CEO on constructing dealer relationships


Continue reading: Risk Managers and Brokers: How to Build the Relationship

“We have had many great opportunities to connect with potential broker partners and reach over 80 partnerships in 2021,” said Foy. “We have an enormous platform that enables us to attract partners and let them continue to grow and prosper.”

The CEO explained the company’s hybrid model, which works with brokers and increases and accelerates the level of performance.

“We’re taking the octane fuel they have in their tanks and replacing it with rocket fuel,” he said. “Brokers are business builders, entrepreneurs who have made a name for themselves in their communities. We want them to keep this autonomy and provide them with additional tools that can relieve them of some of the work. “

Foy emphasized the importance of giving brokers the time they need to focus on providing great service to existing customers and the ability to bring new customers on board.

By relieving some of the administrative burden like payroll, benefits, and other HR or accounting pressures, brokers can focus on growing a large business, and with the right partnerships, cross-selling opportunities are endless.

“Bringing all these different experts together makes us a better team,” he said. “When someone is working on real estate and someone else is working on social benefits, we bring these people together and write business as a team.”

“This is a thrill for brokers and we’ve seen so much growth in partner collaboration over the years,” he added.

Fostering a culture of cohesion is invaluable. Foy mentioned that they have new partner meetings every quarter so brokers get to know each other and the PCF team, but it doesn’t stop there.

“We also bring all of our partners and their spouses together so everyone knows the group of people who run the business,” he said. “It’s not just about growing the business, it’s also about building relationships.”

Building transparent relationships within an organization is critical to long-term success and talent retention.

“A lot of our partners are 35 to 40 years old because they see the value in repositioning for growth, and everyone has equity, which is really exciting,” said Foy. “We promote this equity so that all employees have the opportunity to participate in our employee appreciation pool or to buy something.”

When all levels of employees come together they will be successful together, which is key to the PCF culture. Foy said that establishing a coherent culture takes a lot of personal contact to understand each individual’s unique needs.

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“They don’t want to be 100% digital,” he added. “Having a relationship in which you combine both personal and digital communication saves time, energy and money.”

Technology is extremely useful, but at the end of the day, personal interaction and a handshake help build a deeper connection – it makes them more open to explaining what they need and what their goals are for the future.

“For us, it’s all about people, not just their business,” said Foy. “When you bring highly qualified people together, it’s incredible what you can achieve.”

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