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

The SEC doesn't always send a lawsuit.
Sometimes they just ask for a "voluntary" interview.


That "voluntary" interview cost my client $250,000 in legal fees.

They received a request for documents. Not a subpoena. Not a Wells Notice. Just a request.

They hired top-tier counsel to respond (as they should).

They sent the bill to their insurer.

The Denial:
"This is not a Claim. A Claim is defined as a written demand for monetary or non-monetary relief. This is just a request for information."

Technically, the carrier was right.
The standard policy was silent on "inquiries."
The client paid the $250k out of pocket.

The Architect Solution:
We don't use standard definitions.
We expanded the definition of "Claim" to include "Pre-Claim Inquiries."

Now, when the regulators "just have a few questions," the policy responds.
It pays for the lawyers to answer those questions correctly—before they turn into a lawsuit.

If you wait for the subpoena, you’ve waited too long.
Your coverage needs to start when the risk starts.

Does your policy cover "Pre-Claim Inquiries" or just "Claims"?

One definition is worth $250k.

DM me "INQUIRY" and I'll check your language.

P.S. Ever been to Mexico City? One of the coolest spots I’ve frequented the last few years! It’s a vibe.

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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Your $5M policy is not actually $5M.


Unless you structured it correctly.

Most D&O policies are "eroding limits."
Every dollar spent on lawyers reduces the limit available for the settlement.

If you spend $2M defending a frivolous lawsuit...
You only have $3M left to pay the judgment.

The lawyers get paid first. You get paid last.

We structure defense costs outside the limit, in addition to, or specific sub limits outside the limit. 

This means the insurance company pays for the defense or other limits in addition to the policy limit.

Your $5M limit remains fully intact for settlements and judgments.

Why this matters:
In a complex securities claim, defense costs can easily hit $500k-$1M before you even get to a motion to dismiss.

If that money comes out of your limit, you are underinsured.

If it sits outside, you have a dedicated war chest for the fight.

Don't let your legal bills eat your protection.

Check your declarations page. Does it say "Defense Costs Included" or "Defense Costs in Addition"?

What other sublimits are included, if any?

If it says "Included," you have less coverage than you think.

DM me "LIMITS" and I'll review it for you.

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?

The easiest way for a carrier to deny a $10M claim is not a coverage exclusion.


It is a calendar error.

"Late Notice" is the silent killer of D&O claims.
Most policies require you to notify the carrier "as soon as practicable" or within a specific window (30-60 days).

But what counts as a claim?
Is it a lawsuit? A demand letter? A verbal threat?

If your General Counsel gets a letter on January 1st, handles it internally, and then notifies the broker on March 1st...
You might be denied. Entirely.
Not because the claim wasn't covered.
But because you missed the window.

The LION Process:

We don't leave "Notice" to chance.

1. The Definition Trigger
We negotiate the definition of "Claim" so it triggers only when a written demand is received by the Risk Manager or General Counsel—not just any employee. This prevents a mailroom mistake from voiding your coverage.

2. The Protocol
We build a "Notice Flowchart" for your legal team before the policy binds. Everyone knows exactly who to call and when.

3. The "Laundry List"
At the end of every policy period, we notice everything. Every potential circumstance. Every rumble of thunder. We lock in coverage under the expiring limits so you start fresh.

Process beats panic.

Don't let a clerical error cost you your limit.


Does your team know exactly what triggers a notice requirement?

DM me "NOTICE" and I'll send you our protocol checklist.

What makes someone great?


The book, Good to Great, would tell you it’s disciplined people making consistent, focused decisions over time. 

In light of the Olympics, Lindsey Vonn has said, you have to believe in yourself when no one else does. You can give up, give in, or give it all you’ve got. 

The themes are consistent
Discipline
Focus
Internal drive 

For me, these have always been where I found my success. 

The competition with myself to be the best. 

It’s amazing what you find in the hours of pushing yourself. 

