2025 July/August New York by PIA Northeast

CULTURE AS A BUSINESS

July/August 2025 • New York

Measure its real impact on your agency’s

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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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Wherever you are on your journey as an independent insurance agent, or your journey to become one, you owe it to yourself to check out the benefits of becoming a SIAA member. There’s a reason over 5,000 independent agents are availing themselves of the tools, knowledge, and support provided by The Agent Alliance.

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Protecting leaders who build lasting cultures

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 issues, 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. We are well on our way to

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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)

TRAVEL AGENTS AND TOUR OPERATORS

•

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.

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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.

PIANJ | PIANY Annual Conference— a chart-topping success

Insurance professionals from the Northeast amass in Atlantic City

Some 1,700 insurance professionals from across the Northeast—record-breaking attendance since the COVID-19 pandemic—kicked up their boots and took center stage at the PIANJ | PIANY Annual Conference June 8-10, 2025, at the Hard Rock Hotel Casino, Atlantic City, N.J.

Speakers, education sessions and a panel on artificial intelligence all provided attendees with educational opportunities—while the sold-out trade show and various social events provided the backdrop to numerous networking opportunities.

For more information about the event, including more photos, see the related article on PIA Northeast News & Media (www.blog.pia.org).

Keynote address

At the Networking Lunch on Monday, PIANY President Richard Andrews, LUTCF, offered his remarks: “Leadership, at its core, is about serving others: our clients, our communities,

PIANY President Rich Andrews discusses leadership.

Kelly Swanson talks about strategic storytelling.

crowd.

our teams and this industry,” he said. “It’s about lifting others up, creating opportunities, and building a future together. And, that spirit of service and community is exactly what brings us here today.”

Speaking after Andrews, PIA National President Ariel Rivera’s remarks focused on the greatest industry with the greatest people, and he shared the latest news from PIA National. “[T]hough our work isn’t always in the spotlight, it does make an impact every single day,” said Rivera. “What we do is very serious, and what we do matters. Sometimes, we see our carriers getting crushed in the news due to misinformation. But, what they don’t say on the news is that our carriers pay out billions (yes, billions) of dollars when catastrophes or unfortunate events happen.”

Due to this, he encouraged agents to “keep putting a good word out there in your communities, and let everyone know how important the insurance industry is.”

If there is one word to describe PIA Northeast, Rivera would say that word is: Excellence. In advocacy, education, leadership, innovation and member service. “You consistency lead by example—not just within your region, but across our entire PIA family,” said Rivera. “You keep shaping the future of our industry through vision, collaboration, and an unwavering commitment to raising the standard.”

Rivera also discussed how PIA National continues to develop resources, programs and initiatives that help professional independent insurance agents thrive. He talked about the importance of its advocacy and education initiatives, and the PIA Partnership and the PIA Tech Council, which helps agents adopt tools that streamline operations while preserving the personal touches that define the profession.

After Rivera’s address, funny motivational speaker Kelly Swanson shared what she has learned about connecting and engaging to have more influence in business, using one tool—strategic storytelling. “Information is not that special anymore,” she said. “It doesn’t matter what you know or what your skills are because people are on information overload.” So, if information or skill sets aren’t differentiators anymore, what is? How can a person win and be heard above the noise? She said, the winners will be the people who can add meaning to the information—the ones who are storytellers.

“Embrace your story and tap into [your clients’] stories. Don’t just sell what it is you do, but sell why it matters

PIA National President Ariel Rivera addresses the

and what it means,” said Swanson. “If you can tell your story and theirs at the same time, I believe you will be heard above the noise.”

Star-studded education

In Sunday morning’s Cyber Liability & Data Breach: Don’t Be Compromised, John Fear, CISR, CPIA, discussed how individ uals and businesses are faced with the increasing frequency and complexity of cyberattacks and data breach incidents. “As independent agents and brokers, our responsibility is to help our clients understand their needs based on the risks they face, and to offer products that will help protect them from—and restore them when—these incidents take place,” said Fear.

