There are two ways for Insurance Companies, Banks, Private Equity firms, MGAs, and insurtechs to approach complex risk in 2025:

1. Rely on generic solutions, potentially overlooking critical gaps.
2. Partner with specialized expertise that delivers clarity and tailored protection.

Many sit in the first category, often underserved by mega-brokers.

Your institution has unique strengths and ambitions. 

But is your risk management truly aligned? 

Or are you unknowingly exposed due to:

–  Coverage gaps hidden in the fine print?

–  Lack of access to sophisticated global markets?

–  Decisions made without credible peer data or advanced analytics?

–  Impersonal service that doesn’t grasp your specific operational realities?

The bigger problem?

You're leaving strategic advantage on the table and potentially facing significant financial or reputational risk down the line.

The solution?

Transform your risk management from a necessary cost center into a strategic asset through a bespoke, expert-driven partnership.

That’s my focus at LION Specialty.

My approach combines:

– Penetrating technical analysis honed by deep experience (including handling complex Fortune 100 accounts) to uncover what others miss.

– Global market access (London, Bermuda) and perspective, crafting solutions beyond standard domestic offerings.

– Process mastery & advanced analytics delivering clarity and confidence, not complexity.

– Authentic human connection, building partnerships that thrive.

(informed partly by my wellness background as a Pilates instructor… sustainable success requires balance)

–  Are you serious about closing critical coverage gaps?

–  Are you ready for risk management bespoke to your institution's needs?

–  Is it time for a partner who brings both sophisticated expertise and a refreshingly collaborative approach?

Let's connect and explore how we can elevate your strategy together.

Natasha Kiemnec

I was 24 years old, the youngest person in the room by at least 15 years.

And I was terrified of asking the wrong question.

The client was one of Aon's marquee accounts. The meeting was high-stakes. Everyone around the table had decades more experience than me.

So I stayed quiet.

I nodded along. I took notes. I tried to look like I belonged there.

But halfway through the conversation, something wasn't adding up.

The numbers the client was describing didn't match the risk exposure we'd outlined in the proposal. It seemed like a pretty basic disconnect, but no one was addressing it.

I figured I must be missing something obvious. These senior leaders would've caught it if it mattered, right?

But the gap kept nagging at me.

So I took a breath and asked what felt like the most obvious question in the world:

"Can we walk through how you're calculating exposure? Because I'm seeing a difference between what you're describing and what we've modeled."

The room went quiet.

Then the client looked at his CFO and said, "That's a good question. Can we?"

Turns out, they'd been using an outdated methodology. And no one on their team had flagged it because they all assumed someone else understood it.

My "obvious" question uncovered a $2M gap in their coverage.

That moment taught me something I still carry today:

Technical excellence doesn't come from pretending to know everything.

It comes from being curious enough to ask the questions everyone else is afraid to raise.

Now, when I'm mentoring the next generation of actuaries at LION, I tell them this:

The questions you're embarrassed to ask? Those are usually the ones the room needs to hear.

Because the most dangerous assumption in any technical field is that someone else has already figured it out.

Your lack of experience isn't a weakness. It's permission to question the status quo without ego getting in the way.

So ask the obvious questions. Challenge the assumptions. Speak up when the numbers don't add up.

That's how you build real expertise—not by faking confidence, but by staying relentlessly curious.

What's one question you've been afraid to ask in your work that might actually be worth raising?

Natasha I.  Kiemnec, ARM

Managing Partner & Co-founder of LION Specialty | Global Financial Institutions & Private Equity Broker | Classical Certified Pilates Instructor

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In my first broker role, I caught what 3 senior brokers missed in a major insurance program.
And there's such a simple reason why:

I actually read the policy.

All 200 pages.
Every endorsement. Every exclusion. Every definition. 

The senior brokers had reviewed the summary of coverage.

Confirmed the limits. 
Negotiated the premium. 
They'd been doing this longer than I'd been alive.

But on page 157, buried in a definition nobody checks, was language that invalidated coverage for the majority of the client's operations.

"Financial Interest" was defined to exclude any subsidiary with less than 50% ownership.

The insured had 47 subsidiaries. 31 were minority stakes.

Their biggest exposure - a 49% stake in an overseas operation - had zero coverage.

Massive uncovered liability. 
Exposed for years.

When I raised it in the meeting, the room went silent.

The senior brokers pulled up the policy. Read the definition. Re-read it. Called the carrier.

That's the unfortunate truth about coverage summaries.

Carriers write them. Carriers set what counts as "standard." And carriers count on brokers not reading page 157.

At LION, every team member - from associate broker to partner - reads every policy.

