Primary Agent - May 2024

EMC has the knowledge and expertise to protect every square inch of your clients’ needs. And with over 110 years of experience, we’ve become the jack of all trades — from general contractors to electricians to excavators. No matter your client’s specialty, EMC has the right tools to protect them — and you won’t even break a sweat.

You know the drill: emcins.com/contractors-agents

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8 Q&A WITH MICHAEL GAETANO

Mike Gaetano, president of The Hartman Group, discusses his commitment to internal perpetuation.

THE GRADE IN PERFORMANCE MANAGING

Karen DiGioia – of Herbein HR Consulting, IA&B’s contracted human resources firm – looks beyond annual reviews for effective performance management strategies.

FILLING THE GAP IN THE LABOR MARKET

“No one wants to work anymore” is a saying I often hear when speaking with employers. I’ve read a few articles that challenged the “want” part of that sentiment. These pieces look at where employees have gone, and it turns out, there just aren’t enough workers out there. There has been a mass exodus of the labor force since COVID-19, and that wave of retiring Baby Boomers that we’ve heard about for years is now crashing on our shores. Simply put, as a society, we can’t replace lost workers fast enough.

Whether no one wants to work or there just isn’t enough talent out there, the labor shortage is real. If you’re struggling to replace, retain, or attract new talent (and who isn’t), this issue is a must-read for you. Our HR Consultant Karen DiGioia has a feature article on employee performance management. Also, check out the interview with Mike Gaetano, of The Hartman Group, who shares his strategies for successful employee recruitment and retention.

In addition, the staff and board of IA&B are tuned into these challenges and are actively doing something about it. We’re well on our way to the creation of an insurance school to attract and train new agency staff. After several focus groups with agents (thank you if you participated!) and carrier partners (thank you for your contributions), the board approved the business plan for our school. We expect to have the first class start at the beginning of 2025. Then, later next year, our first batch of graduates will begin to fill the gap in the independent insurance agency labor market! Stay tuned for more details in the months ahead.

Until next time,

Sarah Brown, CIC, CRM, AFIS Chair of the Board

INSURANCE AGENTS & BROKERS

650 Wilson Lane, Suite 200 Mechanicsburg, PA 17055

191 Main Street, Annapolis, MD 21401 800-998-9644 | IABforME.com

IA&B BOARD OF DIRECTORS

OFFICERS

Sarah Brown, CIC, CRM, AFIS - Chair

Keller Brown Insurance Services | Shrewsbury, PA

Andrew Enders, Esq. - Vice Chair Enders | Harrisburg, PA

MEMBERS

Lisa Parry Becker, CPIA

Parry Insurance Langhorne, PA

Greg Bennett Famous & Spang Associates Aberdeen, MD

Kate Dawson, CPIA Ferri Dawson Insurance Murrysville, PA

Len Gieseler, LUTCF

Evans Hauseman & Richard, Inc. Pottstown, PA

Bruce D. Kraft, AAI, CIC Arbor Insurance Group Allentown, PA

Debra McAfee

McAfee Insurance Agency, LLC Wilmington, DE

Shayne McIntosh, CIC

JPI Insurance Associates Dillsburg, PA

Chris Miller, CIC

Miller Insurance Protection Team Jonestown, PA

Michael Papa, CIC, MBA

Diversified Insurance Industries, Inc. Hunt Valley, MD

Bill Purdy Purdy Insurance Agency, Inc. Sunbury, PA

Kent Reynolds, CIC Blue Ridge Risk Partners LLC Hagerstown, MD

David Rivell, CIC, CRM Element Risk Management West Chester, PA

Jason Rodriguez, CIC Prominent Insurance Svcs Wilmington, DE

Donna Roper E K McConkey & Company York, PA

Candace Shoupe, AAI, AIC CBM Insurance Agency New Castle, DE

Bob Smyrl, CIC

Robert L. Smyrl, Inc. Hatfield, PA

Michael Thomas Lighthouse Insurance Svcs Gambrills, MD

NATIONAL DIRECTORS

Mike Ertel (PIA)

The Jacobs Company | Columbia, MD

Diana Hornung, CIC (IIABA)

IOA National, Inc. | Wilmington, DE

Mark Monroe (IIABA)

Griffith Insurance, LLP | West Chester, PA

ANSWER:

DON'S DISCUSSION

IA&B Legal & Corporate Affairs Director Don Bankus

Are you a member with a question? Contact Don at 717-918-9204 or DonB@IABforME.com.

