nevertheless, understanding the different situations that existed when a person entered the workforce (e.g., during the Great Recession or during the COVID-19 pandemic), can help you understand some of the factors that may affect how each of your employees view working and their job.
Communication
For every generation, open communication is vital to the success of any agency. Be mindful that you may need to tailor how you communicate with each employee. Some of your direct reports may prefer to hear important news
face-to-face or via a phone call, while others may prefer an email or a notice on your team collaboration platform (e.g., Teams or Slack).
Be sure to communicate your expectations, goals and agency values clearly. Establish guidelines and expectations for response times.
Managers should practice active listening and encourage an open dialogue between their team members. Be sure to listen to everyone’s viewpoints—different generations have different experiences, and they can offer unique perspectives that can make problem-solving easier.
Mentoring and resources
Take advantage of the treasure trove of experience that you may have on your staff. Good managers recognize individual talents, and they know when to delegate. If you have a staff member who is struggling in a particular area that another staff member excels at, pair those employees together so that they can hone the skills needed to succeed.
It may start off as one employee learning from another, but it is a safe bet that both employees will learn something from the experience. Find other ways to encourage cross-generational collaboration (e.g., group projects).
Everyone can benefit from professional development. This just may look different depending on the employee. Some of your employees may be interested in attending in-person classes and lectures, while others may prefer online classes, or do-on-your-own time tutorials.
Don’t forget to go beyond traditional development. While you are creating your training schedule, consider adding diversity and inclusion training programs, too. This should help your employees understand each other’s values and could help them find common ground.
Final thoughts
Articles have been written about how each generation is different, which can lead to friction in the workplace. While this is a possibility, it’s less likely to happen if managers know their staff members, and adjust their managerial style when necessary. Compromise might not always be possible, but flexibility will go a long way to keep everyone connected at work.
Plus, intergenerational harmony will help with effective knowledge-transfer, which will help to ensure continuity, and set an agency up for a successful future.
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JENNIFER LUCAS Senior manager of product development, The Omnia Group
Six steps for shaping a positive agency culture
Whether it has been consciously identified or not, every organization has a culture. Maybe it’s characterized by change and is, therefore, dynamic. Maybe your agency is aggressive and focused on growth. Perhaps it strives to be cutting edge or branded by providing the best customer service.
Or, less positively, your agency culture could be characterized by upheaval, unpredictability and chaos.
Shaping your agency’s culture—no matter if it is a mindful choice or something that has developed in response to management or industry changes—has more impact on everyday operations and the bottom line than you might realize.
What creates an agency culture?
Generally, an agency’s culture is dictated by leadership. When things are good, culture is created by vision, choice and planning. Management leaders decide where they want the agency to go and how they want it to get there. In less ideal situations, culture is created in reaction to something: fear of change, quick response to industry shifts or a need for strict control.
If your culture works, maintain it
When an organization has a clear vision about its culture and the culture works, it’s much easier to use that to ensure positive growth and endure the tough times. Why? Because the employees know what is expected. They feel secure, and they feel included as contributors to their agency’s successes. To maintain a successful organizational culture, it is important to:
Create a mission statement. Identify the touchstone—the most important value or element of your agency—and create a mission statement around it.
Communicate your mission. Make sure all your employees are familiar with your agency’s mission statement.
STAFFING
Generally, an agency’s culture is dictated by leadership. When things are good, culture is created by vision, choice and planning.
Make sure it is more than words. Don’t just say it; have policies and procedures that back it up. And, reward people whose actions support your vision.
Hire people who embrace your vision. Every employee brings a little something new and different to the table, but you need the people you hire to commit to your values and goals. Make sure your job postings reflect your mission statement. Use behavioral assessments and behavioral interviewing to select candidates who have the characteristics you’re seeking.
Be prepared to change and grow. Times and situations change; struggling to maintain a culture that no longer works can create its own chaos. Be mindful of changes, communicate with customers and employees, and be flexible.
If your agency’s culture doesn’t work, change it
A culture marked by paranoia, low morale, high turnover and tight management restrictions doesn’t work. Such a situation results in unproductive employees, absenteeism and high recruiting and retraining costs.
If you notice signs of a sickly agency culture, here are six steps you can take to change it:
No. 1: Identify the problem(s). Talk to your employees in a safe environment and listen to them. Solicit anonymous feedback. Perform extensive exit interviews. Check out the highest turnover areas and ask people what they would do to change them. Be prepared to implement viable solutions.
No. 2: Define where you want your agency to be. Besides being profitable, what do you want for your organization? What do you want your clients to think of when they see your name?
No. 3: Create a mission statement. Once you’ve done so, communicate it to your employees.
No. 4: Implement changes that will support your mission. Be prepared for some bumps in the road. Change isn’t easy, and some people will resist it, but the dangers of maintaining the status quo might be far greater than the risks of trying something new.
No. 5: Identify the employees who can promote your culture. Discover current employees who can get your culture to where you want it to be or coach them to be what you need. Cultivate talent in the employees you already have so they can help your culture thrive.
No. 6: Hire the right people. Hire people who will contribute to the change you want. Once you know where you are going, recruit people who share your vision.
Final thoughts
Cultivating a positive agency culture is an ongoing commitment that shapes the way people work, connect and thrive together.
By clearly defining your mission, ensuring your employees are onboard with your direction, pinpointing issues and taking action to address those is-
sues, you can create an environment in which people feel valued and motivated. You also can create a culture that makes people look forward to coming to work every day.
Lucas is the senior manager of product development at The Omnia Group, an employee assessment firm providing the power of behavioral insight to help organizations make successful hires and develop exceptional employees. She is a subject-matter expert in using Omnia’s 8 columns as a tool to make more-informed hiring and development decisions and effectively engage staff. PIA Northeast members receive discount pricing on Omnia’s Custom Profile and Target products. For more information or to try a free assessment, visit www.OmniaGroup.com, email info@omniagroup.com, or call (800) 5257117, and don’t forget to mention your PIA membership.