Not summaries. Not excerpts. Every single page.

Because experience without diligence is just confident ignorance.

And ignorance at page 157 can destroy everything.

~

Every Friday we share insights that cut through insurance complexity.
Comment 'brief' and I'll get you on the distribution!
LION Specialty 🦁

Legally, a drone is an aircraft.
That one definition nearly created a multi-million dollar uninsured loss.


I was reviewing a policy for an insurance carrier client.

We reached the "Aircraft and Operational Machinery" exclusion.

The CFO stopped me.
"Wait. We use drones to inspect property claims. If this exclusion stands, are we covered?"

Technically? No.

If the policy excludes "aircraft," and the FAA defines a drone as an "aircraft," the carrier can deny the claim.

Most brokers would wave this off.

"It’s a standard exclusion. They know what you do. It’ll be fine."

I don't rely on "fine." I rely on the contract.

We added a carve-back:
"This exclusion does not apply to the use of unmanned aircraft for claims handling and loss assessment."

One sentence.

Total protection.

Standard forms are written for hypothetical companies.

Manuscript policies are written for your operations.

How many "standard" exclusions in your policy are silently blocking your actual business operations?

Book a review. We usually find the first gap in 15 minutes.

A single word just split a federal court ruling.


Most financial institutions treat their Crime Bond and their Cyber Policy as two separate safety nets.
But a recent ruling (Hartford vs. HSB) just proved why that is a dangerous assumption.

The Bond was dismissed. The Cyber policy survived.
The difference wasn't the loss itself. It was the definition of "Causation."

Here is the nuance that most programs miss:

1. The Bond: Often excludes losses where an employee is "tricked" into sending money (Social Engineering). It requires the computer itself to be the cause.

2. The Cyber Policy: Applies a more permissive "direct result" standard that holds up even when human error is involved.

If you are relying on a $250k Social Engineering sublimit to cover a seven-figure wire fraud loss, you are exposed.

I’ve spent years architecting programs for financial institutions, and I always look for this specific friction point.

You cannot map these coverages in silos. They have to work together.

We broke down the full legal framework in this week’s Boardroom Briefing.

Comment "BRIEF" and I'll send it over.

Eighteen years in insurance taught me what no training manual covers.


Here are the unspoken rules that matter most:

1. Relationships outlast resumes.
The best placements don't come from knowing the product. They come from knowing the underwriter who can make an exception. Build the relationship before you need the favor.

2. Saying "No" is a skill.
Early in my career, I said yes to everything. I learned the hard way that overcommitment leads to mediocrity. Boundaries create the space for excellence.

3. Ask the "Junior" questions.
I was 24, manuscripting policies with General Counsels. I asked questions that probably annoyed them.
But asking when you don't understand builds expertise faster than pretending you do.

4. Own mistakes immediately.
Coverage errors happen. The brokers who survive own them fast. The ones who spiral try to hide them. (This one I learned early days from my parents.)

5. Physical discipline supports mental performance.
You cannot sustain high performance on declining physical capacity. Insurance rewards endurance. Train for it.

Nobody told me these rules at 22.
I learned them through trial, failure, and watching others burn out.

What has been the key to your most career success?

Ps. Also! Make the most of the travel, and make it fun.

Eight auto insurers paid New York $19 million for the same mistake.

Hackers stole driver's license numbers through their online quote tools. These were the same tools insurers use to capture new business.

Hartford paid $3 million. Liberty Mutual paid $2.7 million. Farmers paid $2.775 million plus extra penalties for not reporting on time.

These weren't sophisticated attacks. DFS warned about these exact vulnerabilities in 2021. Four years later, companies were still exposed.

The department has now collected $144 million in cybersecurity penalties across 27 entities.

The message is clear. If they found violations in your most basic public-facing application, what else are you missing?

And if you miss the 72-hour breach notification window, you pay twice. Farmers and Infinity learned that the hard way.

We break down regulatory signals like this every week. Comment NEWSLETTER for the link.

Your broker is either your greatest strategic asset...
...or the most expensive false sense of security you'll ever buy.
The difference comes down to three things: 

how deeply they know your world, whether their systems were built for it, and what happens when a claim hits.

A generalist broker works hard. 

They juggle manufacturing on Monday, healthcare on Tuesday, and your credit union on Wednesday. 

That effort is real. 
But effort and immersion are different animals.

After 15+ years serving only financial institutions, we've reviewed hundreds of FI programs. 

We've seen what breaks. 

We know that a mutual bank's volunteer board creates different D&O exposure than a community bank's paid directors. 

We recognize the regulatory triggers that turn routine exams into coverage events.

Pattern recognition compounds over decades. 