QUESTION: Is an email disclaimer required by law?

While it’s prudent (from an E&O perspective) to include language on agency emails proactively notifying recipients that coverage can’t be modified, or a claim submitted, via email, use of such a disclaimer is not required by law.

IF IT’S NOT REQUIRED BY LAW, WHAT ARE THE BENEFITS OF USING AN EMAIL DISCLAIMER?

Some of the benefits include:

▲ As a par t and parcel of interacting with your customers, an email disclaimer expressly puts an insured on notice that they cannot and should not rely on the fact that if they send you an email requesting a coverage change, or notifying the agency of a claim, such a request or notification will be processed by the agency simply because the insured pushed the send button and sent you an email; and

▲ Using an email disclaimer represents a risk management technique your agency can use to control or minimize E&O exposures associated with electronic communications, and should be utilized in conjunction with other related risk management techniques, including email filtering and implementing an agencywide email policy.

CAN YOU GIVE AN EXAMPLE OF AN EMAIL DISCLAIMER?

The following represents a sample of commonly used email disclaimer language:

A coverage modification or claim submitted via email will not be considered reported until such time as our agency acknowledges receipt of the request/information, and confirms with you that the coverage modification or claim has been processed and submitted to the insurance company.

While use of an email disclaimer doesn’t represent a silver bullet against an E&O claim or dispute, it’s (1) a simple measure to employ; (2) represents one more line of defense in an increasingly litigious world; and (3) comes at a very affordable price – $0.00.

This document is not a legal opinion and should not be relied upon as such. The intent of this document is to provide a general background regarding the topic or topics discussed, not to provide legal advice. Producers and agencies should consult an attorney regarding specific situations and specific questions with respect to the topic or topics covered in this document. Neither the Insurance Agents & Brokers nor any of its employees shall be responsible for any errors or omissions regarding any statements made in this document, nor any errors or omissions regarding any statutes, regulations, court rules, and/or any other government documents cited in this document.

Also available in audio format

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• A broad mix of standard and niche markets

• No initiation or monthly fees

• Low to no volume commitments

• Standard commission rates

• You will be the agency of record on all policies

• 100% ownership of expirations

Contact Tim Wonder

HORIZONTAL OR VERTICAL – NOT JUST A GEOMETRY QUESTION!

By Cathy Trischan

What do geometry and insurance have in common? The answer is that understanding horizontal vs. vertical is important in both!

Imagine that your insured subcontractor has just signed a contract agreeing to provide $5,000,000 commercial general liability (CGL) coverage and to include the general contractor as additional insured. Furthermore, coverage for the general contractor needs to apply on a primary and noncontributory basis. This is easy enough to do on the subcontractor’s CGL policy. Insurance Services Office (ISO) has a number of additional insured endorsements and a

Primary And Noncontributory –Other Insurance Condition (CG 20 01 12 19) endorsement that can be added. The problem is getting the $5,000,000 CGL limit. Most insurers do not offer a $5,000,000 policy, and the subcontractor is likely carrying a $1,000,000 or $2,000,000 CGL with an umbrella or excess liability policy to make up the difference. Many contracts allow one to meet the limits requirement with a combination of policies.

While primary and noncontributory language has been added to the subcontractor’s CGL, the subcontractor’s umbrella, like most, states that its coverage is excess

over and shall not contribute with any other insurance. To complicate matters, the general contractor’s CGL states it is excess, but only to the subcontractor’s primary insurance to which it has been added as additional insured. The general contractor’s CGL does not make itself excess to the subcontractor’s umbrella because the subcontractor’s umbrella is not primary insurance. So which policy should pay after the subcontractor’s CGL – subcontractor’s umbrella or general contractor’s CGL?

Courts in states that have addressed this issue using standard CGL and umbrella/excess liability

language, have produced two basic interpretations. Here is where the geometry comes in.

Horizontal exhaustion of limits – With this approach, the subcontractor’s CGL pays first, then the general contractor’s CGL, then the umbrella policies. This interpretation is supported by the other insurance clauses in the CGL and most umbrellas but does not reflect the intent of the parties as expressed in the contract.

Vertical exhaustion of limits – With this approach, the subcontractor’s CGL pays first, then the subcontractor’s umbrella, then the general contractor’s policies. This interpretation reflects the intent of the parties but is not supported by the other insurance clauses in the CGL and most umbrellas.