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BRADFORD J. LACHUT, ESQ. Director of government & industry affairs, PIA Northeast
Beyond the bottom line: What DEI really means
If you’ve been paying attention to the news, you may have noticed that the concept of diversity, equity and inclusion is under increasing scrutiny. Critics argue that DEI undermines meritocracy, casting it as a political distraction from core business goals. As a result, some businesses are pulling back from DEI efforts, believing their moment has passed. This would be a mistake.
Abandoning DEI is not just shortsighted—it risks undermining cultural health, innovation capacity, and long-term resilience of organizations. The truth is that DEI is more than a corporate trend. It is a foundational strategy for building workplaces that are just, dynamic and future-ready.
Understand what DEI really means
Diversity, equity and inclusion are more than buzzwords. They are strategic imperatives that directly impact a business’s ability to succeed. Diversity refers to the presence of differences within a workplace—differences of race, ethnicity, gender, age, background, ability and thought. Equity ensures that individuals have fair access to opportunities and resources, recognizing that barriers exist and striving to remove them. Meanwhile, inclusion fosters a workplace environment in which all individuals feel valued, respected and empowered to contribute fully.
Unfortunately, DEI often is misunderstood. It is not about enforcing quotas or hiring unqualified individuals. It does not mean rejecting the idea of merit. Rather, true DEI work enhances meritocracy by making sure that every talented person has a genuine opportunity to succeed. It is not political correctness run amok; it is sound business strategy rooted in ensuring that workplaces are fair, dynamic and innovative. At its core, DEI is about leveling the playing field so the best ideas, the best talent, and the best leadership can thrive—no matter where they come from.
The broader value of DEI
The business case for DEI is well documented. Studies by McKinsey1 and others have shown that diverse organizations
CONNECT
often outperform their peers on profitability, innovation and decision-making. But to focus only on financial returns misses the bigger picture.
DEI strengthens workplace culture. A workplace that champions DEI fosters psychological safety—a condition in which employees feel they can speak up, take risks and bring their full selves to work without fear of discrimination or exclusion. This leads to better collaboration, more creative thinking and stronger employee morale.
It attracts and retains top talent. Younger workers—especially millennials and Gen Zers—consistently rate diversity and inclusion as top factors in their employment decisions. Agencies that demonstrate a real commitment to DEI are more likely to recruit and retain high-performing, purpose-driven talent. This is particularly critical in relationship-based industries like insurance, where deep knowledge and continuity are key to long-term success.
It enhances community trust and brand reputation. For agencies serving diverse populations, representation matters. A team that reflects the community is more culturally competent and better positioned to meet client needs. Moreover, businesses that embrace DEI publicly often are seen as more trustworthy and socially responsible—qualities that build loyalty in both clients and partners.
It reduces risk and promotes integrity. Inclusive cultures are more likely to surface concerns early, resolve internal conflicts constructively, and avoid costly legal or reputational pitfalls. DEI also fosters ethical leadership—encouraging empathy, transparency and accountability across the organization.
Make DEI part of your agency’s DNA
Rather than sidelining DEI, employers should be thinking about how to deepen and integrate it into every layer of their operations.
Start at the top. When leadership champions DEI, it sends a powerful message: inclusion is not an initiative—it’s a value.
Principals and executives must model inclusive behavior, challenge bias when it arises, and ensure DEI principles inform decision-making at all levels.
Rethink recruitment and development. Intentional recruitment—including partnerships with colleges, professional organizations and affinity groups—helps widen the talent pipeline. Once talent is in the door, inclusion requires thoughtful development: mentorship programs, inclusive leadership training and transparent pathways for advancement.
Build a culture of belonging. Bringing diverse voices to the table is just the first step. Organizations must foster environments in which those voices are heard and valued. Encourage open dialogue, train employees in inclusive practices and recognize contributions that advance equity and belonging.
Measure progress honestly. Metrics are not about punishment—they’re about progress. Track employee engagement, turnover, promotion rates and representation across roles. Share what you’re learning. Be transparent. Growth comes from honest reflection and ongoing adaptation.
The moral and strategic imperative
Critics claim DEI divides or distracts. In truth, it does the opposite. DEI done right strengthens unity, fuels innovation and prepares organizations to thrive in a complex, interconnected world.
Inclusion is not charity. It’s wisdom. It’s resilience. It’s good business and even better leadership.
Diversity, equity and inclusion are not trends to be discarded when headlines
shift. They are enduring principles that make our organizations—and our communities—stronger.
The future belongs to inclusive organizations
In an era and industry in which trust, adaptability and shared purpose are essential, DEI is not optional. It is fundamental. Diversity drives innovation. Inclusion builds strong teams. Equity ensures every person has the opportunity to contribute and grow.
The future belongs to businesses that understand that difference is not a threat to be managed, but a strength to be embraced.
Lachut is PIA Northeast’s director of government & industry affairs.
1 McKinsey & Co., 2023 (tinyurl.com/4b8fhszc)
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CULTURE AS A BUSINESS STRATEGY
Measure its real impact on your agency’s success
Stephen Harrington-Descoteaux Performance partner, Agency Performance Partners
Culture. It’s a word tossed around a lot in leadership meetings, team retreats and hiring conversations. But, what does it really mean in the day-to-day life of an independent insurance agency? And more importantly— how do you measure it?
It’s time to stop treating culture like a vibe, and to start seeing it for what it really is: a strategy. A strong, intentional culture has the power to improve staff retention, increase productivity, drive growth—and even boost client satisfaction. But, you can’t improve what you don’t measure. Let’s look at how to quantify the unquantifiable and turn your agency’s culture into a measurable, momentum building machine.
