So many people want to have the producer lifestyle, but they don’t understand you have to do the producer’s job to get there. What does that mean? It’s what we’re going to talk about today.
So often, I hear people talking about wanting to have the producer lifestyle. It’s like saying I want to be Brad Pitt when I grow up. This guy didn’t just show up and become a multimillion-dollar celebrity and, quite honestly, a pretty savvy real estate investor. He put in the work. Production’s no different than that. There are things you have to do to be able to have that producer lifestyle.
That’s the topic of my new book that comes out on September 8th, The Dirty 130. Listen, this is about 130 days for you to challenge yourself to go deeper than anybody else you know so that you can live like nobody else you know. There are three things we’re going to talk about today that you have to be on top of if you are going to be successful as a producer in today’s environment. The first one is content.
Content has been king since the digital era ushered itself in in the early 2000s. So many times, I hear producers talk about not being able to get good leads and not being able to have stuff come in inbound, but their content strategy is hot garbage.
I understand that it’s not easy for you to develop topics. But, listen, it’s all around us, and we must open our eyes. Here are three quick ways to identify content subjects.
The second thing I want to talk about is I want to talk about connection. You have got to have connections as a producer. If you are not building your network, you are not building your net worth. You have to understand that you can only get in front of so many people on your own, and having effective channel partners is how you cure that problem. Channel partners make life so much easier because while you’re not working, they very well may be. That is just the best way, in my opinion, to supplement your content creation and your actual efforts, which leads me to number three: cold calling.
I don’t care if you’re doing marketing drops or if you’re doing telemarketing; cold calling still works. You got to get the reps in. You don’t get stronger by just bench pressing once a month. You get the reps in with the lower weight, build your muscle, and then you go heavy and try and max out to see if you can get that big lift done. Production is no different. You’ve got to get the reps in on the phones.
But you don’t just stop by making the calls or doing the marketing drops. Sit back and assess how you did. Reflect on your day, reflect on your week, reflect on your month, and figure out those places where you’re able to improve your process. At first, it’s going to be giant leaps and bounds that you’re jumping, but in the end, it’s going to be those tiny, razor-thin things that you’re doing to improve just a little bit to go from good to great.
You can do three things as a producer to do the producer job, ultimately leading to the producer’s lifestyle. If you do that, you’ll kill it, commercial insurance.
Sales is a grind. The paychecks are sexy but the process is not. In order to be successful you
must follow a proven path of behaviors in order to breed the results you expect. In every aspect
of our lives there are challenges. Whether we talk about diets, religion, education or the like,
there are challenges that exist to hold each of us accountable to the bigger picture. There
hasn’t been a challenge like this anywhere for salespeople …. until now.
The Dirty 130 is a series of daily tasks that you will be challenged to complete for a period of
130 days which is 6 months worth of work days. By following the process, keeping yourself
accountable and executing on a daily basis, you will establish the foundation for a career of high
earnings potential.
This is not a book for tire-kickers and dabblers. This is a roadmap to success for people who
have the hunger to succeed, the grit to handle the daily grind, and the perseverance to execute
on a daily basis. If that’s you, then welcome to the rest of your career! It’s gonna be a wild ride.
To PRE-order your copy today, visit www.dirty-130.com
For years, commercial insurance producers could survive by being good enough across a wide range of industries. They could write a little construction, a little manufacturing, a little hospitality, and a little habitational business and still build a respectable book.
The commercial insurance industry is in the middle of a quiet evolution.
While most conversations still revolve around premiums, deductibles, limits, and carrier appetite, a different category of risk transfer has been gaining traction beneath the surface—parametric insurance. It is not new, but it is finally becoming accessible, relevant, and actionable for middle market producers who are willing to think differently about risk.
In a recent episode of the Power Producers Podcast, I sat down with Brian Thompson from Descartes Underwriting to unpack what parametric insurance actually is, what it is not, and why producers who ignore it may be leaving their clients—and themselves—exposed.
This article breaks that conversation down into practical, producer-friendly language and shows how parametric insurance fits into modern middle market risk management.
The last several years have reshaped the landscape of property insurance across the country. While most national carriers have retreated from coastal states, wildfire zones, and other catastrophe-exposed regions, a handful of disciplined players have taken the opposite path—leaning into difficult markets with a strategic, data-driven approach.
For most entrepreneurs, the decision to start a business is rooted in the promise of freedom. Freedom from a boss, freedom to control income, and freedom to build something meaningful. Yet for many business owners, particularly in service-based industries and middle-market companies, that freedom slowly erodes. What begins as ownership eventually turns into obligation, where the business demands constant attention and the owner becomes the single point of failure.
The insurance industry is full of shortcuts. Some producers look for ways to streamline the quoting process, others avoid hard conversations with clients, and many rely on endorsements or extensions because they are “easier” than diving into the details. Nowhere is this more dangerous than in the world of cyber insurance.
Too many agents assume that a cyber endorsement on a BOP or commercial package policy is “good enough.” It isn’t. In fact, treating a BOP cyber extension as a replacement for a standalone cyber policy leaves clients dangerously exposed, puts producers at risk of losing accounts, and opens the door to costly errors and omissions (E&O) claims.
Cyber threats evolve faster than any other area of risk, and endorsements simply can’t keep up. If producers want to protect their clients and themselves, it’s time to understand why standalone cyber insurance is non-negotiable.
In the middle market, producers don’t lose because the competition has better pricing.
They lose because the competition understands people better—their motivations, their fears, their priorities, and what makes them say yes.
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