In a marathon
Hours of studying
Early mornings at the gym 
Late nights at the office 

If you’ve been there, you know what I’m talking about…

The one other thing I’ve unexpectedly found to bring that same drive in life, is love. 

In light of Valentine’s Day, a shout out to my fiancé taking his third bar exam coming up in a week. 

Not because he didn’t pass the first two but because he’s going to be barred in the whole country soon (except Louisiana - haha don’t worry I don’t want to move there next)

The drive, effort, dedication, commitment that he puts into his work makes me want to find the next level within…

So I’d add admiration and love for someone to that list of reasons to find a third or fourth gear in yourself. 

While it was yesterday, I thought I needed something more than insurance humor in celebration of the day. Happy Valentine’s!

So incredibly proud of you David Gutierrez ❤️

What’s your take on what makes people great?

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.

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.

The insurance industry is approaching a 400,000-worker deficit.


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

Here's the part most people get wrong: Gen Z isn't avoiding insurance careers. They don't know they exist.

In my 18 years in this industry, I've watched the narrative problem compound:

We're an industry that has exactly what younger generations want — meaningful work, people-first culture, good pay, career growth.

But we've done a poor job of telling that story.
Meanwhile, the talent we do have? We're burning them out. A CII study found 78% of employers have taken no steps to address secondary trauma in claims professionals.

We manage external risk all day. We should apply the same rigor to our own teams.

This week's Friday Five covers all of it — the talent gap, the burnout blind spot, and what leaders are doing differently (including 250 Pilates classes).

Comment "BRIEF" below if you're not on our distribution…

Stay covered!

P.S. If you're serious about building the next generation of insurance talent, it starts with telling your story. We've had great success being authentic on social media about who we are and what we stand for.

P.S.S. Getting out in nature, doing pilates, meditation helps with burnout. Can you guess where this is?

Innocent until proven guilty" is a legal right.
It is not an insurance right.


Most D&O policies contain a "Conduct Exclusion."
It states the insurer will not pay for claims arising from fraud or criminal acts.

That sounds reasonable. You shouldn't be insured for committing crimes.

The problem is the trigger.

In standard policies, the carrier can often stop paying defense costs as soon as there is a "fact in dispute" or a credible allegation of fraud.

If a plaintiff accuses you of fraud, the carrier can say:

"This looks like it falls under the exclusion. We are pausing defense payments."

You go bankrupt proving you didn't do it.

We change the trigger.

We demand "Final Adjudication" language.

This means the carrier must pay your defense costs all the way through trial and appeal.

They can only apply the exclusion if a judge or jury issues a final, non-appealable ruling that you actually committed the act.

We shift the burden of proof from you to the contract.

Check your policy for "Final Adjudication" wording.

If it's not there, you are exposed to the allegation alone.

This is just one of 10 tweaks we make to the conduct exclusion alone to ensure that you have defense cost coverage. 

DM me "CONDUCT" and I'll help you find them.

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.

Early in my career, I said "Yes" to everything.
Every client call. Every project. Every "quick question."

I thought availability was a competitive advantage.

I was wrong.

Overcommitment is the enemy of excellence.
If you are always available, you are never deeply focused, creative, or unique.

I learned the hard way:

You cannot manuscript a complex policy while answering emails every 5 minutes.

You cannot negotiate a difficult claim while jumping on "quick syncs."

The Pivot:
The process was developed. 
Each day had a focus throughout the week. 
Each month prepared for the next. 
Always aligning with the client’s calendar 
150 days out from expiration. 
Sunday nights were for alignment of the week. 
Fridays for policy checking. 

It felt too structured but the focus helped my alignment,
the team,
The client. 

My clients stopped getting "fast answers."
They started getting better answers. 

Structure creates the space for 
deep work, 
unique, 
creative outcomes.

And deep work is the only competitive advantage that lasts.

What is one thing you need to “structure" this week to better align the team?

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)

Kroll just surveyed 325 PE executives about cybersecurity.

The headline number: 80% experienced hold-period cyber disruption. Average financial hit per deal: $2.1 million.

