In this Power Producers Shoptalk episode, David Carothers keeps the remote workforce series going with a deep dive into KPIs—why they’re crucial and how they should be tied to core values. David and his team from Insurance Futures discuss how measuring the right activities can lead to success and help remote agencies stay on track.
This week, David is joined by Jeremy Huerta, Michael Overstreet, and Caleb Walker from Heritage, an insurance agency that’s figured out the formula for success with KPIs in a remote environment. They discuss how focusing on the right activities drives results, and how KPIs can be used to align teams with the company’s core values.
David explains that KPIs are crucial for remote teams to measure success. Without them, employees lack clear direction and benchmarks, which can lead to confusion and inefficiency.
Jeremy and Caleb emphasize that KPIs should be chosen after defining core values and agency goals. This ensures that the KPIs are relevant and measurable, aligning with the overall mission of the agency.
The team discusses how they focus on activity-based KPIs, such as calls and marketing drops, instead of just sales outcomes. This helps them monitor daily tasks that contribute to long-term success.
The team advocates for keeping KPIs simple and clear. They stress that every team member should have a defined KPI tied to the agency’s goals, with no more than 3-5 metrics to focus on.
Finally, the team shares how they align KPIs, like “quality conversations,” with their core values such as compassion. This ensures that employees not only meet targets but also embody the agency’s culture in their work.
To download the KPI guide and read the blog, visit: How a Single Clear KPI Can Transform Your Remote Agency
In the coming weeks, David and the team will continue discussing key strategies for managing remote teams, focusing on creating accountability, fostering culture, and driving business success. Be sure to tune in for more actionable insights!
In the ever-evolving world of commercial insurance, marketing has become a critical lever for growth. Yet most agencies still struggle to understand what’s actually working. From websites that generate leads with no attribution to CRM systems that silo vital data, insurance agencies are often flying blind.
If you’re a commercial insurance producer trying to grow in the middle market, you’re probably aware that the old-school prospecting methods—cold calling hundreds of businesses, dropping off trinkets, hoping someone is “coming up on renewal”—are no longer enough. In today’s competitive environment, success isn’t about how many people you reach. It’s about reaching the right people at the right time with the right message.
Too many agents stop learning once they’ve earned their license. The bare minimum—meeting continuing education requirements—is not enough in today’s climate. Producers often resort to online forums, asking where they can complete CE hours “as quickly as possible.” This mindset directly impacts their ability to communicate complex subjects like reinsurance or risk modeling to clients in an understandable way. As a result, they struggle to retain accounts and close new business in an increasingly competitive market.
The problem? Too many producers are pitching too soon, to the wrong people, with nothing more than a quote to offer. This article walks through how to close more business by positioning yourself as a trusted advisor, selling Total Cost of Risk (TCOR) outcomes, and using a structured approach to differentiate at every stage of the sales process.
In the modern commercial insurance landscape, trust is no longer built solely through in-person meetings, networking events, or polished brochures. It’s earned digitally—often before a prospect ever takes your call. As sales dynamics shift and competition tightens, the producers who will thrive are those who understand one thing: educational content is the new handshake.
Most commercial insurance producers think of referral networks as an afterthought—something that might generate a lead or two if they attend enough events, shake enough hands, or stay active in their BNI chapter. But the producers who consistently dominate the middle market think differently. They treat referral networks like revenue engines, built with the same discipline as a sales pipeline, and they use those relationships not only to generate appointments but to recruit the next generation of elite producers.
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