More than ping pong and pizza parties
When a lot of people think of culture, they often picture free snacks, casual Fridays or the office dog. While perks can add to the workplace experience, culture runs deeper. It’s the collective behaviors, values and expectations that shape how your agency operates—internally and externally. We’ve worked with hundreds of independent insurance agencies. And, guess what? The ones that grow consistently and retain top talent don’t all have bean bags and kombucha bars. What they do have is role clarity, defined values and accountability with metrics. Their teams truly understand what’s expected, how to behave—and most importantly, what it all means and why it matters.
Why culture is a business strategy
Often, culture is treated like a side project or someday nice-to-have aspiration, but it directly impacts four key business areas:
No. 1: Employee retention. Happy teams stay. Toxic cultures drive turnover, which costs agencies thousands of dollars in training, lost productivity and client disruption. By having a defined culture, clear expectations, and everyone understanding the why, onboarding and retaining employees is a breeze.
No. 2: Client experience. Employees who feel valued deliver better service. Clients can sense when your team members are aligned and when they’re not. When clients are the center of the experience they become raving fans. Therefore, you need to clear out the clutter and remove the toxic vibes (which can spread).
No. 3: Productivity. Clear expectations and shared values help eliminate confusion, miscommunication and unnecessary drama. When teams are clear on goals, accountability and how progress is tracked, they’re more likely to work together and strive for a win.
No. 4: Growth. Culture impacts how well your team collaborates, cross-sells and adapts to change. All critical factors in scaling a business. A strong culture encourages continuous learning, accountability and innovation, which allows your team to seize new opportunities, respond to market shifts and deliver consistent value to clients. When your culture supports growth, your people become your biggest competitive advantage.
How to build your agency’s culture
Step 1: Define your culture (don’t just copy Google’s). Before you can measure culture, you must define it. Not with a bunch of buzzwords, but with behaviors that match your agency’s identity. Start by asking:
• What do we value most as a team?
• How do we treat each other and our clients?
• What’s rewarded around here, and what’s not tolerated?
• What does the ideal client look like?
We encourage agencies to create three to five clear, behavioral-based values. Here’s an example:
• Pursue excellence: We do what we say we’ll do, and we hold ourselves accountable.
• Help first: We approach every interaction with empathy and solutions.
• Evolve always: We embrace change, seek feedback and learn continuously.
When your values are clear and behavior-based, you create a culture that’s coachable, repeatable and scalable.
Step 2: Build culture into your daily operations. Now that you’ve defined your culture, it’s time to incorporate it into the way your agency runs. That means more than just printing it on a poster.
• Hiring: Use your values to guide interview questions and candidate evaluations.
• Onboarding: Teach new hires what your culture looks like in action from day one.
• Performance reviews: Score team members on not just what they do, but how they do it.
• Meetings: Start every team meeting with a values shout-out or reflection.
• Recognition: Celebrate those who embody your agency’s values. Make it public. Make it frequent.
When culture becomes part of your agency’s operating system, you shift from hoping people behave the right way to helping them do it consistently.
Step 3: Choose the right culture metrics. Let’s get into the fun part: measurement. Here are key areas in which you can track the health and impact of your culture. Employee engagement. Use anonymous surveys to measure:
• Job satisfaction
• Clarity of expectations
• Perceived alignment with business values
• Trust in leadership
• Willingness to recommend the agency as a place to work
Track these quarterly and watch for trends—both upward and downward.
Team collaboration & communication. Measure:
• Internal referrals (how often teammates help each other)
• Meeting participation and feedback quality
• Cross-departmental projects completed on time If silos are breaking down and people are helping each other succeed, that’s culture in action.
Client satisfaction. Strong culture leads to strong service. Track:
• Net promoter score
• Google Reviews and client testimonials
• Retention rates by individual, team or department
If clients feel taken care of, that’s a direct result of a wellaligned, happy team.
Productivity & accountability. A healthy culture creates focus and follow-through. Monitor:
• Task completion rates in your agency management system
• Number of follow-ups made versus missed
• Turnaround time for quoting, renewals and service requests
When people know what’s expected and feel supported, they deliver results more reliably.
When your values are clear and behavior-based, you create a culture that’s coachable, repeatable and scalable.
Cultural red flags. Track leading indicators of cultural decline:
• Rising absenteeism
• Sudden drops in team survey scores
• Increase in client complaints
• High turnover in specific departments
These metrics help you diagnose issues early—before they become cultural rot.
Step 4: Make culture visible and actionable. The best part about measuring culture? You can share the wins and the gaps. Use your data to:
• Set team goals: “Let’s raise our internal net promoter score from 7 to 9 this quarter.”
• Hold one-on-ones: Review culture scores and feedback with team members regularly.
• Celebrate progress: Show how culture improvements have driven business wins.
• Adjust strategy: If something’s off, pivot. Culture isn’t fixed—it evolves with your agency.
Use dashboards, team meetings or even Slack shoutouts to keep culture front and center. The more visible it is, the more ownership your team will feel.
What not to do when building culture
Creating a strong agency culture takes intention—but avoiding the wrong moves is just as critical. Here are some common missteps that can quietly undermine even the best efforts: Don’t mistake perks for culture. Snacks, casual Fridays and birthday celebrations are fun, but they aren’t culture. Real
culture is about behavior, expectations and how your team collaborates and delivers day to day.
Don’t give top performers a free pass. When high producers are allowed to ignore values or sidestep accountability, it sends a message that performance outweighs behavior. This creates division, resentment and a fractured team.
Don’t wing it—define and document. Assuming everyone just knows what your agency’s culture is can lead to inconsistency. Write it down. Make it part of training, meetings and evaluations. Clarity fuels alignment.
Don’t set it and forget it. Culture isn’t a one-time initiative. It evolves with your agency. Review your values, expectations and feedback loops regularly—at least once a year.
Don’t avoid the hard conversations. Protecting culture means addressing behavior that doesn’t align with it—even when it’s uncomfortable. Silence signals approval. Feedback shows commitment.
