In the fourth installment of the “Becoming the Protégé” series on Power Producers Shop Talk, host David Carothers welcomes contestant Brian Shaw, the Principal at Alamo Insurance Professionals. Brian, a veteran of the US Army, law enforcement, and the financial services world, shares his powerful “why” for joining the competition. He discusses his unique challenge of feeling like he’s “running in quicksand” while trying to grow his two-year-old agency and simultaneously train his son, who has Asperger’s and type 1 diabetes. The conversation is a candid look at the father-son dynamic, the need for proven systems, and finding the discipline to succeed.
Brian Shaw explains that after 20 years in the industry and a near-fatal battle with COVID that cost him his medical device business, he returned to commercial insurance. He joined The Protégé to find the systems and discipline he needs to train his son effectively, break his own “bad habits,” and build a lasting legacy for his family.
Brian opens up about the unique joys and frustrations of working with his 31-year-old son, who is on the autism spectrum. He shares his personal struggles as a father and trainer, noting that his son is a “sponge” for information but struggles with focus and the father-son dynamic. Brian’s goal is to use The Protégé’s framework to become a better teacher and provide a clear path for his son to follow.
With a deep personal background in agriculture (growing up on a farm in Indiana, 4-H, and FFA) and a strategic focus on construction (HVAC, electrical, and plumbing), Brian is working to establish his agency as a true risk management partner, not just a “policy peddler,” in these specific niches.
When asked who he’s most worried about in the competition, Brian gives the honest answer: himself. He shares his fear of letting his family and son down and his self-identified shortcoming of “tweaking” systems that are working instead of just executing. David’s tip is to focus on the process—which is the real victory—rather than the competition.
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For most of my 20-year career, captives felt like something reserved for the insurance elite—the jumbo accounts, the Fortune-level operations, the companies with multimillion-dollar manual premiums and entire departments dedicated to risk management. If you had asked me ten or fifteen years ago whether a $250,000 account was a legitimate captive candidate, I would’ve laughed. I thought captives were reserved for companies so complex and so large that the only rational way to insure them was to build an insurance company around their risk.
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