To solve this problem and to ensure that a vertical exhaustion of limits approach is applied, many general contractors and other additional insureds demand that primary and noncontributory language be added to umbrella and excess liability policies as well as to the CGL. Many insurers have their own endorsements to do this, but ISO did not have standard forms that could be used by insurers who hadn’t created their own forms. Not until recently, that is!

ISO introduced endorsements for use on its umbrella and excess liability policies. The title is Noncontributory And Order Of Response – Other Insurance Condition. The umbrella form number is CU 24 77 12 23, and the excess liability form number is CX 24 32 12 23. Both do the same thing. If the named insured has agreed in writing in a contract or

agreement that its coverage will apply before any other insurance available to the scheduled additional insured and not seek contribution from such insurance, then the named insured’s policy will do just that. It will provide coverage that is primary and noncontributory to any policy on which the additional insured is a named insured. Going back to our general contractor and subcontractor, the subcontractor’s umbrella now provides coverage for the general contractor that is primary and noncontributory to the general contractor’s own CGL.

There is one more step to make sure all works as intended. Recall that the general contractor’s CGL only made itself excess to any other primary insurance to which the general contractor was added as additional insured. ISO has introduced a CGL endorsement to remedy this, Excess Insurance Provision – Order Of Response – When You Are An Additional Insured On Other Insurance (CG 24 56 12 23.) Adding this endorsement to the general contractor’s CGL now makes that CGL excess over any other insurance for which the general contractor has been added as additional insured. In other words, the general contractor’s CGL is excess over the subcontractor’s umbrella.

These ISO endorsements are a welcome relief for insureds who have agreed to provide primary and noncontributory coverage on umbrella or excess liability policies, but whose insurers had not created endorsements to do that. These forms ensure that vertical exhaustion will apply.

Now that this problem is solved –geometry anyone?

Til next time!

Cathy Trischan, CPCU, CRM, CIC, ARM, AU, AAI, CRIS, MLIS, TRIP is IA&B’s commercial lines education consultant. She works with our CIC and CISR programs, as well as our live CE webinars. Catch her at one of our upcoming courses: IABforME.com/education

Also available in audio format

LIVE CE WEBINAR

Learn more from author Cathy Trischan during this upcoming webinar. She’ll review issues faced by insurance professionals when they issue certificates of insurance.

CERTIFICATES OF INSURANCE –HEADACHES AND REMEDIES JUNE 18 11 AM-Noon

CE PA/DE: 1 GEN MD: 1 PC

IA&B Members: $25 (save $30!) Non-Members: $55

Register today.

IABforME.com 800-998-9644, option 1

INSURANCE EDUCATION SCHOLARSHIP APPLICATIONS

Apply for the next round of insurance education scholarships. IA&B will award two individuals with full designation scholarships – one for a CIC designation and another for a CISR designation. Plus, member agencies will receive scholarships to send an employee to a CIC course, CISR course, or CE webinar. Scholarships to attend licensing study courses are available throughout the year.

IA&B introduced the insurance education scholarship program in late 2018 to support the future of the independent agency system. The scholarship program aims to develop new talent and support existing agency staff through insurance education. Each year, IA&B awards about $10,000 in scholarships.

Applications are available online: IABforME.online/ scholarships

Questions? Contact IA&B Admin Assistant Sarah Haas at SarahJ@IABforME.com | 800-998-9644, ext. 104

INROADS ON INDUSTRY RECRUITMENT

IA&B had a strong presence at this spring’s Pennsylvania Future Business Leaders of America (FBLA) State Leadership Conference, which brought together 5,500 high school students and their advisors. IA&B Service Group Vice Chair Andrew Enders, Esq. presented a breakout workshop, where he discussed auto insurance and touted insurance careers. Additionally, IA&B staff set up a booth and had countless conversations with students about the independent agent career (and lifestyle!).

“My

AgentPAC contribution ensures my voice is heard. And it’s vital that our issues are represented.”

- Sarah Brown,President & CEO Keller Brown Insurance Services Shrewsbury, PA

IA&B SCHOLARSHIP SUPPORT

Thank you to the Central PA Users Group (Applied Systems users helping users) for the generous donation to the IA&B Insurance Education Scholarship program again this year. We sincerely appreciate your support!