A generalist sees your program once a year. 

A specialist has seen your exact problem a hundred times—and remembers how it played out.

Financial institution risks don't behave like other industries. 

Your exposures intersect in ways that require fluency, not familiarity. 

Cyber meets professional liability. 
Regulatory action triggers D&O. 
Crime losses cascade into reputational damage.

A broker who doesn't live in this world can't see these connections coming.
Immersion determines whether your coverage works when everything depends on it.

🦁

Florida homeowners just got 8.7% rate cuts.
That's the headline. Here's what actually happened…

CFOs, CUOs, and board members at regional insurers, mutuals, and MGAs…

I've watched litigation costs shape premium volatility more than any catastrophe season. 

Florida used to account for 8% of national homeowners claims while generating nearly 80% of litigation costs.

After 2023 tort reforms, the state dropped from 2nd to 10th in national nuclear verdict rankings. 
Seventeen new carriers entered.
 Private capacity returned. 

Now rate relief is flowing across homeowners, auto, and commercial lines.

That's not just a Florida story. 

Seven states built the blueprint.

Meanwhile, financial services topped the 2025 breach list with 387 incidents in H1 alone. 

Experian predicts AI agents will overtake human error as the leading cause of breaches next year.

Two patterns converging. 

One board conversation.

We unpack all three developments in this week's Friday Five Boardroom Brief.

Read the full breakdown in this week's Boardroom Brief. Comment "BRIEF" below and I’ll get you on the distribution.

P.S. one of my favorite places to travel for work! does your job take you anywhere cool?

At the American Bankers Association Risk Management Conference in Orlando?

I’m on the Brightline Trains on my way up. 

Would love to meet up! Send me a note. 

(And yes, I changed my hair)

Twenty-seven reciprocals formed between 2017 and 2024.

Eighteen of them launched in just the past year. Premium volume grew 83% in two years.

Traditional carriers pulled out of Florida and other cat zones after massive losses. Reciprocals stepped in to fill the gap. They now bring $51 billion in premium capacity to the P&C market.

The sector runs in two tiers now. Established players like USAA, Farmers, and Erie have fortress balance sheets and decades of history. The newcomers bring innovation, but eight of them scored below 30 on ALIRT's financial strength scale.

AM Best called reciprocals a "compelling answer to market gaps." Policyholders control rates, strategy, and overhead. Insurer and insured interests align because they're the same party.

If you're a financial institution evaluating a reciprocal partnership, understand the model first. Surplus notes provide initial capital. Management fees fund operations. Subscriber control creates alignment.

DM me if you want to talk through how these structures actually work.

The difference between Lloyd's manuscript forms and domestic policies, explained 
(because insurance contracts are complicated and most people never see how they’re actually built):

Lloyd's is a marketplace of syndicates.

Each syndicate underwrites risk independently. And brokers with the right authority can draft custom manuscript forms specifically for their client's exposure.

But Lloyd's syndicates don't hand manuscript authority to just anyone.

You earn it.

How? Through decades of trading relationships. Clean claims reporting. A track record of accurate underwriting.

We earned ours over 20 years.

When does Lloyd's make sense?

3 situations where I recommend it:

• Complex FI risks that don't fit standard domestic forms  
• Need for affirmative coverage language (not just silence on coverage gaps)  
• Operations that span multiple coverage lines in ways domestic carriers won't touch

The structural difference is massive:

Domestic policy: 200+ pages of assembled forms, endorsements, and exclusions bolted together. 

You're hunting through layers to figure out what's actually covered.

Lloyd's manuscript: 40 pages. Custom-drafted for the specific risk. 

Everything in one place.

Clarity vs. ambiguity.

Lloyd's isn't always the answer.

For straightforward risks, domestic markets are faster and often more cost-effective.

But for certain FI risks - especially those with unique exposures or operations that don't fit the standard boxes - Lloyd's is the only option that makes sense.

Because you need coverage that actually responds when there's a claim. 

Not coverage that leaves you in a 3-year coverage dispute.

By the way…

Every week we share curated insights that cut through insurance chaos and help you make the best policy decisions.

Join here: https://lnkd.in/garzxSxG

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Classical Pilates Certification 

Associate in Risk Management - Enterprise Wide Risk Management (ARM-P)

Advanced Open Water Scuba Diver

Co-Founder & Managing Partner

NFP is a leading insurance broker and consultant that provides employee benefits, property & casualty, retirement, and individual insurance and wealth management solutions through our licensed subsidiaries and affiliates.Our expertise is matched only by our personal commitment to each client’s goals.

