Commercial producers are being forced to adapt—quickly. Between InsurTech advancements, shifting market conditions, and increasing client expectations, producers must learn how to balance innovation with deep relationship-building and technical risk expertise. On a recent episode of the Power Producers Podcast, industry veteran David Carothers sat down with Brett Fulmer, principal at Newport Beach Insurance Center, to talk about navigating these dynamics with authenticity and strategy. What followed was a roadmap for producers who want to succeed in today’s middle market.
Brett Fulmer didn’t grow up dreaming about insurance. Like many in the industry, he found his way in through a “happy accident.” Before insurance, Brett was selling off-street locations and managing complex logistics projects—handling invoices, operations, and even collections for high-end clients. That seemingly unrelated experience actually translated well. Understanding contracts, managing project timelines, and coordinating across stakeholders provided a foundation for handling certificates of insurance, coverage requirements, and detailed risk profiles.
This story is far from unique. Many of today’s most effective producers come from backgrounds like construction, logistics, finance, or tech. What they share is the ability to translate their real-world experience into the insurance conversation. Sales is sales—but in insurance, it’s also about providing guidance during some of the hardest moments in a client’s life or business. It’s not just profitable; it’s meaningful work.
One of the biggest pitfalls for new producers? Trying to write “everything for everyone.” Brett admitted early in his career he tried jumping into high-growth segments like cyber liability and cannabis insurance, only to hit roadblocks. In cyber, he was shut down with a simple: “I already have a broker.” On the cannabis side, many clients were either already covered or uninterested in robust protection. The result? Time lost chasing dead ends.
Producers entering the commercial space should heed this warning. Instead of “spray and pray,” narrow your focus. Define your ideal client profile. Whether that’s liquor stores, breweries, real estate portfolios, or logistics firms, start with industries where you can build depth. Developing expertise allows you to build a strong value proposition, positioning yourself as a trusted advisor, not just another broker with a quote.
Success in this industry doesn’t happen in isolation. Fulmer’s Broker Brews meetup—born out of a near-dead Orange County meetup group—is a prime example of grassroots community building. By pivoting from impersonal tech meetups to casual, inclusive networking events, Brett cultivated a peer group of producers, COIs, underwriters, and even commercial real estate professionals.
The key? No pressure. Minimal programming. Just a consistent space to connect. It turns out that once a month, a Wednesday afternoon at a brewery with good people and no pitch decks goes a long way. For solo agents and small agencies, these micro-communities become essential professional support networks.
While Broker Brews keeps things casual, Carothers has flipped the script with his annual Producers in Paradise event in Key West. The goal? Do the exact opposite of what traditional insurance conferences do.
Instead of back-to-back breakout sessions, Producers in Paradise focuses on meaningful interaction. Attendees submit two key pieces of information:
This creates intentional connections before the event even starts. Add in activities like offshore fishing (where the catch becomes dinner!) and open-air networking, and you have a powerful, community-first experience that accelerates growth—both professionally and personally.
Fulmer and Carothers both emphasized this point: insurance is just the funding mechanism. It’s not the product. The real value comes in the advisory services producers provide—especially in middle market accounts.
Too many producers focus on quoting. Carothers’ model is the opposite. He identifies risk control problems first—like lack of OSHA compliance, poor loss run history, or weak safety programs—and builds a solution around those pain points. Then, once value is clearly established, he presents two options:
This pre-claims approach differentiates producers instantly. In a market increasingly driven by total cost of risk (TCOR), the brokers who lean into advisory and loss control strategy will win more business and keep it longer.
Naturally, Fulmer—who works with startups from Canada, the UK, and Israel—had a lot to say about InsurTech. He emphasized that technology is only as useful as its integration into workflows. “If you have to go to a third screen or extra device, it probably won’t work,” he noted.
However, AI is starting to show real promise—especially in policy review automation, quote comparisons, and certificate compliance. These tools aren’t perfect yet, but they’ve come a long way. When AI is used to augment human work, not replace it, it creates efficiency. Producers and account managers can focus more on strategy and service, and less on paperwork and data entry.
As Carothers put it: “AI won’t replace agents. Agents with AI will replace agents without it.”
Beyond sales, both Fulmer and Carothers highlighted the importance of building a legacy. Brett shared how working with his father and brother in the moving industry shaped his business philosophy. Now, David is doing the same for his children—teaching each of his four kids how to build a business that generates at least $1M in revenue around something they’re passionate about.
This isn’t just about succession. It’s about entrepreneurial leadership. Whether it’s helping a junior producer get their first win or mentoring a family member, building a culture of mentorship multiplies long-term success.
One of the most insightful moments in the podcast came when Fulmer addressed the pressure on new producers to “validate” quickly. It’s a structure that often pushes people to write anything they can, regardless of fit.
Instead, he recommends a quieter approach: keep your head down, work referral sources, and focus on industries where you have an edge. Carothers agrees—long-term success doesn’t come from shotgun prospecting. It comes from crafting a specialized, repeatable playbook that creates meaningful outcomes for the client.
Both California and Florida are arguably the toughest insurance markets in the U.S.—and both producers agreed: commoditized quoting is dead.
Auto, in particular, is brutal across the board. And without proper quality control programs, industries like plumbing and HVAC are struggling to get coverage at all. In California, wildfires and capacity limitations are tightening access to coverage, even as new MGAs and point solutions try to plug the gap.
The silver lining? The hard market is forcing agents to become advisors, not just messengers of bad news. Clients need real help. Those who deliver it will thrive.
You don’t need to be a global brokerage to offer white-glove risk services. As Carothers explained, outsourced services—like YellowBird for safety audits, ergonomics, and loss control—allow independent producers to punch way above their weight class.
When middle market clients need deep expertise in areas like compliance, claims analytics, or even captives, smart producers can tap into networks of on-demand specialists. That way, they can present a complete solution—one that competes directly with the best firms in the country—without hiring full-time staff.
It’s about reinvesting in the client, not racing to the bottom on price.
At the end of the day, the producers who will dominate in this decade are the ones who understand this core truth: insurance is not the product—you are. Your insight, your relationships, your strategies, and your ability to bring in resources that solve real business problems are what set you apart.
The technology is here. The market is changing. The need for real advisory is growing. It’s time to stop quoting and start consulting.
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