The Protege Season 3 cast met with special guest mentor Charles Specht to talk about what it really takes to build a million dollar book of business in the commercial insurance world. The result was one of the most valuable mentoring sessions the group has ever had.
Charles is the CEO of Permission Group and host of The Millionaire Insurance Producer Podcast. He is known for helping agents “quote less and win more often,” but the core of his message is much deeper than that. He believes that most producers are missing the mark before they ever make their first call. They are swinging with two strikes already on the board.
This session broke down why generalists struggle, how pre prospecting sets the foundation for success, and why the best producers in the country win because they go deep, not wide.
When most new producers enter the industry, they are given a cubicle, a phone, and a list of businesses to call. They are told to start prospecting and to “make it happen.” The problem is that prospecting without direction is like swinging at pitches you cannot see.
Charles opened the session by apologizing to every producer who had ever been thrown into the industry that way. The system, he said, sets producers up to fail.
He shared a simple but powerful statement:
“You are not in the insurance business. You are in your client’s business.”
The top producers in the world do not define themselves by their products. They define themselves by their clients and are not “insurance agents” but are experts in roofing, manufacturing, distribution, or hospitality who happen to use insurance, safety, and risk management to protect their clients’ operations.
When you stop talking like an insurance salesperson and start thinking like a business advisor, you immediately rise above the noise. Generalists sound like every other agent who calls and asks for a quote. Specialists sound like problem solvers.
Charles calls this stage “pre prospecting.” It is everything that happens before you pick up the phone or send the first email.
Most producers skip this step completely. They start dialing before they ever decide what kind of accounts they want, what markets they can access, or what problems they are capable of solving. Pre prospecting forces you to slow down and get strategic.
You cannot create an effective script until you know who you are calling. You cannot uncover pain until you understand the exposures. The time you spend on research and planning is what gives you the confidence to have meaningful conversations later.
Charles teaches producers to build a clear profile before they start their prospecting rhythm. Once that foundation is set, everything else becomes easier—marketing, positioning, and closing.
You have probably heard the saying, “The riches are in the niches.” Charles takes it one step further:
“The riches are in the micro niches.”
A niche might be “construction.” A micro niche might be “roofing contractors” or “excavation and trenching companies.” A micro niche is narrow enough that you can master every exposure, understand every carrier appetite, and speak the language fluently.
The producers who make the most money are the ones who are very clear about what they do and what they do not do.
One of Charles’s clients built an eight hundred fifty thousand dollar book writing nothing but foundries. Another agency built an entire operation on RV dealerships. They do not chase every piece of business that crosses their desk. They own their lane completely.
When you define your micro niche, you gain efficiency and credibility. You can build better timelines of service, create targeted marketing materials, and become the obvious choice for your prospects.
Charles encouraged the group to stop ignoring the surplus lines market. He described it as “the Wild West,” but also one of the most profitable and flexible arenas for creative producers.
He shared examples of agents who built multimillion dollar books writing self storage facilities and high hazard contractors through surplus lines carriers.
The fewer carriers that write a class of business, the more control you have. Instead of competing against ten agents with the same admitted markets, you become one of only a few who can even access coverage. That scarcity creates power.
David Carothers expanded on this by discussing PEOs and worker’s compensation opportunities inside those harder to place industries. He explained how breaking out workers comp from a PEO and pairing it with a trusted payroll partner can create immediate savings and position you as a total risk advisor.
One of Charles’s most powerful observations was that producers are really in two separate industries:
Prospecting is a numbers game. Sales is a relationship business.
Many producers burn out because they treat the two as the same. Prospecting requires consistency, structure, and often outsourcing. Selling requires connection and problem solving.
You only have so many hours in a week. Once you account for servicing, meetings, and renewals, you cannot call on every business in your territory. That is why narrowing your focus to one or two micro niches is essential.
Every hour you spend calling prospects outside your niche is wasted time. Every hour you spend inside your niche compounds your brand authority.