In Monday morning’s Unprecedented Times: Other Than Price, What Else Has Increased?, Fear noted that clients are experiencing disruptions caused by carriers limiting new business, and they are looking to their insurance agents to answer their questions. During the session, he discussed the operational impact of client connections to not only retain current clients, but also to differentiate an agency regarding communicating the value of having the proper coverages.

Monday afternoon Steve Lyon, CPCU, CIC, CRM, AAI, ARM, AIS, CRIS, MLIS, AFIS, TRIP, lead: Homeowners and the Hard Market: Building Your Home (Policy) on a Firm Foundation. “Frequent and severe weather events are costing the industry more than our rate structure can handle,” said Lyon. “As a result, carriers are filing for significant year-over-year increases, not writing new business, or leaving markets. We are on the verge of a national insurance crisis.” The class explored what insureds can do to make their risk more attractive to insurance companies, help reduce premiums, and avoid nonrenewals. He also discussed parametric insurance’s part to insure future catastrophic events and how it helps take pressure off the standard marketplace.

In Tuesday morning’s Ethical Practices in Insurance: Managing E&O Risks, Cathy Trischan, CPCU, CIC, CRM, AU, ARM, AAI, CRIS, MLIS, TRIP, discussed some of the ethical dilemmas insurance professionals face. The class offered them the opportunity to discuss the different errors-and-omissions issues insurance agents face in their day-to-day business. “This is a great opportunity to hear from your peers about some of the ethical dilemmas they face—which can offer valuable insight.”

Networking

The trade show featured some 160 exhibitors. Insurance professionals swaggered across the trade-show floor to meet with the exhibitors, and explored new possibilities for their businesses and careers.

The Young Insurance Professionals helped kicked off the conference with its YIP Late-Night Honky-Tonk at the Hard Rock Café Backstage on Sunday night.

Southern nights beach party

On Monday evening, the LandShark Bar & Grill opened its doors again for PIA. There, attendees kicked off their boots, enjoyed the food, the beverages, the atmosphere of Atlantic City’s iconic Boardwalk, and the company of each other. All of this was backed by the music of GoodMan Fiske—one of the most popular cover bands on the East Coast.

Fun Run for Special Olympics raises over $85,000

The YIP 41st Annual Fun Run 5K—which benefited Special Olympics New Jersey—was held Tuesday morning on the Boardwalk outside of the Hard Rock Casino. This year, some 90 runners participated. The event raised $85,746 for SONJ.

The top finishers included: Nichole Reppert as the firstplace female finisher (29:37) and Francis Kelly as the first-place male finisher (19:20); Tiffany Cospito as the second-place female finisher (29:49) and Matthew MacDonald as the second-place male finisher (26:34); and Norma Alvarez-Martin as the third-place female finisher (30:18) and Drew Bramley as the third-place male finisher (27:15).

This year’s top fundraisers included: top overall individual fundraiser: Ken Bull ($3,610); top agency fundraiser: New Jersey Young Insurance Professionals ($4,820); and top company fundraiser: FMI ($23,752).

Plan for next year

Thanks for being a part of this boots-on-theground experience.

We already are planning for next year’s event, and we hope to see you there, too! Watch your PIA publications for more details. And, save the date: June 7-9, 2026—at the Hard Rock, Atlantic City.

Czupryna is PIA Northeast’s publications manager and PIA Magazine’s editor-in-chief.

(L-R) NJYIP President Timothy Latimer; NY-YIP President Scott Richards; Special Olympics Athletes Aadita Arulalan and Maureen Larsen.

And, they’re off … for the 41st Annual YIP Fun Run to benefit SONJ.

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.

Lawyers Professional Liability Coverage

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.

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.