Senior Vice President

Vice President

JLT Specialty USA is the U.S. platform of the leading specialty business advisory firm Jardine Lloyd Thompson Group. Our experts are specialty focused and have extensive experience in industries and products serving leading U.S. and global firms. We focus on complex areas of industry or product need, where innovation and optimization are critical. 

Our specialty team has clear alignment around our clients’ best interests and are judged and rewarded based on our clients performance. With decisive insights, our team is fact-based and analytics-driven to create the best insights and value for our clients. 

Our culture enables a rewarding and challenging environment to attract and develop the best talent in the industry. We encourage creativity and are free to challenge conventions. With teamwork and collaboration, we are working together to share knowledge, solve problems and deliver the best solutions for our clients. 

Jardine Lloyd Thompson is one of the world’s leading providers of insurance, reinsurance and employee benefits-related advice, brokerage and associated services. JLT’s client proposition is built upon its deep specialist knowledge, client advocacy, tailored advice and service excellence. JLT is quoted on the London Stock Exchange and owns offices in 40 territories with more than 10,600 employees. Our global foundation is unparalleled and provides experts worldwide in 135 countries. 

For further information about JLT, please visit our website www.jltus.com

Broker Director and Officer's liability insurance for clients around the globe.

Assistant Vice President

Development Intern

Developed Business Plan

Intern

Managing Partner & Co-founder of LION Specialty | Global Financial Institutions & Private Equity Broker  | Classical Certified Pilates Instructor

French

Most executives discover their D&O coverage gap the day they get sued—not the day they sign the policy.


Here's the brutal part:

CFOs and general counsels spend weeks negotiating premium rates and policy limits. But the language that actually determines whether you're covered? Most never read it.

I've reviewed hundreds of D&O policies. And the same technical gaps show up over and over.

These aren't edge cases. They're the exact provisions insurers use to deny claims when executives need coverage most.

Here are 3 policy traps that sink real claims:

1/ Fraud exclusion language with a "dishonesty”trigger

Vague fraud exclusions let the insurer deny coverage based on allegations alone—no final judgment required. Executives are left funding their own defense. 

✅ Protective: "Fraud as determined by final non-appealable adjudication"
❌ Risky: "Fraud resulting from dishonest acts" (no adjudication requirement)

2/ Hammer clauses forcing lowball settlements

This provision penalizes you for rejecting settlement offers the insurer wants to take.

Refuse a settlement? The policy limits your recovery to what you would've paid if you'd accepted.

✅ Protective: No hammer clause, or "modified hammer" (insurer shares excess costs)
❌ Risky: "Insurer's liability limited to settlement amount offered"

3/ Representations language that outright excludes coverage and relies on all being material

If your policy application becomes part of the contract, any misstatement—even unintentional—can be used to deny 

This includes statements made by people you don't even know about facts you can't verify.

✅ Protective: "Severability of applications" + "only material items to acceptance can be used to deny"
❌ Risky: "Application is part of this policy and all statements are warranties"

I've seen GCs negotiate policies for months and yet miss some key details like these

Which of these gaps exists in your current D&O policy?

The AI honeymoon is over for insurance.

78% of P&C insurers are using generative AI in some capacity. But Only 4% have scaled it across their organizations.

And that gap should tell you everything.

I've been watching this play out with carriers for the past year. Everyone bought the tools. Everyone ran the pilots. Everyone presented to the board about transformation. Now the boards are asking a different question: where's the return?

The carriers who actually scaled past the pilot phase did something different. They didn't start with "we need an AI strategy." They started with "renewals are slipping" or "quote turnaround is killing us" and worked backward from there.

Look at where the big carriers are placing their bets. State Farm, USAA, and Allstate hold 77% of all insurer AI patents. They're protecting claims automation, telematics, customer service. Boring stuff. Stuff you can measure.

For the carriers I work with, the question I keep asking is:

Can you tie your AI spend to a number? If the answer is no, that's worth a conversation before your next board meeting.

P.S. If you want to talk through how AI deployment is showing up in underwriting conversations, DM me.

“The stiff and unbending is the disciple of death. The gentle and yielding is the disciple of life". 


A quote from the Tao Te Ching. 

In building a business, being around friends at different phases of life, from different cultures, marrying someone of a different ethnicity, and trying at all times to immerse myself in culturally rich cities, I’ve found this to be true to almost an unnerving point. 

If you’re not willing to bend
Change your habits
Continually grow
Apologize for your wrongdoings
Shift your path based on another 

You’ll find yourself in the same place for most if not all of your life. 

I was reminded of this quote in finishing the book Atomic Habits by James Clear . 