Charles teaches producers to secure commitment before they ever submit to market.
His framework, often called “permission based selling,” centers on earning the right to represent the client exclusively before quoting. The goal is to obtain a signed Broker of Record letter.
“If you cannot get the other agent fired, you cannot get hired.”
That single statement summarizes the mindset shift producers must make. Quoting is not selling. Quoting is working for free. You earn the right to quote only after the prospect gives you permission to represent them.
This approach not only saves time, it builds trust. The client sees that you are selective and professional. You are not chasing quotes; you are solving problems.
Insurance is a relationship business. Prospecting is math, but closing is emotion.
Clients will not leave their current agent unless they trust you more than they trust the incumbent. That means you have to combine technical skill with empathy.
Charles reminded everyone that he also works as a consultant for insurance buyers. He said, “If clients knew how some agents handled their renewals, they would fire them.” Many agents blanket the market, send incomplete submissions, and never follow up. Clients do not see that process, but if they did, they would be shocked.
The easiest way to stand out is to be transparent. Show prospects your process. Explain how you vet carriers, how you negotiate coverage, and how you drive competition. When they see the difference, they choose you.
Several contestants asked about managing relationships with wholesalers. The question came from experience. When multiple brokers go to the same markets, it can create confusion and damage relationships.
Charles responded clearly: “You are the head coach. You call the plays.”
He explained that it is your job to control the process. Assign markets strategically, communicate with all parties, and protect your relationships. You can and should work with more than one wholesaler, but you have to do it with professionalism and transparency.
David added a practical framework. Rank your wholesalers from one to three. Give the incumbent the markets they already control, then ask others what their plan would be if they were given an opportunity. This approach removes friction and shows leadership.
Charles compared the producer’s career to stepping into the batter’s box. Too many producers start with two strikes already against them because they never prepared.
He urged everyone to build the foundation before they swing. That foundation is pre prospecting, micro niching, and relationship building.
David Carothers closed the session by reminding contestants that the lesson they heard that day will become critical in upcoming challenges. The Protege contestants will be pushed to identify their micro niche and prove they can own it.
For every producer reading this, that same challenge applies. The middle market does not reward generalists. It rewards specialists who know their clients better than anyone else and who treat every opportunity with precision and purpose.
Charles Specht’s message was both simple and transformational. If you want to build a million dollar book of business, you must think like a business owner, not a salesperson.
As Charles said,
“Stay a generalist and you will make just enough to pay your bills. Get micro niche focused and you will build wealth.”
That is the difference between a producer who survives and a producer who thrives. The foundation of your future success is laid long before you make the first call.
The Protege Season 3 cast met with special guest mentor Charles Specht to talk about what it really takes to build a million dollar book of business in the commercial insurance world. The result was one of the most valuable mentoring sessions the group has ever had.
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You could feel it—every producer, coach, and guest mentor knew this was the official start of something special. The conversation wasn’t just about competition. It was about purpose, legacy, and growth.
Hosted by David Carothers, creator of The Protege and founder of Killing Commercial, this kickoff call set the tone for what Season 3 will represent: a proving ground for producers who are ready to work harder, think deeper, and build something that lasts.
Influence is one of the most powerful tools we have in business, leadership, and personal life. Used well, it inspires people, builds trust, and creates ethical results. Used poorly, it can slide into manipulation and self-interest.
Reinvention is one of the most powerful themes in the insurance industry. Some of the best commercial producers in the country did not grow up wanting to sell insurance. They did not study risk management in college. They did not come from an agency family. They found this industry after they tried something else. They found it after life pushed them toward a career where performance, autonomy, and mindset determine the outcome.
The most successful producers in the middle market did not get there because they quoted faster, smiled bigger, or knew how to talk longer. They got there because they learned how to differentiate themselves so clearly that prospects had no choice but to see them as trusted advisors. They learned to operate like businesspeople first and insurance technicians second. They learned how to tie operational mechanics to insurance outcomes. They learned how to control their time, their pipeline, and their future.
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