But the number that stopped me...82% of PE firms have no dedicated cybersecurity leader managing portfolio risk.

Not "could improve their approach." 
No leader. 
Period!

When Flip and I review these reports for the Friday Five, we're looking for the data point that changes how our clients think about their next renewal. 

This week had three of them.

The $77.7 billion US data center construction surge creating entirely new risk classes for carriers. 

The PE cyber governance gap that predicts whether a firm absorbs a valuation hit at exit. 

And the plaintiffs' bar expanding its litigation analytics to 1,200 additional state courts.

Three forces. 

One common thread...the institutions slowest to adapt pay the most.

We broke all of it down in this week's Boardroom Brief.

Link in comments.

Comment "BRIEF" if you want it in your inbox every Friday.

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!

The single biggest leverage point…


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.

I’m exceptional at bar games. 


Corn hole / bags

Shuffleboard 

Darts 

Ping pong etc. 

And if you’re a guy reading this you’re probably like most other guys who think…

Ya I’m sure she is for a girl. 

Well I’d probably beat you too 😂

I’m rarely this confident about my ability but repetition lends itself to credibility. 

It’s not that people underestimate me. 

It’s that they never thought to ask. 

They just decide. 

That I wouldn’t be good

Couldn’t be that good or whatever it is

But the reality is that this happens everywhere in life at all times. 

It often happens with the megabrokers. 

Well, of course, they’ll be the best because it’s

Xyz or abc or whichever three letter broker it is. They’re the biggest or they have the most data or insert whatever assumption. 

But that really isn’t the case. 

What makes someone or some team exceptional is that 

Drive
Skill
Extra effort 
Hidden talent 

Being a guy with a sport or a mega broker with a deal doesn’t make you necessarily the best. 

At LION Specialty we pride ourselves on being that team that has that extra effort, and hidden talent. 

Curious what that looks like?

Come talk to us. 

What talent of yours often gets overlooked?

P.S.  for a little video proof… the ongoing dual between my fiancé and me… anytime there’s a game to be played… and yes, the record is 62 / 57 … me. We’ve kept score the whole time we’ve been together. For the record, he’s also pretty incredible at games.

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?

Talk birdie to me


The line the from sweatshirt I’m wearing here. And a term that is on the minds of many pros this week at TPC Scottsdale golf tournament.  

As I watched these pros and amateurs tee off yesterday, I’m constantly reminded of the dedication and skill that it takes to get to the top of your game. 

While it starts with above average skill, it always comes back to finding beauty and comfort in the mundane. 

That extra effort to do the next rep, 
one more hour of practice,
one more review,
one more check

I see it in all aspects of life:

My cousin who did make a birdie yesterday in the tournament - has played golf for 40 years but just changed his golf swing recently to find that “next level”

Our team who reviews each document over and over again to make sure there are no mistakes. 

I’ll continue to believe that drive will allow anyone to outperform those around them. 

While it can’t be trained, it can be encouraged by team members who share that same desire to continue to level up. 

What are you doing to level up?

Right now we are perfecting our internal data to make sure we are accurately capturing it for the future!

Freedom of speech and press as given by this platform itself


How lucky are we to be able to have individual liberties that some only dream to have

•	Believe in who or what you wish
•	To gather with whom we wish 
•	The right to a fair trial if accused 

To get to use social media to promote

Our companies
Our ideas
Ourselves 

It’s seemingly sometimes lost on people but what a gift it really is. 

So today, I’m grateful for those who came well before this time, while many and much had to happen to get us to where we are, it was those founding fathers and first presidents who started us on this incredible path that we are on today. 

Happy Presidents’ Day

“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

Executives, there are two ways to protect your personal assets and your financial institution’s balance sheet in 2025…

1. Buy insurance. Hope it works.

2. Engineer a risk management program so resilient, it becomes a strategic asset.

Many still do the first. 

Even the sophisticated ones.

