Pam Beals Head Life Underwriter MassMutual |
Matt Brotherton AIF , CLTC 1752 Financial , Inc . |
Micki Hoesly President Resource 1 , Inc . |
Todd Ruplinger Chief Innovation and Distribution Officer Ash Brokerage |
Walking a tightrope
To explore the tightrope between technology and relationships , I discussed technology in practical terms with four leaders in the business . On the underwriting side , I spoke with Pam Beals , FALU , FLMI , CLU , who is the head life underwriter and leads the Office of the Head Underwriter ( OOHU ) team at MassMutual . The OOHU team provides risk management and governance oversight for Life , Disability , and Long-Term Care . Additionally , I spoke with two top-level advisors , Matt Brotherton , AIF , CLTC , who specializes in listening to clients and developing strategies that best fit their individual needs , and Micki Hoesly , CPC , ChFC , CLU , who is president of Resource 1 , Inc ., a Registered Investment Advisory firm in Virginia and who , with her business partner , Matt Hoesly , advises clients on building wealth through multiple generations . Lastly , to obtain the brokerage general agent ’ s viewpoint , we posed the same questions to Todd Ruplinger , chief innovation and distribution officer at NAILBA member agency Ash Brokerage .
Since client interaction is a hallmark of most top producers , wholesalers , and carriers , I asked these esteemed colleagues how they evaluate the tradeoff between improved efficiencies and decreased client interaction . Is it necessary to take into account how increased efficiencies may negatively affect relationships ?
Beals responded , “ Data science models and rules engines enable us to deliver faster underwriting decisions to help meet customer experience expectations . This is especially important to applicants of younger ages as well as those applying for lower insurance policy face amounts . Personal interaction remains an option for everyone , and especially for applicants who may have more complex financial planning needs , such as those at older ages as well as those applying for higher insurance policy face amounts .”
Brotherton agreed that technology can sacrifice interaction , and indicated he makes decisions on a client-by-client basis . “ Many clients have found Zoom to be more efficient and reduce travel needed , while others prefer the energy and interaction that comes with an in-person meeting . I always ask clients how they want to meet to ensure we are working together and building our relationship in a way that is accessible to them .”
Hoesly indicated she sees similar differences in her client ’ s preference toward the use of technology . “ We have found a big variance within our clientele on what they want . We have some clients who call us every few months to help reset their login because they haven ’ t used it in so long it either expired or they forgot how . Then we have other clients who regularly check their information and appreciate having data available .” Ms . Hoesly went on to state , “ It is critical we have the technology for us to have the most sophisticated information available at the touch of a button , but only a few of our clients are seeking even close to that level of information .”
Value of real people
Hoesly frequently hears how much her clients appreciate having someone answer their calls and follow up with them . “ Every time I have to go through a maze of computer-generated selections to try to get service or answers , I am reminded of the value of real people doing real service . Many insurance carriers have made it so difficult to reach a person that we plan on 15 to 30 minutes just to get an answer to a client question . This difficulty in reaching someone who can answer questions sends a probably unintended message that differs drastically from the recorded , ‘ Your call is important to us …’”
Human touch continued on page 18
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