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05/09/2024 · 5 min read
Scale your agency by moving from operator to architect: hire to roles with defined KPIs, document your three highest-volume processes, run weekly standups to known numbers, and protect margin with intentional pricing. The behaviors that got you to $500K block you from $2M because you are the bottleneck.
06/26/2023 · 5 min read
Payout is what your insurance agency pays you this year. Payoff is the cumulative value of every renewing client across five, ten, twenty years. A $200 commission becomes $2,000 plus referrals when retention holds. Model the full picture before you decide what to invest in retention.
06/19/2023 · 5 min read
Working more hours shrinks an agency once the owner becomes the bottleneck. Personal labor has a 168-hour ceiling. Strategic leverage (systems, delegated tasks, producer development) raises the ceiling. Calculate your real hourly rate, then remove yourself from low-leverage work.
05/22/2023 · 5 min read
Set agency goals that actually move premium: pick an annual revenue number, split into quarterly milestones, monthly production targets, weekly activity quotas, and daily contact counts. Share every level with the team and run a 30-minute monthly review on a standing agenda.
05/15/2023 · 5 min read
Three systems let you scale without burning out: documented processes for every repeatable function (with automation on tasks that don't need judgment), real delegation with clear authority and a review cadence, and a CRM your whole team uses as single source of truth. Skip these and growth turns into chaos.
03/21/2022 · 5 min read
Keith Zabrocki grew his agency by treating it as an enterprise, not a high-income sales job. The decisions that drove it: a clear vision, deep carrier relationships over wide ones, and team capability as the real ceiling on growth.
03/16/2022 · 5 min read
Hire when the owner spends more than 20 percent of time on tasks a well-trained staff member could handle, revenue is stable enough to support payroll, or service quality is visibly slipping. Hire in the right sequence: service first, production support second, operations and management roles third.
01/10/2022 · 5 min read
Justin Brock built a serious Medicare and final expense agency by picking a market with recurring revenue and an aging population, baking compliance in from day one, and engineering the back end before he ever pushed front-end growth.
10/16/2021 · 5 min read
Mega agency owners operate from a leverage mental model, not personal capacity. They build specialist team architecture (dedicated sales, service, and ops), manage culture as an active leadership function, and evolve the owner role from producer to system-builder to strategic leader.
10/16/2021 · 5 min read
Stephanie Hamilton's mega agency playbook comes down to three disciplines: define the role before you hire for it, treat retention as a growth strategy not just a defense, and accept that culture is determined by what you tolerate, not what you post on the wall.
10/07/2021 · 6 min read
Delegation only works when you build the oversight layer. Kirk Baker uses three things: random sampling, visible metrics, and a regular one-on-one. Match the right person to the task, and never delegate culture, key client relationships, or producer hiring.
10/06/2021 · 6 min read
Handing off agency service work requires written process, explicit standards, and repeated observation, not a single walk-through. Kirk Baker explains why the new frontier rewards agencies that document service tasks, train against the document, and inspect what they expect.
07/02/2021 · 5 min read
Buy a book if you have the capital, operational bandwidth, and realistic targets at fair valuations. Build organically if cash is tight or your service model would break under an acquisition. Most scaling agencies use both: organic production for compound growth, acquisitions to compress time on specific targets.
06/17/2021 · 6 min read
Profitable insurance Facebook ads need a three-stage funnel (cold for awareness, retargeting for warmed clickers, direct offers and lookalikes at the bottom), 20% budget increases at most every two weeks, creative refreshed every two to three weeks, and ad spend treated as capital allocation, not as cost to minimize.
06/03/2021 · 6 min read
AIA delivers value to independent agents through vetted technology stacks at preferential pricing, marketing and lead generation programs, compliance support, and structured peer groups. The agents who get the most engage actively; passive carrier-access members see almost no ROI.
04/09/2021 · 6 min read
Matt Dietz scaled past survival with three moves: accepting a short-term production dip to invest in team development, hiring for long-term opportunity orientation over technical skill, and documenting his head-knowledge into trainable systems so new producers started higher than he did.
03/31/2021 · 6 min read
Brett Young's operational moves that drive scale are continuous behavioral hiring with role-creation for exceptional candidates, documented culture and onboarding instead of personality-driven contagion, and mapped workflows owned by department heads so the agency runs cleanly when the owner is not in the room.
03/29/2021 · 6 min read
Building a mega agency takes three moves: the identity shift from owner-as-producer to owner-as-builder, the structural jump from flat to layered with real authority delegated, and the willingness to make calculated expansion bets in staff, tech, and marketing before revenue fully covers them.
03/05/2021 · 7 min read
Build an agency that runs without you by converting processes into systems (steps plus the why, trigger, and exception protocol). Audit your five most important recurring activities, record your best operator doing them on Loom, transcribe to a checklist, test with a non-expert, then run the owner exit test.
02/10/2021 · 6 min read
A father-son insurance alliance works when roles are complementary, not duplicate, and the senior partner transfers carrier relationships, client trust, and reputation gradually. The Kamperts built theirs deliberately, with David anchoring credibility while Joe handles the next-generation digital side.