In this episode of the Power Producers Podcast, host David Carothers sits down with Sam Louwrens, a young producer and artist known as “Can’t shut up Sam” on X. The conversation explores the unique advantages of Gen Z producers, the flaws of the traditional agency model, and how to effectively compete with national brokers by being nimble and consultative. David and Sam stress the importance of moving beyond a salesperson mentality and becoming a strategic advisor who focuses on solving operational problems, not just selling a commodity. The episode also touches on the power of a fee-based compensation model and the critical need for agency cultures to support creativity and autonomy.
Sam Louwrens, a 23-year-old producer, shares how starting his career in a difficult market (California construction) forced him to specialize and learn quickly. He and David discuss how young, driven producers in the insurance industry have a significant head start on their peers in other professions, building wealth and expertise while others are still accumulating debt.
The episode’s core theme is the mindset shift from salesperson to advisor. David shares his strategy of targeting accounts with high experience mods because they represent solvable operational problems, which is far more profitable than competing on price for clean accounts. This approach allows a producer to sell solutions and operational improvement, not just a policy.
David details his compensation model, which uses a flat fee plus a gain-share option to align his interests with the client’s. He shares a real-world story of taking a large account and reducing its costs, leading to a much higher fee than the original commission while still saving the client a quarter-million dollars a year, completely flipping the flawed traditional commission model on its head.
The conversation explores the need for agencies to provide freedom and mentorship to young producers. They argue that stifling creativity or segregating roles (as a retention tactic) will only push talented people to start their own agencies. They also emphasize the importance of a culture that values and appreciates both sales and service teams.
The commercial insurance world isn’t for the faint of heart. It’s unpredictable, chaotic, and constantly demanding producers to manage competing pressures—client needs, renewal deadlines, life events, prospecting goals, and agency responsibilities. And if you’re a middle-market producer, multiply that by ten.
In the middle market commercial insurance space, the role of the producer has never been more critical—or more misunderstood. Too many producers still view their job as selling policies instead of what it truly is: protecting the assets and livelihoods of the businesses they serve.
The middle market rewards depth, not breadth. Yet many producers still approach it like a volume game, quoting everything that moves, chasing price, and hoping activity turns into production. From the outside, it looks like hustle. From the inside of the underwriting and wholesale world, it looks like noise.
Personal lines has quietly become one of the most competitive segments in the insurance industry. Agencies that once dominated their local markets are now fighting to differentiate themselves against direct writers, digital-first carriers, and large brokers with massive content machines.
The cyber insurance market has always been unpredictable. Over the past decade, we’ve seen it move from an emerging line of coverage to one of the most volatile, swinging rapidly between soft and hard market cycles. But today, cyber has entered one of the softest markets in recent memory—and that presents a rare opportunity for both agents and clients.
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.
Please confirm you want to block this member.
You will no longer be able to:
Please note: This action will also remove this member from your connections and send a report to the site admin. Please allow a few minutes for this process to complete.