While on the face it’s about habits, I took away more the ability to

- take what is automatic and make it a deliberate practice 
- Learn to master the process of narrowing your focus to truly the most important element of success
- Constantly review and reflect

And more importantly than anything learning to fall in love with the mundane. 

Why does any of this matter?

Because it’s what makes people great. 

To be applied anywhere of deep success:

Successful entrepreneur
White glove service
Professional athlete 
Fighter pilot
The charismatic wealthy friend who seems to have it all 

Which all comes with the desire to master as task but always being willing to grow. 

Most do not have this level of discipline especially these days with AI, social media, and attention spans being less than 10 seconds. 

So for those who fall in this camp.  I applaud you, and hope to meet you someday!

Happy Saturday. 

Ps. A brand that definitely has this dedication to constant improvement and refinement! Their location in France was quite the experience!
Ruinart

The single biggest leverage point in any insurance negotiation is time.


Most brokers start the renewal process 30 days before expiration.
They flood the market with submissions. They cross their fingers. They hope for appetite.
You get daily emails asking for "just one more thing" while trying to close your quarter.

We operate on a 150-day cycle.

Day 150: The Strategy
We map out exactly where we are headed. We identify the story we need to tell before we ever open a submission file.

Day 120: The Build
We construct the submission. We test every angle of the risk narrative.

Day 90: The Approach
The carriers see our first approach now. We are reading the market, not reacting to it.

Day 60: The Options
We have your options locked down.

Day 30: The Bind
Bindable terms in hand. No drama. No surprises.

One client saw their limits jump 25% at flat premium simply because we had the runway to position them properly.

You negotiate effectively when you control the clock.

If your renewal is July 1st, we should be starting right now.

DM me "TIMELINE" and I'll share our 150-day execution roadmap.

The client didn't trust me. I was young, the account was complicated, and standard solutions wouldn't work.

This was a $250K commercial account with exposure across 3 different liability classes. The existing broker had left gaps in coverage that put the client at serious risk.

And I had one shot to prove I could handle it.

Here's what I did to turn a skeptical prospect into a 7-year partnership:


Step 1: I stopped pitching standard packages

Most brokers would've pulled out their usual markets and called it a day.

Instead, I spent 6 hours reviewing their operations, claims history, and contract language. I found 4 specific exposure gaps the previous broker had missed—including one that could've cost them $100K+ in an uncovered claim.

I presented those findings before I ever mentioned a single carrier.

Step 2: I built custom manuscript forms for their unique risks

This client had operations that didn't fit into standard ISO forms. So I drafted manuscript policy language that actually addressed their exposures.

I used my background working with London syndicates to structure coverage that matched their real-world risk profile—not just what was easy to place.

Step 3: I showed them the math on every coverage decision

For each coverage gap, I laid out:

• The specific scenario that could trigger a loss
• The dollar amount they'd be exposed to
• The premium cost to close the gap
• My recommendation (and why)

No insurance jargon. No pressure. Just clear trade-offs so they could make informed decisions.

The outcome?

They signed. And years later, they're still a client.

Not because I sold them the cheapest policy or had the flashiest pitch.

Because I did the work to understand their business and gave them coverage that actually protected them.

That's what client-centric risk management looks like.

If you're a broker or risk manager, here's my question: What's one thing you could do today to understand your client's operations better before you present a single policy option?

I'd love to hear how you approach complex accounts.

If your insurance coverage doesn't work in a simulation, it won't work in a crisis.


We don't just place the coverage and file the binder.

We stress-test it.

Before the program binds, we run "Mock Claim" scenarios against the proposed language.

We simulate the specific nightmares that keep the C-Suite awake:

1. The Friday Night Hack

A ransomware event hits at 6 PM. Who do we call? Does the "Breach Response" definition actually trigger immediate counsel, or are we stuck waiting for carrier approval?

2. The Regulatory Subpoena

A short-seller report triggers a stock drop. The SEC calls. Does the policy cover the "Informal Investigation" costs, or does it only trigger after a formal Wells Notice?

3. The Nuclear Verdict

A jury awards $50M. Does the excess tower sit flush on top of the primary, or is there a gap in the attachment point that leaves you exposed?

We usually find the cracks during the simulation.
It is infinitely better to find them in a conference room than in a courtroom.

You stress-test your software.
You stress-test your financials.
Start stress-testing your risk transfer.

Ready to see if your program holds up?

DM me "STRESS TEST" and let's run a scenario.

Ps. This is how we react when we hear of another prospect’s program not working and they need a LION!

There is a quiet dysfunction that plagues even the best mega-brokerages.


It’s the account manager who doesn't remember the coverage conversation from six months ago. It’s the service team that treats every interaction like a fresh start. It’s the senior partner who shows up for the sale, then vanishes until the renewal.