That’s why I’ve spent 25 years - and over 85,000 hours - mastering the second.

From building multimillion-dollar divisions at Marsh, JLT, and NFP…to recovering over $250 million in claims for clients…to founding LION Specialty, a boutique insurance firm built for the institutions who can’t afford to settle for off-the-shelf solutions.

Today, I help financial institutions, private equity firms, and insurance carriers, MGAs and ILS funds:

→ Navigate the global insurance markets.
→ Gain direct access to the best underwriters in the U.S., Bermuda, and Lloyd’s.
→ Structure D&O, E&O, Cyber, and complex P&C programs that hold up under real-world stress.
→ Align coverage with board priorities and capital strategy, not just next year’s premium.

We stress test programs annually like regulators would. 

We optimize every renewal. 

We've honed our claims playbook over three decades. 

Because in our world, you don’t get rewarded for being insured. You get rewarded for being prepared.

Building the New Standard:

At our insurance brokerage firm, LION Specialty, we’re building more than a brokerage. 

We’re building the broker of the future...

→ Delivering boardroom-grade insights to thousands of institutions through our weekly "Boardroom Briefings," and daily insights via our social platforms.
→ Attracting elite talent through a high-performance compensation model and culture.

Our mission: 

Obsess over every detail, so you don’t have to. 

Obsess over our execution. 

So you feel like you’re our only client! 

If your institution is ready to rethink insurance as more than a commodity - and turn it into an edge - I’d welcome an opportunity to connect! 

- Mark “FLIP” Flippen 

Mark Flippen

400,000 insurance jobs need filling.
Gen Z isn't avoiding the industry.
They just don't know it exists.

I shared some thoughts recently with the BIG I for their Independent Agent Magazine on what we're doing about it at LION. How we're using social media, leading with tech opportunities, and training people from the ground up.

The professionals who taught us this business didn't hoard the knowledge.
Neither should we! 

Here's a link to the article: 

https://lnkd.in/gVPMCD7T

P.S. Special thanks to Mindi Zissman for the time she spent interviewing all the amazing professionals that contributed. And the well written piece!

CEO & Co-Founder, LION Specialty | Insurance Broker | 25+ Years Helping Insurance Companies, MGAs & Insurtechs Protect Their Executives & Balance Sheets | $250 Million Claims Recoveries | Corporate Liability Specialist

Open article: How the Insurance Industry Is Tackling the Talent Crisis by iamagazine.com

How the Insurance Industry Is Tackling the Talent Crisis

Exactly one year ago, I took a Greece trip my old ego would’ve said NO to, and it was prob the most impactful thing I could’ve done for our business…

Chaperoning 23 teenagers. 
Going town to town in a tour bus. 
Bunking up in modest lodges. 

Walking the footsteps of the Apostle Paul.

I had become more of a Santorini guy – infinity pools, not ancient ruins.

Faith during the week? Hardly. 

The occasional Sunday, maybe. 

This one hit different though.

Over the past few years I’ve worked to crush parts of me that fueled my life for more than 40 years. 

Ambition. 
Greed. 
Excess. 
At all costs. 

Walking Paul's missionary route was the perfect marker, for this point in my life. 

In Philippi's prison, history became tangible, not just pages in an old book. 

In Thessaloniki's ancient churches, the simple message met elaborate tradition. 

The two can be balanced. 

At Meteora's impossible monasteries, I witnessed determination that defied logic.

If monks can build elaborate churches and houses on top of mountains that seem unclimbable, we can surely build a decent insurance agency! 

Ancient Corinth, was like their Vegas thousands of years ago. 

Excess now reduced to rubble. 

The transformation wasn't just mine. 

Students who normally buried faces in phones - spontaneously sang Amazing Grace in an ancient church. 

The class clown read from Corinthians with unexpected reverence. 

Seeing my daughter connect scripture to reality for the first time.

Standing at Mars Hill where Paul addressed skeptical Athenians, our school Chaplain’s words struck me deeply: 

"Some messages are worth crossing oceans for, some truths change everything they touch, and standing here makes me wonder what I'm willing to journey toward."