Culture turnaround in action
Let’s look at a real-life example: One agency we worked with had all the right tools, a robust management system, high-performing producers and a solid book of business. But despite the strong foundation, the team was overwhelmed, turnover was rising and client satisfaction was slipping.
The underlying issue? Culture. There was no accountability, unclear expectations, and no shared definition of what success looked like.
By helping the agency define its core values, establish clear behavioral standards and measure team engagement, the results followed quickly. Within six months:
• Its retention increased by 9%
• Google Reviews went from 3.7 to 4.6
• Two team members who were on the verge of quitting were promoted
Culture wasn’t a nice-to-have aspiration. In this case, it was the turning point.
A culture-first agency is a future-ready agency
As the insurance industry—and the workplace—continue to evolve with remote work, hard markets and rapid tech disruption, one thing remains constant: culture. It’s the glue that keeps your agency aligned, accountable and energized.
It’s time to stop treating culture like a vibe and to start treating it like a vital key performance indicator: Define it. Measure it. Embed it into your operations. And, most importantly—live it.
You don’t need a 50-person team or a human resources department to build great culture. For smaller agencies, it starts with communicating consistently, setting clear expectations, and recognizing the behaviors you want repeated. Take one small, intentional step and watch how it starts to shape every part of your agency’s success.
Harrington-Descoteaux has led both small and large independent insurance agencies for over 20 years. Before joining Agency Performance Partners in 2022 to pursue his passion for training and coaching, he excelled as a chief operations officer, refining his expertise in operational efficiencies and strategic planning. APP has become a pivotal force for insurance agencies seeking sustainable growth, leveraging Harrington-Descoteaux’s extensive experience and operational acumen. With a keen understanding of the industry’s challenges, APP offers a comprehensive program equipped with innovative tools and strategies to help clients overcome obstacles and achieve success.
While perks can add to the workplace experience, culture runs deeper.
TONY CALDWELL Founder and CEO, One Agents Alliance
Human moments
Balance high-tech with high touch
When you return from a trip, which memories stay with you the longest? It’s a question my wife and I pondered recently after winding our way through India and the greater Indian subcontinent for nearly a month.
Certainly, the ethereal glow of the Taj Mahal at sunrise is an image we will forever cherish. But even more indelible were the unmistakably human moments: The young lady who greeted us with a garland of flowers at The Taj Mahal Palace hotel. An assistant at a pashmina shop in Delhi offering us cardamon and saffron tea laced with a bit of honey. The welldressed gentleman from India who provided a spontaneous and fascinating mini-lecture at the Islamic Cultural Center. These tiny acts of kindness built trust with our tour group, and they transformed our trip into an enriching experience. Hidden inside these empathetic moments is a lesson for insurance agents. While artificial intelligence, automation and self-service will transform the future of insurance, agents must balance high-tech with high touch. Let’s explore essential areas in which agents can cultivate an organization culture that encourages and values personal connections with their customers.
Build a meaningful first impression
Our journey to the small pashmina shop called Sanduq wasn’t on our itinerary, but an inquiry from one of the ladies
in our tour group led us to a most surprising find. Despite its location—buried at the back of a gated residential community—Sanduq does a thriving business.
As we entered, half a dozen salespeople escorted us to chairs and stools. Then, the majordomo began to make a well-practiced, yet entertaining presentation about the goats that live 13,000 feet above sea level and produce the world’s finest wool. As the demonstration indicated, the scarves were amazingly lightweight, soft and reputedly quite warm. Dazzled by the presentation, my wife and I bought a few scarves and the salespeople kindly offered to ship everything home for us.
Agents can take away many business lessons from our experience at Sanduq, including the importance of making a memorable first impression. Consider the following ways to give clients a first impression they will not forget:
Approach clients with humility and authenticity. At Sanduq, a warm greeting and personal escort set the tone for an unforgettable adventure. Agents can cultivate the same feeling by approaching new customers with curiosity. Offer an authentic greeting, even over the phone or on a video conference. Instead of viewing the conversation as a business transaction, start with small talk. Seek to learn more about clients as people, exploring their personal motivations and challenges.
Set and exceed expectations.
My wife and I attended many rug sellers’ presentations over the years, so at Sanduq, we were not surprised when the tea arrived. However, what we didn’t expect was the compelling story behind the product.
In the same way, clients often have preconceived notions about insurance based on their past experiences, both positive and negative. Successful agents will start the interaction by asking clients about their current stage of life and their previous interactions with insurance agents. Then, they will use the answer to create a personal, compelling story about providing coverage that meets their clients’ needs and alleviates their past concerns.
Training teams for consistent service delivery. Every worker at Sanduq was approachable and welcoming. In the same way, agency principals should commit to regular customer service training so everyone within the agency conveys a personal, professional tone. Equally important is aligning with carrier partners that share a commitment to making positive first impressions with their clients.
Remember to follow-through. Without the level of detail Sanduq incorporated into our experience—and buy-in from every team member present—it would have simply been a quickly forgotten stop along the way. Similarly, every team member in an agency must be trained and expected to contribute to a client’s positive first impression. Agents should develop defined processes around client interactions for team members, which might include questions that dig deeper into a new client’s insurance experience or personal motivations. Regular team training also should include strategies—such as mock client interactions—to help team members get more comfortable with the process and allow agents a chance to offer constructive criticism.
Be agile and embrace change
Hustle culture is alive and well in Delhi, but it takes on a decidedly different form. Street vendors share every inch of the city’s roadways with motorcycles, cars, trucks, buses, bicycles, the ubiquitous auto-rickshaws, and even cows. The constant sound of street horns comes from every direction. Yet despite the congestion and chaos, everything keeps moving, and street vendors sell their food and their goods in the moment.
I observed that Delhi and its street vendors offer a powerful allegory for insurance agencies. Outside forces like rapidly
changing technology, economic volatility and a pestering hard market create widespread disruption. However, the most successful agents can move with the flow and find opportunities that others may miss.