IA&B works on your behalf to ensure that legislators and regulators understand the issues affecting agents. Contribute today at IABforME.com/political_advocacy

Pictured: Officers of the Central PA Users Group; front row (left to right) Gina Kratovil, Laraine Wuchter, Patti Brookens; back row (left to right) Laura Bankos Kury, Jen Buch, Joshua Troup

Q& A with MICHAEL GAETANO

Mike Gaetano is president of The Hartman Group, an independent agency with offices in Williamsport, PA and State College, PA.

Q. How did you get your start in the insurance industry, and how did your career progress?

A. I graduated from the University of Scranton in 1981 with a bachelor’s degree in business management and started my career at Aetna as a surety bond representative in Harrisburg, PA. I came to Hartman in 1988 as a bond specialist and learned the P&C side and have served as agency president since 2002.

Community is an important part of my career, and we emphasize community service at Hartman, leading to my service on numerous boards including a term as chair of the Williamsport Lycoming Chamber of Commerce.

Q. Tell us about the changes you’ve seen in the independent agency system over the years – the good, the bad, and the ugly!

A. The good – the evolution from being sales based to consultancy based. Agents now become a key part of the client’s “team” and contribute to their success.

The bad – the emergence of modeling as a predominant underwriting strategy and less reliance on field and character underwriting.

The ugly – inadequate investment into agency perpetuation has created a path of least resistance, in favor of M&A, relative to internal perpetuation.

Q. Your agency has received many accolades, including its recent distinction as a Best Practices Agency. To what do you attribute this success?

A. Hard work, knowledge, and integrity. We build around these attributes as our core. In today’s business climate, we believe that organized strategic planning is essential. And we execute the plan. We owe our success at Hartman to our team. I’ve had incredible partners … two who have been beside me for over 25 years and are like brothers (well, one is my brother), two in their 40s, and two in their 30s. Leadership matters. Lastly, you need great employees, and we are absolutely blessed in that respect.

Q. Your agency has taken a proactive and deliberate approach to perpetuation planning. Tell us about the process.

A. We committed early in the process to remain independent as we perpetuate the company we have built. The only way to successfully accomplish this is to identify excellent young people with leadership potential and feverishly mentor them. Our planning meetings focus heavily on human resources and culture, and how to perpetuate our approach to business. The financial/ ownership structure of the insurance agency system has changed drastically over the last several years. Agencies must have a commitment and willingness to invest in the independent system and need the support of the insurance carriers.

Q. What advice would you offer to the leadership at other independent agencies based on your own perpetuationplanning experience?

A. Don’t give up. It is heavy lifting, but if your objective is to be a better company for your clients, your employees, and your communities, make perpetuation a keystone priority. We have found this to be the hardest part of our strategic planning, but you can do it.

Q. The Hartman Agency has several young agents in its ranks. What strategies have you found most valuable for employee recruitment and retention?

A. We “prospect” for human resources constantly, in a manner that is similar to prospecting for new business. We are continually involved with our community, and we meet individuals that display interest, or personality traits, that could serve our industry; and then we talk with them.

After someone joins our team, we mentor them and include them fully in our focus on creating value. We believe our level of engagement with our employees, and then extended into the community, are key factors in creating a meaningful workplace.

Q. When you’re not working, how do you enjoy spending your time?

A. I enjoy reading, exercising daily, watching Penn State wrestling, and spending time with my six grandchildren. I am very fortunate that my three children decided to stay in the Williamsport area to raise their families, so they keep my wife and me hopping.

The Hartman Group partners: (front row) Don Gaetano, Mike Gaetano, Mark Sitler, (back row) Markell Kunigus, Anthony DiNallo, Edward Pawlak, Todd Musheno

PLATINUM PARTNER PROFILE

Insurance Agents & Brokers proudly recognizes Millers Mutual as one of its Platinum Partners. IA&B Platinum Partners dedicate the highest level of sponsorship to our organization.

Millers Mutual Insurance: Protecting Your Multifamily Housing Clients

PRESIDENT

& CHIEF EXECUTIVE OFFICER

Jeffrey S. Pratt

CORPORATE HEADQUARTERS Harrisburg, PA

At Millers Mutual Insurance, we specialize in providing comprehensive property and casualty insurance solutions tailored specifically for multifamily housing. With a deep understanding of the unique risks associated with this sector, we offer stability in both coverage and pricing, ensuring peace of mind for our agents and our mutual clients.

In the aftermath of the unforeseen, clients only want to hear one thing from their agent: “You’re covered.”