PIA

Have a question? Ask PIA at resourcecenter@pia.org

Data theft, door-to-door solicitation and more

Group life–termination of employment

Q. Does the state have any requirements to allow an employee to convert coverage under an employer’s group life insurance policy to individual coverage?

A. Yes. New York group life policies must contain provisions affording the right of the employee to convert to individual coverage in the event of termination of employment. See Sections 3220(a)(6) and 3220(a)(4).

As you will see upon reading these sections, several conditions and limitations apply to the privilege. Note that there are some policies to which the employee’s conversion right does not apply; see Section 4216(b)(8)(A)—policies issued to a municipal corporation or a public-housing authority for its employees.—Joseph Patterson

Sexual harassment prevention–noncompliance

Q. What is the penalty for noncompliance with New York state’s Sexual Harassment Prevention Law?

A. The short answer is that a violation of this law is a violation of New York Labor Law, which carries a maximum fine in the amount of $100 for a first offense. That increases to a maximum of $500 for a second offense, and a minimum of $300 for subsequent offenses. Imprisonment is permitted for a period of up to 15 days for a first offense, up to 30 days for a second offense, and up to 60 days for subsequent offenses (Labor Law Section 213).

The long answer is that the penalties can be much higher. The penalties are per violation, not per employer. For example, an employer has 10 employees, and he or she fails to provide the sexual harassment prevention training—presuming a first offense—the fine would be $100 for each employee for a total of $1,000. If that same employer failed to provide a sexual harassment prevention policy, the fine would increase to $2,000.

There also are nonstatutory penalties that come with noncompliance. If a lawsuit were to be brought against the em-

Most employment practices liability insurance policies will deny coverage and defense costs when there has been a violation of the Labor Law.

ployer for fostering an environment in which sexual harassment was allowed to exist, it could lead to massive penalties. Most employment practices liability insurance policies will deny coverage and defense costs when there has been a violation of the Labor Law. So, the offending party would be forced to pay defense costs, as well as any damages awarded by the court. Those damages likely will include punitive damages. Failure to follow the law, especially willfully, often leads to the awarding of punitive damages against the offending parties. Punitive damages often run in the hundreds of thousands—if not millions—of dollars. Even if an insurance policy were in place to cover defense costs and basic damages, New York state does not allow insurance policies to cover punitive damages, as it is considered against public policy. The offending party would be on the hook for the punitive damages regardless of the existence of an insurance policy.—Bradford

J. Lachut 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 excess line 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

Soliciting door-to-door

Q. I understood that my producer license gives me the authority to sell, negotiate and solicit insurance across my entire state. However, I was going door-to-door leaving advertising door hangers, and I was stopped by a law enforcement officer. The officer told me that I could not solicit in that town/city/village without a permit. Additionally, I was kicked out of a condominium complex that had a no soliciting sign posted. Can a village or a condo board overrule the state insurance department? Who has the final say in where I can or cannot solicit?

A. You are correct in interpreting your license as granting you the right to sell, negotiate and solicit insurance business across your entire state of licensure. However, soliciting as de-

fined in the state’s insurance laws, and soliciting as contemplated by a town’s ordinances are different concepts. A private facility (e.g., a mall, plaza, condominium, apartment complex) can impose certain limited restrictions— such as banning soliciting—an otherwise lawful behavior on its premises. Therefore, to be on private property in violation of these restrictions can be deemed as trespassing.

When it comes to regulating who may go door-to-door attempting to sell or advertise goods or services, municipalities can exert control. Typically, a city, town or village may have language like this defining soliciting:

SOLICITING

PEDDLING—A

person who goes from place to place by traveling on the streets or from house to house selling goods by samples or taking orders for services, home improvements or alterations to be furnished, done or delivered at a future date, with or without accepting an advance payment for the goods, wares, merchandise or services sold or contracted for or a person who goes from place to place by traveling on the streets or from house to house taking surveys or seeking monetary contributions.