Increase agility. Traffic never stops in Delhi, so street vendors must meet their potential customers on their terms. Sometimes, this can mean picking up their entire business and moving it to a new location. Agency owners should embrace a similar mindset by moving forward despite uncertainty. Consider adding a new line of business if existing lines are becoming unprofitable. Encourage agency staff members to try new ideas and technology to improve service and efficiency. Ensure regular check-ins with agency staff members to discuss their ideas and the tools that may help them meet goals. Then, test and incorporate successful insights—along with customer feedback—into agency processes that the wider team can benefit from to better meet clients’ evolving needs.
Do more with less. Delhi’s street vendors sell everything you can imagine. Yet, they aren’t backed by warehouses full of inventory or capital partners with deep pockets. Instead, they repurpose materials and make the most out of what they have. The lesson for agents: New isn’t always better. Consider maximizing the effectiveness of existing technology, like customer relationship management systems or carrier portals, before choosing a costly upgrade. An agency’s tech vendor representative can likely help uncover new or better ways to use their tools as the business’s needs shift. Use limited marketing dollars wisely, such as enhancing the agency’s social media presence instead of buying expensive ads. Seek ways to streamline workflows or reassign key resources before adding new staff members. Agent owners should suggest their team members seek out and participate in the many free trainings online trainings that discuss best practices for social media and operational efficiencies.
Meet customers where they are. One-price-fits-all does not work in Delhi. Street vendors build rapport with customers, then negotiate prices on the spot based on their customers’ reactions. Similarly, the most successful agents will keep up with changing consumer trends. This might mean connecting with younger customers through digital channels, taking more time to educate new policyholders and first-time homebuyers, or offering bundled coverage to meet a customer’s budget. Every person in an agency should be trained to identify needs through regular touchpoints and intentional questions that uncover opportunities
to educate clients. And, they should know how to guide them through the information and in understanding how it impacts their portfolios.
Nurture longstanding relationships
Without question, the best part of our trip was the selfcurated group of sophisticated, experienced world explorers with whom we traveled. We learned from each other constantly, laughed often and quickly became friends. Thrown together by chance and concurrent schedules, we quickly learned first names (last names were unimportant). We offered each other advice, photos and food. These shared experiences not only made our trip more fun, but they also helped us develop stronger relationships.
Here lies a potent reminder that in both life and business: Often, connection develops when and where it is least expected. Successful agents know that insurance is more than selling a policy or service. It’s about developing long-term relationships and seeking ways to deliver unexpected, positive surprises to clients.
Be a guide. Without our trusted guide, Puneet, and driver, Mahindra, by our side, we never would have been able to wind our way through Delhi. Their expertise guided us through the city’s giant traffic circles and led us to our destinations safely.
In the same way, customers rely on agents to navigate the complexities of insurance. Agents should seek to bring value beyond the sale by educating clients about their policies, and explaining what’s covered—and what is not—transparently. This opens the door for deeper conversations about closing policy gaps and developing strategies to balance appropriate coverage with premium cost.
Reach out throughout a policy cycle. Had Puneet simply taken us from point to point, we would have been appreciative. However, what made his guidance invaluable were the stories he told about the places and people we would meet. Puneet understood the importance of constant communication, and so should agents.
Developing a meaningful relationship with clients means reaching out often, not just at the obligatory policy renewal time. These routine check-ins let clients know that
their agent has a vested interest in keeping their valuable possessions and property protected. And in an age of AI and self-service, check-ins by phone add a unique personal touch that create authentic moments of connection. As agents implement processes around client interactions, they should outline client touchpoints outside of renewal times—such as setting regular check-ins to update them on upcoming changes or provide relevant resources.
Build trust through shared experiences. Toward the end of our trip, data on my electronic fitness monitor showed me that the stress of travel had taken a toll. As our group prepared to visit the Ganges River at dawn one morning, I really wanted to sleep in late. But Puneet reminded me that I was never going to be in Varanasi again. Because we had developed a trusted relationship, I listened to his advice and enjoyed an unforgettable morning.
Similarly, agents can cultivate trust and create authentic moments of connection with their clients through shared experiences. Telling personal stories about the ups and downs of the mortgage process will create deeper bonds with new homeowners. Checking in with property owners after a hailstorm and sharing a personal account of a nearmiss during a weather event will show clients that you understand what they are going through. Agency owners should require their team members to keep records of their conversations with clients, and stay up to date on events that might impact them, such as extreme weather, to increase value in check-ins.
Technology may be reshaping the way we interact with our customers, but my travels reminded me that an agent’s greatest asset is still the human touch. Our clients—like us—are people, and people we can connect with can be found everywhere. However, it is important to make sure strategies that aid human connection are embedded into an agency’s processes. The success of your agency will be determined not by how many policies you sell, but how you make your clients feel.
Caldwell is an author, speaker and mentor who has helped independent agents create more than 250 independent insurance agencies. Learn more by visiting www.tonycaldwell. net or contacting him at tonyc@oneagentsalliance.
Employee Benefits for
JOHN CHAPIN President, Complete Selling
SALES
Sell more regardless of market, economy, tariffs …
Back in 2009, while we were still in the throes of a difficult recession, and in 2020 during the pandemic, I wrote similar articles to this one. That said, while these tips are critical during difficult times—such as something in the economy, your market or any other disruption—this article will help you sell more anytime, good or bad.
Don’t let anything outside of you be your excuse. After a tough day or some difficult sales calls, it’s easy to blame a host of things other than yourself. Most communication is nonverbal, so people will see and hear your doubt, and you’ll sell less. This attitude also will demotivate you, which will lead to working less. When salespeople struggle or have doubt, most of them will cut calls and activity significantly. Instead, you should use difficult times and perceived challenges as a warning and motivation to work harder and smarter—not as an excuse to back off. Have a plan in place, know what you must do every day, and make sure you do it. If you back-off, business will go down, if you work harder and smarter, business will improve. In tough times—be it personal or professional— don’t give up, double up.