At Millers Mutual, we turn their worries into relief with dependable coverage. Contact us today to learn more about how Millers Mutual Insurance can provide your clients with the peace of mind you both deserve.

Target Customers

Our target customers are investors in multifamily housing rental properties of four stories or fewer, valued at $5 million or less. Whether they own one property or several, we customize insurance solutions to meet their needs.

President & CEO Message

Jeffrey S. Pratt President and CEO

We prioritize strong partnerships with independent agencies, offering exceptional property-driven insurance for commercial building owners across PA, DE, MD, NC, OH, VA, and D.C. By focusing our appetite, we maximize value for both our agents and customers.

Underwriting Appetite

Our underwriting appetite covers a diverse range of multifamily housing needs. We provide tailored insurance and risk management solutions for the following property types:

• Rental Dwellings

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• Mixed-Use Commercial Properties

Furthermore, we offer insurance coverage for Affordable Housing and Off-Campus Student Housing properties. Our underwriters approach each policy with compassion and humility, blending human understanding with analytical insights to ensure our clients' unique needs are met.

Making the Grade in Performance Managing

By Karen DiGioia, Herbein HR Consulting

Ah, May! The sun’s out, the air’s warm, the unofficial beginning of summer is right around the corner. But wait, along with all those good vibes, there’s something else lurking in May. May isn’t just about sunshine, butterflies, and baseball – it’s also the month of (cue the scary music) FINAL EXAMS!

Now I don’t know about you, but I am very thankful that my final exam days are behind me. No matter how prepared I was, stepping into that exam room always filled me with a sense of dread.

Whew – that’s certainly a mouthful (and, in an English final might get flagged as a run-on sentence), but it’s a good definition and well worth taking the time to dissect to see what we can learn.

1 An ongoing, continuous process…

Performance management isn’t about a form or a once-ayear meeting. It’s about daily feedback – moments where you acknowledge a job well done or offer a gentle nudge in the right direction. Like watering a plant, consistent care leads to growth.

So, what’s the link between final exams and Human Resources? Those nerve-wracking final exams are not unlike the traditional annual review process in many workplaces. When I transitioned into the workforce, that same feeling of dread that I got during final exams followed me into my annual performance reviews. Odd, right? Even though I consistently got top ratings, those formal annual sit-downs felt awkward, forced, and uncomfortable, despite the positive feedback I got.

I’m guessing I’m not the only one who’s felt this way. So, what can we do about it? Let’s spend some time talking about performance management, what it should look like, and ways to make it valuable for all involved.

When doing some initial research for this article, I searched the internet for a definition of performance management. In answer to the question “What is performance management?” a University of Kansas website provided the following response:

To provide a few examples, performance management is pausing to tell an employee, “I heard the way you explained that policy to Mrs. Smith. You made a complicated topic clear. Good job!” or “I know you don’t always have access to all the required information when you enter a new client into the system, and that can be frustrating. You’re probably not aware, but those incomplete files make it difficult for the next person who accesses that client and stalls our client onboarding process. Next time you start a new client record, how about making a list of the missing information, and following up with the producer to gather what is needed and get it into the system? Try to make this happen within 48 hours of initializing the file.”

an ongoing, continuous process of communicating and clarifying job responsibilities, priorities, performance expectations, and development planning that optimizes an individual’s performance and aligns with organizational strategic goals.

In-the-moment feedback does two things. It reinforces desired behaviors (and increases the likelihood that they’ll be repeated), and in the case of performance that you want to see changed, it provides employees with the opportunity to adjust their approach before it becomes ingrained. By reinforcing the positive and remolding the negative, providing “ongoing and continuous” feedback regarding performance can help to maximize performance and avoid serious performance issues that may later be harder to change.

2

…of communicating and clarifying…

Communication isn’t about talking. It’s accomplished when a message is sent, received, and understood. It’s a dialogue, not a monologue. Communication allows for questions and seeks clarification. Managers need to keep the lines of communication open, providing regular feedback and making sure their team members understand what’s told to them. OK, so what are we communicating?

2a …job responsibilities and priorities,

within two hours. Realizing that that’s not always possible, we set a maximum response time of 24 hours. If for some reason, this isn’t doable, let me know, and we’ll figure out a plan.”

3 …and development planning,

Performance management isn’t just about the here and now, it’s also about planning for the future. What are your employee’s career aspirations? How can they expand and grow in their current position over time, and what can they and the agency do to make that happen?