How do we know this?

Because we lived it for decades.
We thrived inside the machine. We did exactly what the industry required: we wore "exhaustion" like a badge of honor.

Long hours. Weekly travel. Drinking too much.
We kept telling ourselves, "It's just the business. It's just the way it is."
Reality: it was grueling and massively unhealthy.

It became crystal clear when my co-founder Flip and I walked away from it all at the end of 2022.
It took us six months just to decompress.

I spent that year getting certified as a Pilates instructor.
Four hundred fifty hours of training.
I watched high performers show up depleted, push through, and then return to environments that broke them down.

My insight was sharp:
"The workout wasn't the problem. The recovery system didn't exist."

Meanwhile, Flip was coming to the same conclusion from a different angle.

A friend recommended The Blue Zones Kitchen.
He started studying Okinawa and Sardinia—places where longevity is a system, not an accident. 

A concept which I’ve long been interested in since my nana lived to 103!

We realized the industry’s problem wasn't training, technology, or talent.

The problem was that the people serving you are running on empty.

So we asked: "What if we built a brokerage using Blue Zone rules?"

A place where high performance doesn't require normalizing anxiety.

This is what we built—and why a "Corporate Blue Zone" is the safest place for your risk program to live.

If you didn’t catch it, we wrote about this in our Wednesday intelligence which dropped yesterday. Want a copy - comment WEDNESDAY.

This is what we want every client to experience. 

White glove service:

getting back to you quickly, not wondering where we are, and knowing we will always come through for you. 

Creativity and “bespoke” solutions:

So many brokers move through the motions but actually understanding a client’s risk profile means the difference between average and exceptional results. 

To feel like they are our only client:

We strive for high touch, responsive, creative, early, easily reached, results oriented, and positive so that every client feels like they are our only client. Their size, location, and risk profile does not matter in terms of our attentiveness - each one is equally importantly. 

Thanks Brooke!! This made our week!

General Counsel at American Coastal Insurance Corporation

We made the switch to Lion Specialty and immediately saw exceptional results. Everything highlighted in their recent newsletter mirrors our own experience — responsive service, technical expertise, and a true solutions‑focused approach. The Lion team delivers exactly what they promise, and the impact on our placements has been clear. A great read from a partner who really follows through.

https://lnkd.in/eskSdDcQ​

Open article: What Fortune 500 CFOs get that you don't by lionspecialty.ck.page

Your D&O policy protects the company. But when you get named personally, does it protect you?

Securities lawsuit risk has climbed to $13.7 trillion. AI disclosure pressure keeps growing. Personal exposure for executives is no longer a concept.

Side A coverage gaps. Exhausted limits. Severability failures. These determine how personal assets get exposed when claims get serious.

Coverage that exists on paper differs from coverage that performs when you're the one being named.

Most brokers serve institutions. Fewer serve the executives who lead them. That distinction matters when a regulatory investigation or shareholder action makes your D&O policy suddenly personal.

What financial institution executives actually need from their broker: time back in your day, personal protection that holds up under pressure, and board-ready answers when your directors start asking questions.

If you haven't examined how your D&O program would actually perform under stress, now is the time.

P.S. We built a 5-day email course on the D&O mistakes we see most often. Comment BLUEPRINT and I'll send it.

Most coaches rely on referrals because most marketing is transactional, misaligned, or simply not built for the kind of work they do.

But that reliance creates uncertainty.
Great months followed by quiet ones.
Impact limited by chance.

I help coaches create consistent demand without forcing them out of integrity.

After failing my own coaching business trying to apply generic marketing/sales playbooks, I rebuilt my approach.

Now I build simple, repeatable systems for coaches that translate integrity, clarity, and their lived experience into steady, human conversations with the right people.

No pressure.
No performance.
No pretending.

Just consistent demand for your work.

I'll happily create your growth engine for free. Schedule some time with me here:
https://calendly.com/jeremy-hamiltongrowth/growth-engine-design

Jeremy Hamilton

I started giving my paid stuff away for free. Now I’m fully booked.

For a long time, I was careful with my best offers.
I didn’t want to give too much value away.

I thought value should be protected and saved for paying clients.

So I shared vague, high-level content.

The result?
Crickets.

Everything changed when I tried the opposite.
I started solving real problems for free.

Not tips or teasers, but actual problem solving.
Helping people forward.

I started receiving dm’s, calls, clients.
Conversations started warmer with more trust.

By the time investment came up, my value was already known and it became easier to start collaborating.

What can you give away for free?

Hint: If it's painful to give away for free, it's probably the right thing to offer.