Always be on offense. In war, retreating, or sitting and waiting, are sometimes viable options. However, they aren’t when it comes to business. In business, waiting leads to stagnation and paralysis. At that point, your first indication that things are back to normal will be your competition whizzing past you while you sit still.
Get better at selling. When there are fewer sales opportunities and prospects, you must do better with the ones you have. The way to do this is to get better at selling. Become a student. Read books, listen to audios, watch videos, become a sponge and absorb everything you can get your hands on. Using this strategy has helped many salespeople improve to the point where they actually sold more in a so-called tough market than they sold when times were good. Now is the time to improve your skills. Getting better at selling (constantly and consistently) is the best way to grow your sales.
You need to focus on staying in touch with and keeping your name in front of customers and prospects, and delivering value each time.
Keep a good attitude. Your attitude is your most important sales tool in your arsenal. Our brains are like computers: “Garbage in, garbage out.” Put as many good ideas as possible into your brain. Pick up anything inspirational, motivational, positive and upbeat, and use it to keep a good attitude and stay focused. Be persistent. In addition to putting good ideas into your brain, eat good foods, get plenty of rest, get exercise and surround yourself with positive people. Stay away from negatives and negative people.
Prepare for the price objection and build value. Usually, price will be a factor in some way—regardless of the market. Many prospects do everything they can to commoditize vendors and simply go with the lowest price. Thus, it is vital that you build value. What are your primary benefits? How are you, your agency, and your product better than the competition? Are you local; is your long-term cost less, can you respond to service calls faster? You need to accentuate your primary benefits, make them as powerful as possible, and provide proof in return on investment models, testimonials, etc. Finally, come up with some solid responses to the price objection.
Focus on relationships. The relationship with the salesperson is the No. 1 reason people give for doing business with
a particular business. We’ve all seen it happen, you make an overwhelming case for your product versus the competition and yet, the prospect still buys from your competitor because they’re golf buddies.
Relationships are valuable. You need to focus on staying in touch with and keeping your name in front of
customers and prospects, and delivering value each time. Also you need to take that next step and building solid, long-term relationships. Send handwritten thank-you notes, anniversary cards, birthday cards and holiday cards. Your objective is to touch the customer more often on a more personal level at a time when your competitors are calling less and being less personal.
Need help with your staffing needs? Try PIA’s Agency Staffing Assistance Program
If you’re searching for the best candidates for your agency, PIA may be able to help.
Your objective is to touch the customer more often on a more personal level at a time when your competitors are calling less …
You are responsible for your success. Five years from now, you and your career will arrive somewhere, the question is: where? If you decide that something outside of you, such as the economy, tariffs, the market, inflation or another factor is responsible for your success or failure, you give away power and control of your destiny and your ultimate success.
ASAP gives you access to plenty of helpful resources:
• It starts by going to the ASAP webpage. Just select your state and you’ll be able to access the program.
• From there, we offer a wide range of resources to suit your staffing needs. This includes contact information for testing and recruiting agencies, a link library for job sites, select QuickSource library documents, and more.
•This service is part of your membership! Access a wealth of curated information as a member of PIA, for no added cost.
You can access the program at: www.pia.org/IRC/asap
The way to change that is to remember that your success is up to you, you own it—and you control it. Provided you have solid goals and strong enough reasons why you need to get there, you will arrive where you decide to arrive— regardless of any outside factors.
Chapin is a motivational sales speaker, coach and trainer. To have him speak at your next event, go to www.completeselling.com. He has over 37 years of sales and sales management experience as a No. 1 sales representative, and he is the author of the 2010 sales book of the year: Sales Encyclopedia (Axiom Book Awards). Reach him at johnchapin@completeselling.com.
Have a question? Ask PIA at resourcecenter@pia.org
Data theft, door-to-door solicitation and more
Conn.: Employee social media activity
Q. Recently, one of my employees liked a direct competitor’s Facebook post. In the past, our agency has had a contentious relationship with this competitor. We work hard to uphold our image as a team, and I’ve thought about disciplining her, but I want to make sure this is legal. Am I OK to take disciplinary action because of this?
A. A case in the Fourth U.S. Circuit Court of Appeals determined that a “like” on social media counts as protected free speech. In Connecticut, workers cannot be disciplined for exercising their free speech rights.
Additional information can be found in Connecticut General Statute Section 31-51q:
Liability of employer for discipline or discharge of employee on account of employee’s exercise of certain constitutional rights. Any employer, including the state and any instrumentality or political subdivision thereof, who subjects any employee to discipline or discharge on account of the exercise by such employee of rights guaranteed by the First Amendment to the U.S. Constitution or Section 3, 4 or 14 of the first article of the Constitution of the state, provided such activity does not substantially or materially interfere with the employee’s bona fide job performance or the working relationship between the employee and the employer, shall be liable to such employee for damages caused by such discipline or discharge, including punitive damages and for reasonable attorney’s fees as part of the costs of any such action for damages. If the court determines that such action for damages was brought without substantial justification, the court may award costs and reasonable attorney’s fees to the employer.
The general statute explicitly prohibits an employer from disciplining or firing an employee for exercising his or her First Amendment rights—so long as such exercise does not materially harm the employer. For example, you may not fire or discipline an employee for writing a letter to the editor criticizing a political position you favor. In the specific case
ASK PIA
referenced in your question, since the court determined that a Facebook like is, for constitutional purposes, indistinguishable from the letter to the editor, C.G.S.A. 31-51q would protect the employee.—Danielle Caswell, Esq.
N.H.: Opening a branch office
Q. Currently, I have an agency in another state. I would like to open a branch office in New Hampshire. What do I need to do?
A. Opening a branch office in New Hampshire involves two key steps: 1. registering your business with the state; and 2. obtaining a business-entity producer license.