Performance management starts during the onboarding of new employees – setting the stage from day one. It’s about sitting down with new hires, going over the job description, discussing the job responsibilities, the priorities, and importance of the job. Employees who have a solid understanding of what they are expected to do and how they fit into the agency structure are much more likely to do their job properly. It sounds obvious, but it’s surprising how frequently this doesn’t happen. In the absence of a clear understanding, employees are confused and flounder. Clear communication helps to avoid confusion and sets employees on the path to success.

2b …performance expectations,

At the risk of repeating myself, this communication isn’t “once and done.” New employees are absorbing a lot of information over the first days and months in a new job. It’s good to sit down with new employees every month or so to check in on how things are going. A review of the job description each time will help to reinforce understanding and uncover any areas of the job where your new employee isn’t yet comfortable.

Employees are hard to find. Retention of good employees relies, in part, on an organization’s ability to provide career growth and opportunity. Ensure that in your discussion about performance, you’re also talking with employees about ways they can grow and expand, both within their current role and through opportunities that may lie in the future. Investing in your team pays dividends down the road.

We’re about two-thirds of the way through our definition. You may be thinking “This sounds like a lot of work.” And you’re not wrong. But here’s the thing: when done right, performance management benefits everyone, as we’ll see in the next section.

Your conversation should not focus just on “what” gets done but also on the “how.” Setting clear standards and expectations ensures that everyone is on the same page.

4 …that optimizes an individual’s performance and aligns with organizational strategic needs.

For a CSR, one job responsibility detailed on the job description might be “responds to client phone calls and answers questions.” Performance expectations go beyond the “what” and talk about “how” this work should be done. An employee who calls a client back a week after the initial call came in is technically meeting the job responsibility but probably isn’t meeting performance expectations. It’s important to clearly communicate the “how” in addition to the “what.” “At XYZ Agency, we pride ourselves on immediacy of service. We strive to return phone calls

Employees who understand what is expected perform better. This benefits everyone. It’s that simple. Strong performance management ensures that everyone on the team is clear about their role and expectations, understands how they fit into the whole, and greatly increases the likelihood that everyone on the team is rowing in the same direction.

If you still need more convincing, consider this: strong performance management has been proven to improve retention, engagement, morale, accountability, and independence; it reduces a manager’s need to micromanage – all things that contribute to a happy, productive workplace and fuel organizational performance.

Continued on page 14

Before I close, let’s spend a moment on those annual review meetings and forms. Should managers still be doing these?

Continued from page 13

There’s nothing inherently wrong with them. It’s good to touch base periodically and summarize what’s been discussed. Maybe this happens once a year. Maybe it happens quarterly. But here’s the kicker: there should be no surprises. Everything you talk about in that meeting should have already been addressed in your ongoing conversations. If that’s not the case, it might be time to take a step back and reassess your approach. Has “ongoing and continuous” gotten lost in the busy-ness of running the business? Time to give yourself some feedback and make some adjustments. Some days the best performance conversations are those we have with ourselves!

Now part of Harford Mutual Insurance Group

At the end of the day, performance management isn’t about checking off boxes or filling out forms. It’s about HR Consulting, IA&B’s contracted human resources consulting firm. Also available in audio format

Over 150 insurance professionals gathered on March 27 in Hershey, PA for the second annual IA&B Women’s Conference. The sold-out event focused on emotional intelligence and the unique strengths that women bring to the insurance industry. The Workplace Advisors President & CEO Claudia St. John presented the morning keynote session and then lead attendees through small-group discussions in the afternoon.

Nicholas

Jillian O’Brien Insurance & Financial Services LLC West Chester, PA

Dougherty & Company Media, PA

The Paterson Agency LLC Huntingdon, PA

Bethesda General Insurance Silver Spring, MD

CLASSROOM

May

May

For

or

Tim Wonder, VP-Membership

717-918-9223

TimW@IABforME.com

PRIMARY AGENT

Editor: Karen Robison

KarenR@IABforME.com 717-918-9209

Contributing editors:

Jennifer Ross, Megan Fioretta, Sarah Haas

Sales Account Executive: Rebecca Sieg | 717-430-2351

rebecca.sieg@theygsgroup.com

Risk is everywhere. In everything. With Applied Underwriters by your side, the gears of commerce, innovation, and exploration keep turning. Experience the unrivaled heart and unwavering service that only Applied delivers.

Learn more at auw.com or call (877) 234-4450.