Then, the town may regulate solicitation by requiring a permit, like this:

It shall be unlawful for any peddler, hawker, solicitor or canvasser to sell or dispose of, or offer to sell or dispose of any goods, wares, merchandise or services to be rendered in the future, or to take orders for any goods, wares, merchandise or services to be delivered or rendered in the future, within the Township of Example without first obtaining a license therefor.

Sometimes, a municipality also may require a person who seeks to solicit or peddle to wear a button or affix a sticker to his or her car announcing that he or she is a peddler.

It is legally problematic for a municipality to flatly ban all soliciting, peddling or advertising, so a municipality will regulate the activity to the extent allowed, and, if it wishes to discourage the activity, makes it an onerous or unpleasant process.—Bradford J. Lachut, Esq.

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.

PIANY 2024–2025 Board of Directors

OFFICERS

President

Richard Andrews, LUTCF Andrews Agency Inc. 804 W. State St. Ithaca, NY 14850-3312 (607) 273-7551 rich@andrewsagencyinsurance.com

President-elect

Jason E. Bartow, AAI, CPIA, TRA Bartow Insurance Agency & Jebb Brokerage Inc. 62 South Second St., Ste. C Deer Park, NY 11729-4716 (631) 242-4745 jason@bartowinsurance.com

First Vice President

Michael A. Loguercio Jr. Belfor Property Restoration 10 Cullen Lane Middle Island, NY 11953-2108 (631) 964-8900 michael.loguercio@us.belfor.com

Vice President

Raymond J. Gillis Sr., FIC, FICF Fire Mark Insurance Agency Inc. 826 E. Main St. P.O. Box 39 Cobleskill, NY 12043-0039 (518) 234-2534 ray@firemarkins.com

Vice President

Jorge Hernandez

North Franklin Brokerage Inc. 13 N. Franklin St. Hempstead, NY 11550-3810 (516) 564-5656 jorge@nfbinsurance.com

Treasurer

Eric Cohen

Benefit Quest Inc./Eric Cohen Insurance 420 Lexington Ave., Room 2400 New York, NY 10170-2499 (212) 389-7838 eric.cohen@benefitquest.com

Secretary Ed Chadwick

Jencap Specialty Insurance Services 295 Main St., Rm. 866 Buffalo, NY 14203-2521 (800) 333-7226 ed.chadwick@jencapgroup.com

Immediate Past President

Gary Slavin, CIC, CLTC, LUTCF 63 Sunset Road Massapequa, NY 11758-7541 (516) 606-5752 gslavin@lebenthal.com

NATIONAL DIRECTOR

Michael J. Skeele, CIC, CPIA Skeele Agency Inc. 1715 Albany St. P.O. Box 459 DeRuyter, NY 13052-0459 (315) 436-1458 mikeskeele@skeele.com

DIRECTORS

Peter Buccinna XS Brokers 13 Temple St., Fl. 1 Quincy, MA 02169-5110 (518) 567-5645 pbuccinna@xsbrokers.com

Justin Fries, CIC, CPCU, CPIA Garber Atlas Fries & Associates Inc. 3070 Lawson Blvd. Oceanside, NY 11572-2711 (516) 837-1100 jfries@gafinsurance.com

Marshall Glass, CPIA Ironpeak (formerly Iroquois Group) 2049 32nd St. Astoria, NY 11105-2054 (917) 387-7603 mglass@ironpeak.com

Leslie C. Rogoff

Madison Avenue Brokerage Corp. 90 Broad St., Fl. 10 New York, NY 10004-2297 (646) 459-2495 leslie@madisonavenuebrokerage.com

Richard Signorelli AZBY Brokerage Inc. 1751 Crosby Ave. Bronx, NY 10461-4939 (718) 828-4505 richard.signorelli@azbybrokerage.com

NY-YIP REPRESENTATIVE

Scott Richards Hilltop Strategies 65 Lewis Court Huntington Station, NY 11746-1112 (516) 659-2352 scott.s.w.richards@gmail.com