Step 1. Before applying for a license through the New Hampshire Insurance Department, you must register your agency as a business entity with the New Hampshire Department of State. This applies whether you’re forming a domestic business in New Hampshire or registering a foreign (outof-state) entity. Here’s how to register:
1. Go to the NH QuickStart portal (https://quickstart.sos. nh.gov/online/Account/LandingPage).
2. Create an account or log in if you already have one.
3. From your dashboard, click “Create new business.”
4. Follow the prompts to enter your business details.
5. When finished, choose to add to cart and check out, or add to cart and continue filing.
6. Pay the required fees using a credit card.
7. If your filing is successful, you’ll receive a confirmation message.
8. Current processing time is up to 30 business days.
Filing fees vary by business type:
• Trade name (DBA): $50 to register; $50 to renew every five years
• For-profit corporation: $100 to register; $100 annually
• Nonprofit corporation: $25 to register; $25 every five years
• LLC: $100 to register; $100 annually
Step 2. Once your business is registered with the state, apply for a business-entity producer license with the NHID. You can apply online by:
1. Submitting your application through the National Insurance Producer Registry (https://nipr. com/licensing-center/apply).
2. Providing the required information: Ensure all personal and licensing information matches your resident state’s records.
3. Paying the fees: A state licensing fee of $210 applies, plus a $5.60 NIPR transaction fee (nipr.com, staterequirement.com).
When you are applying for your license, don’t forget the following:
• If you’ve answered “yes” to any background questions, submit supporting documents electronically via NIPR’s Attachments Warehouse.
• Applicants with a revoked or suspended license status cannot apply electronically.
For business entities. Eligibility criteria includes the following. You:
• must be a legally recognized business entity (e.g., corporation, LLC, partnership);
• cannot have a business address in New Hampshire; and
• must designate at least one Designated Responsible Licensed Producer who holds an active resident or nonresident license in New Hampshire.
Additionally, the DRLP(s) must collectively cover all lines of authority for which the business is applying.—Bradford J. Lachut, Esq.
Vt.: Hold premiums as a fiduciary
Q. Does Vermont have a law that requires producers to hold premiums as a fiduciary?
A. Yes. Vermont Banking and Insurance Law Section 4724, paragraph 12 states: Failure of any insurance agent, broker or insurer to act as a fiduciary in regard to premiums, return premiums or other sums of money received by him or her in his or her capacity as insurance agent, insurance broker or insurer by failure to pay or transmit in a timely manner those sums of money to the persons to whom it is owed.—Danielle Caswell, Esq.
Employee theft of data
Q. I’m looking for coverage information to provide insurance coverage for an insured whose employee steals the identity of the insured’s customers—whether it be information taken from a physical file or information taken from a computer, file server or the internet. What coverage would be needed for the insured to protect those clients whose information was stolen?
A. This is a significant problem. Liability for the theft of electronic data is an element of broader cyber liability exposures. Many insurance products exist—or are in development—to cover these exposures. Currently, some are being offered in the surplus lines market. They go by such names as cybersecurity, cyberrisk, cyberliability, data breach liability, e-commerce liability, network liability, media liability, internet liability, etc.
Data breach committed by employees is just one of the potential coverage modules in these cyber liability policies.—Dan Corbin, CPCU, CLU, LUTC
Family Leave Act–who pays?
Q. I would like a clarification of the Family and Medical Leave Act of 1993. If the employee takes a leave under this federal act, who pays for the employee’s medical coverage?
A. The employer is required to continue to provide health benefits during the leave at the same level as if the worker were still working in his or her regular position.
The worker must continue to pay appropriate premiums (to the same extent as if the worker still is working), co-payments and other out-of-pocket costs required under the health plan. Arrangements of the payment of any premiums for which the employee is responsible should be included in planning the leave.
Employees who fail to return to work after their entitled leave has expired may be required to re-pay the health premiums their employer paid to continue their coverage during the leave—unless the failure to return is due to a continuation of the medical condition that prompted the leave or to “other circumstances beyond the [employee’s] control.”
For information on the Family Medical Leave Act—which applies to employers with 50 or more employees—PIA Northeast members can access Family Medical Leave Act (QS90400) in the PIA QuickSource library. —Bradford J. Lachut, Esq.
PIACT 2025 – 2026 Board of Directors
OFFICERS
President
Kevin P. McKiernan, CIC, CPIA Abercrombie, Burns, McKiernan & Co. Insurance Inc.