Founder & Coach @ HamiltonGrowth | Helping coaches create consistent demand

Credentials do not win coaching clients.
They often cost you the client

Most coaches try to solve.
Get to the essence.
Prove they are competent.

But clients are not comparing résumés.

They are listening for one thing:

“This person knows this place.”

That moment has nothing to do with your ability to coach.
It comes from naming their experience precisely.

Saying the thing they have not said out loud.
Pointing to what actually hurts.
And where they are quietly trying to go.

When that happens, convincing stops.

People do not hire the most impressive coach.
They hire the one who knows them well.

I wish I realized this earlier about marketing

Marketing is about 1 thing and 1 thing only.
To build trust.

But to do this effectively, it's not about showing off my credentials or bragging about my results.

It's about connection.
Genuinely caring about the people I meet.

Being on their team.
Loving their effort.
Placing myself in their shoes and genuinely giving a damn.

Help good people make more impact.

I replaced marketing with being in connection.
It's more fun and I get to connect more genuinely with people. 

What does marketing mean to you?

I was selling my solution. It cost me $250,000.

For 3 years, I pitched as if my life depended on it.
Selling my coaching, courses, and programs.

Zero customers.
None.

I realized nobody cares about my method.
I also realized people care about solving their problems.

So, I stopped focusing on my method.
And I started speaking about their problems.

That shift alone opened up many conversations.
And it allowed people to self-select in.

What’s the #1 problem for your clients?

Nothing stalled new clients more than having great first calls

I thought being valuable on first-time calls was the lever. 
It actually kills momentum. 

Early on, I over-delivered on first conversations. 
I clarified thinking. 
I reduced confusion. 
I made things feel lighter. 

People left the call clear and grateful. 
They also left done. 

Here’s what I missed. 
Helping solves the problem.
 
But once the pressure is gone, there is nothing left to move. 

Results didn't change when I explained better. 
They changed when I stopped relieving tension. 

Holding the line keeps the problem unresolved. 
It creates tension and a need to solve it.

It unlocked many more clients for me. 

If your initial conversations calls feel good but rarely convert, look closely at where you are holding tension vs. releasing it. 

It's the key to more clients.

Marketing doesn’t work for coaches & therapists. Here’s why.

Urgency.
Scarcity.
Fricking countdown timers.

All of this puts people into a dysregulated state.

‘Act now!’
‘Limited time off!’
‘5 Spots left!’

Ugh.

It’s fake.
It’s manipulative.
It’s bullshit.

As a coach/therapist, isn’t the whole point to empower clients OUT of survival?

I failed my first coaching business. Or so I thought.

I closed it down because I was nearly bankrupt.
I was bitter.
And I felt defeated.

A powerful calling.
Like something greater was calling me forward.
And still, nothing but ashes.

I lost a part of myself on that journey.
I knew I’d come close, but something seemed out of reach.

It marked a year of integration + money survival-mode.
Not a great combo.

“Failure is a good teacher,” they say.
I mostly found myself trying to figure out what the hell happened.

“How do I grow a coaching business?”

I’d learned the hard way that most marketing and sales don’t work.
Not for coaching.

It demands trust, connection, and value.
Not bro-marketing.

When I reminisce about my glorious failure, I feel grateful.
It sparked a quest to figure out how to do this.

It took me a while, but I did.
Through my failure, I ended up building a thriving coaching business.

Without sales.
Without marketing.

Eventually, I was able to see that what I had learned wasn’t just defeat.
I had simply found a way that didn't work.

Beep. Shift. Go.

What have you learned from today's 'mistakes'?

Growth is boring (and why that’s a good thing)

For the longest time, I thought growth should feel exciting.
When it didn’t, I assumed I was doing it wrong.

I wasn’t.

What actually moved my business forward felt repetitive.
Almost disappointing.

Daily outreach.
Same message.
Same cadence.
Same offer.

For a long time, I assumed that meant I was doing it wrong.

Until revenue stopped swinging because conversations became predictable.
Momentum showed up quietly but consistently.

The work didn’t get more exciting; it got more effective.

That’s when I realized something I wish I’d learned earlier:

Growth doesn’t compound through brilliance.
It compounds through boredom done consistently.

If your business feels stagnant, don’t ask what to add.
Ask what you’re avoiding because it feels too simple.

Over to you:
The “boring” thing I keep postponing is ______.

Founder & Coach, Hamilton Growth | Proven systems to turn expertise into business growth

I closed my laptop because I didn’t trust myself

It was late.
The offer was done.
Stripe was ready.
The strategy worked.
The numbers made sense.

Everything said: launch.
My hand hovered over “Send.”
I felt hesitant.