ACTIVE PAST PRESIDENTS

Tim Dean, CIC, CRM Marshall & Sterling Inc. 110 Main St., Ste. 4 Poughkeepsie, NY 12601-3080 (845) 454-0800 tdean@marshallsterling.com

David Dickson 112 West Ave. Fairport, NY 14450-2138 (585) 734-8935 dholmd@gmail.com

Jamie A. Ferris, CIC, CRM, AAI, CPIA P.W. Wood & Son Inc. 2333 N. Triphammer Road, Ste. 501 Ithaca, NY 14850-1083 (607) 266-3303 jamie@thewoodoffice.com

Lynne R. Frank, CPCU 12 Turnberry Ct. Williamsville, NY 14221-8206 (716) 480-8075 lfrank802@gmail.com

Jeffrey H. Greenfield NGL Group LLC 112 Merrick Road P.O. Box 847 Lynbrook, NY 11563-0847 (516) 599-1100 jeffg@nglgroup.com

Fred Holender, CLU, CPCU, ChFC, MSFS Lawley LLC 361 Delaware Ave. Buffalo, NY 14202-1622 (716) 849-8257 fholender@lawleyinsurance.com

Erik Nicolaysen III, CPCU Nicolaysen Agency Inc. 77 S. Greeley Ave. P.O. Box 108 Chappaqua, NY 10514-0108 (914) 238-4455 erik@nicolaysenagency.com

John C. Parsons II, CIC, AAI, CPIA Parsons & Associates Inc. 440 S. Warren St., Ste. 704 Syracuse, NY 13202-2656 (315) 472-5420 jcp2.piany@parsonsinsurance.com

Gene L. Sandy, CIC Highstreet Insurance Partners Millennium Alliance Group LLC 534 Broadhollow Road, Ste. 103 Melville, NY 11747-3673 (516) 496-8004 eugene.sandy@highstreetins.com

Richard A. Savino, CIC, CPIA Broadfield Group LLC Trucordia 68 Main St. Warwick, NY 10990-1329 (845) 986-2211 richs@broadfieldinsurance.com

John Tomassi, CPCU Open Coast Surety Agency LLC 140 W. 31st St. New York, NY 10001-3411 (212) 686-1515 jtomassi@ocsurety.com

J. Carlos “Shawn” Viaña Marshall & Sterling Inc. 25 Mohawk Ave. Scotia, NY 12302-2565 (518) 284-1100 sviana@marshallsterling.com

COMMITTEE VOLUNTEERS

Dina Bruno, CPIA Franklin Mutual Insurance Branchville, NJ

Peter Conte, CPIA, MSRE Honig Conte Porrino Insurance Agency Inc. New York, NY

Matthew Davoult AFCO Direct Lake Forest, IL

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Jeffrey Dende, CIC, CPIA PW Wood & Son Inc. Ithaca, NY

Christina Kager Piper Insurance Agency Inc. Painted Post, NY

Bruce D. Rowledge Rowledge & Falvo Insurance Scotia, NY

Frances A. Scott F.A. Scott Insurance Agency Goshen, NY

Derek Stork, CIC Stork Insurance Agency Penn Yan, NY

Dive headfirst into a summer of insightful education seminars

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Monday, July 14, 2025: CPRM—Winning the Business: The Art of Presentation

Monday, July 14, 2025: CRM—Financing of Risk

Monday, July 28, 2025: CPRM—Understanding Coverage Differences

Tuesday, Aug. 5, 2025: CRM—Practice of Risk Management

Aug. 6-7, 2025: Ruble Graduate Seminar (hybrid—online and in person)

Monday, Aug. 11, 2025: CPRM—Practical Application of PRM

Tuesday, Aug. 12, 2025: CRM—Analysis of Risk

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In 1985 driving distances averaged 256 yards.

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