484 Post Road, Ste. A Darien, CT 06820-3651 (203) 655-7468 kmckiernan@abmck.com
President-elect
Katie Bailey, CPIA, ACSR, CLCS
The Russell Agency LLC
317 Pequot Ave. PO Box 528 Southport, CT 06890-0528 (203) 255-2877
kbailey@therussellagency.com
Treasurer
Kimberly A. Tompkins, CIC, CPIA, AIS, AINS, PHM, CRIS, ACSR
The Mutual Group/GuideOne Mutual 1111 Ashworth Road W. Des Moines, IA 50265-3572 (515) 267-5785 ktompkins@guideone.com
Secretary
Jeffrey A. Krar
Joseph Krar & Associates Inc. 1676 West St. PO Box 580 Southington, CT 06489-0580 (860) 628-3967 jkrar@jkrar.com
Immediate Past President
Nick Ruickoldt, CPIA, CISR
The Russell Agency LLC 317 Pequot Ave. PO Box 528 Southport, CT 06890-0528 (203) 255-2877 nruickoldt@therussellagency.com
PIA NATIONAL DIRECTOR
Jonathan Black, LUTCF, CPIA, CLTC, NAMSA, NSSA
Curtis Black Insurance Associates LLC 57 North St., Ste. 119 Danbury, CT 06810-5626 (203) 792-3055 jblack245@gmail.com
DIRECTORS
Scott Burns
XS Brokers Insurance Agency Inc. 225 Asylum St. Hartford, CT 06103-1516 (617) 471-7171 sburns@xsbrokers.com
Anthony DeSalva Georgetown Financial Group 73 Redding Road Redding, CT 06896-3210 (201) 544-9300 anthony@gfginc.com
Ryan Kelly USI Connecticut 10 Middle St. Bridgeport, CT 06604-4257 (203) 258-0834 ryan.kelly@usi.com
Nicholas Khamarji Jr. New England Insurance PO Box 125 Easton, CT 06612 (203) 445-3594 NGK325@gmail.com
Justin Sloan Nesso Group 409 Canal St. PO Box 790 Milldale, CT 06467 (860) 374-4010 jsloan@nessogroup.com
CTYIP REPRESENTATIVE
Justin Sloan Nesso Group 409 Canal St. PO Box 790 Milldale, CT 06467 (860) 374-4010 jsloan@nessogroup.com
ACTIVE PAST PRESIDENTS
James R. Berliner, CPCU Berliner-Gelfand & Co. Inc. 188 Main St., Ste. A Monroe, CT 06468-1149 (203) 367-7704 jim@berlinerinsurance.com
Mark Connelly, CIC Fairfield County Bank Insurance Services 401 Main St. Ridgefield, CT 06877-4513 (203) 894-3123 mark.connelly@fcbins.com
John DiMatteo, CPFA, CFP DiMatteo Group Financial Services 1000 Bridgeport Ave., Unit 506 Shelton, CT 06484-4660 (203) 924-5408 jdimatteo@dimatteofinancial.com
J. Kyle Dougherty, CIC Dougherty Insurance Agency Inc. 2420 Main St., Ste. 5 Stratford, CT 06615-5963 (203) 377-4394 kyle@doughertyinsurance.com
Peter Frascarelli, CPIA Ferguson & McGuire 6 North Main St. Wallingford, CT 06492-3741 (203) 269-9565 pfrascarelli@fergusonmcguire.com
Michael F. Keating
Michael J. Keating Agency Inc. 10 Arapahoe Road PO Box 270048 W. Hartford, CT 06127-0048 (860) 521-1420 mfkeating@keatinginsurance.com
Howard S. Olderman Olderman & Hallihan Agency 400 Main St. Ansonia, CT 06401-2303 (203) 734-1601 howard@oldhalins.com
Bud O’Neil, CPIA C.V. Mason & Co. Inc. PO Box 569 Bristol, CT 06011-0569 (860) 583-4127 boneil@cvmco.com
Gerard Prast, CPIA
XS Brokers Insurance Agency Inc. 13 Temple St., Floor 1 Quincy, MA 02169-5110 (617) 471-7171 gprast@xsbrokers.com
Shannon Rabbett, CIC
Rabbett Insurance Agency dba JMG Insurance Group 225 Rollingbrook Windsor, CT 06095-1363 (860) 212-3559 srabbett@jmg.com
Augusto Russell, CIC NFP
29 S. Main St., Ste. 300 West Hartford, CT 06107-2420 (860) 764-0555 augusto.russell@nfp.com
Timothy G. Russell, CPCU The Russell Agency LLC 317 Pequot Ave. PO Box 528 Southport, CT 06890-0528 (203) 255-2877 trussell@therussellagency.com
12 AFCO Direct
16 AON Affinity Travel Practice
10
Berkshire Hathaway GUARD Insurance
11 JENCAP
17 Omaha National 7 SIAA
28 PIA Agency Staffing Assistance Program
34 PIA Northeast Advertising
30 PIA E&O Insurance
13 PIA Education
14 PIA Industry Resource Center
26 PIA Members’ Choice
2 PIA NumberONE Comp Program
29 The Premins Company
BC United Risk
8 Venbrook Group
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PIANH 2024 – 2025 Board of Directors
OFFICERS
President Casey Hadlock
Hadlock Agency Inc. 150 Old County Road Littleton, NH 03561-3628 (603) 444-5500 casey@bestinsurance.net
Vice President
Jeffrey Foy, AAI 4 Fox Hollow Court E. Kingston, NH 03827-2036 (603) 778-5036 jefffoy1889@gmail.com
Secretary/Treasurer
Alex Kapiloff, CPCU, CLU, CIC, AAI Kapiloff Insurance Agency Inc. 417 Winchester St. Keene, NH 03431-3914 (603) 352-2224 akapiloff@kapiloff.com
Immediate Past President
Keith T. Maglia Insurance Solutions Corp. 60 Westville Road Plaistow, NH 03865-2947 (603) 382-4600 kmaglia@isc-insurance.com
National Director
Lyle W. Fulkerson, Esq. HPM Insurance 101 Ponemah Road #1 Amherst, NH 03031-2816 (603) 673-1201 lyle@hpminsurance.com
ACTIVE PAST PRESIDENTS
Lisa Nolan, CPCU Cross Insurance 1100 Elm St. Manchester, NH 03101-1500 (603) 669-3218 lnolan@crossagency.com
John Obrey Obrey Insurance Agency Inc. 1B Commons Drive, Unit 13A PO Box 1018 Londonderry, NH 03053-1018 (603) 432-3883 john@obreyinsurance.com
DIRECTORS
Anthony Inverso North American Insurance Alliance 234 Lafayette Road Hampton, NH 03842-4105 (207) 831-4837 anthony.inverso@naia-consulting.com
Erik Liguori Brown & Brown of New Hampshire Inc. 309 Daniel Webster Hwy. Merrimack, NH 03054-4116 (603) 424-9901 erik.liguori@bbrown.com
Paul Riley Safety Insurance
20 Custom House St., Ste. 400 Boston, MA 02110-3516 (617) 951-0600 paulriley@safetyinsurance.com
Lori Sherman New England Indemnity Co. 10 Corporate Drive, Ste. 2203 Bedford, NH 03110-5956 (330) 412-5534
lsherman@neindemnity.com
NEW ENGLAND COMPANY PARTNERS
As of publication date. For more information go to pia.org.
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