Not because I was unsure.
Because I knew exactly why I was doing it.

Money.

That pull to just go through with it felt familiar.

Automatic.
Justified.

So I closed my laptop.
Went to bed.
And killed the offer.

Not because it wouldn’t sell.

But because I didn’t want to build another thing I’d have to outrun later.

I’m done doing it just for the money.

When was the last time you said no to something that would have paid you well?

I stopped selling. I got more clients.

Selling never felt wrong because it didn’t work.
It felt wrong because of how it made me show up.

And people felt that.

I sounded guarded.
Performative.
Like I had something to get.

So I stopped selling.

I stopped pushing outcomes.
Stopped steering conversations.
Stopped trying to “move” people anywhere.

Instead, I focused on being useful.
Sharing context.
Helping people see their situation more clearly.

That’s when things shifted.

Conversations opened up.
Trust showed up faster.
People leaned in without ‘convincing’.

I experienced more connection.
I got more clients.

The biggest learning?

Selling doesn’t work for me.
Being in connection does.

Does selling energize you or drain you?

No one is looking for a coach

People don't wake up thinking about a modality.
They wake up with a problem.

They want relief.
Support.
Someone who understands their situation.

Coaching is how you serve.
It is not why they come.

Demand is organized around painful problems.
Not titles. Not labels. Not identities.

When you lead with coaching, you blend in.
When you lead with their struggle, you stand out.

Do you lead with coaching, or with the struggles you help solve? Choose wisely.

I didn’t wait until I felt ready. That’s why it worked.

Limited cash.
No clarity on my offer.
No idea who I was for.
Message wasn’t landing.

I was stressed. 
Felt frustrated.
Scared.

I knew I had value to offer.
I just hadn’t figured out how to get clients.

Still, I kept walking forward.
In the dark.

I knew I had to figure this out myself.

To stop listening to the opinions and advice of others.
To rely on myself and my own ability to figure it out.

"I have everything I need."
"The only thing left is to show up."

Every.
Single.
Day.

Independent. 
Sovereign.

Until I get what I want.

I remember:
How scared I was.
How often I wavered.
How much pressure I put on myself..

When I look back at this phase of my business, I realize that sometimes,
Sometimes, I don’t need all the answers.

Sometime all I really need is to take one next step.

What’s your step into the unknown today?

3 Years. $250,000 spent. 2,893 leads. $0 revenue.

I did everything “right.”

Funnels.
Ads.
Content.
Systems.

On paper, it looked like growth.
In reality, nothing moved.

Not one purchase.

For three years.

That failure wasn’t loud.
It was confusing.
Quiet.
Embarrassing.

Especially as a former Head of Growth who had already scaled dozens of companies.

I kept assuming the answer was more.

More tactics.
More optimization.
More systems.

It wasn’t.

The real problem showed up only when I stopped hiding behind activity.

I didn’t know:
Who this was really for
Which problem actually hurt
What proved I could solve it
How to say it simply

I was generating motion.

Not relief.

Growth doesn’t come from better marketing.

It comes from solving a real, bleeding-neck problem someone feels today and cannot afford to ignore tomorrow.

Everything else is noise.

What problem do you solve that your clients want gone now?

I was shaking. This changed everything

I didn’t go viral.
I didn’t close a deal.

For months, I was working on the same outreach message over and over.

Offer changed.
Audience changed.
Problem sharpened.
Language simplified.

I sent messages daily.

Most were ignored.
Some polite replies.
No real traction.

Until one morning,
I looked at my calendar,

Blinked twice, but confirmed:
5 People had booked a call with me.

Overnight.

It took me a minute to take it in.
Then it hit me:

I finally found a way to open up conversations with people.
I finally locked in a version of my message that landed!

I was so proud.

Took me 86 working days before I 'cracked the code.'
Damn well worth it.

What message are you testing right now to get new clients?

Sales is a losing game for coaches and consultants

In high-trust collaborations, pitching simply doesn’t work.

People feel the vibe of being sold to, and it’s not a clean way to start off working together.

I found context setting to make sales obsolete.

Context setting works like this:
- Name the problem as they experience it
- Explain how it gets solved
- Paint a vivid picture of what life looks like on the other side

My worldview. My lived experience. Genuinely delivered.
Those who resonate with it will feel seen, heard, and understood.

They’re a yes before I even share my offer.

Ever noticed some people are a "yes" before you explain your offer? They were already sold.

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The Battle

Natasha Kiemnec

Jeremy Hamilton

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taplio

The Battle

Natasha Kiemnec

Jeremy Hamilton

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Natasha Kiemnec's LinkedIn Performance

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