I wonder too…what else am I journeying toward in the second half of life?

Sometimes the most transformative experiences are the ones we almost talk ourselves out of. 

The old me prioritized the opposite of this trip. 

This one allowed me to see the value of transformations. 

Experiences. 

I've never been more thankful I said yes.

Happy Sunday, y’all

The most powerful lesson I got as a baby broker. I had just spent three weeks building a 50-page PowerPoint deck.

It was a freaking work of art.

Before this lesson, I thought volume proved our value.

The senior broker on the deal stopped by my cube the day before the proposal meeting.

He took one look at the deck.

Dude! What is this?

He was a no-nonsense guy.
Knew his stuff cold.
Could carry any room with anybody and properly advise on corporate risk.

If you can't explain the deal on one sheet of paper, you don't understand the deal.

I tried to argue.
I remember saying something you say when you’re young and don’t know much…

But the risk is complex.

I’ll never forget this part…

The client simply needs a recommendation. They need us to explain it clearly and justify it.

He made me grab a single sheet of paper. Explain and justify. You got five minutes. What we told them we’d do. What we did. Make a recommendation and justify it.

Five minutes later, we had the agenda.

That’s all we did the next day.
The meeting took about ten minutes.

The CFO loved it.

Simplicity is mastery.

P.S. We still brought the full deck! Haha. But it went from 50 slides to 15 after that little exercise.

Anybody got a good lesson that’s burned in your brain from early days?

Drop it in one sentence in the comments!

P.S.S. Found an old pic of the Willis NY days, the building at Hanover Sq above Harry’s

PSA: you can’t automate the knife and fork, yall. I know, some of you are bummed out. Nor can you AI the lunch convo or the fight across the country to close the deal. Sorry!Those were my reminders this week. 

No Zoom or Microsoft Teams calls with a PowerPoint. Just face to face with a new client whose deal we won at the lunch table! Ok, full disclosure we did bring a PowerPoint. Old habits die hard! 

We also took this cool picture with a Steel LION after the win. 

Then we waited for new client to drive away. Then TASH and I had a round of high fives and a fifteen to twenty second dance party in the parking lot of Cap Grille to celebrate! 

Man, it was awesome.
Winning new clients never gets old. 

P.S. hard to compete w a team that’s having fun! 

LION Specialty

"Be a student of the game." You’ve heard it a million times. But here’s why every young professional specializing in anything should consider it. 

( especially in our industry ) 

It’s arguably the best advice I ever received as a young insurance pro. 

Just behind: “be nice to everyone, you never know who you’ll be working with or for!” And if you are just starting out, it’s the only advice that matters.

How that simple phrase changes everything:

1. The "Game" makes it fun.

If you view this industry as a "job," you will burnout.

You will dread the paperwork. You will resent the long hours. But if you view it as a Game, your competitive instincts kick in. Every sales call is an at-bat. Every renewal is a playoff game. Every deal you bind is a point on the scoreboard.

Suddenly, you aren't "working." You are playing to win.

2. The "Student" makes you dangerous.

Most people in this industry are "tourists."

They know enough to pass the exam, but they don't know the deep mechanics. When you commit to being a Student, you stop skimming the surface. You read the policy forms on the weekend. You study the exclusions. You figure out why the underwriter said no, so you can make them say yes next time.

The tourists get paid a salary. The students of the game build empires.

Don't just show up for work today.
Study the playbook. Learn the rules.
Then go win your game.

What was the best advice you got early in your career? 

P.S. 2012 this is me in my first nice suit in my first nice apartment in Hoboken! 

I had been playing the game in NYC for a few years by then and it was starting to pay off!

Burnout isn't a personal failure. It's a system failure. The byproduct of a culture that rewards overextension.
That's been a big part of our industry for far too long.

Our friend Brenden Corr wrote a piece recently that I think the whole industry needs to read.

78% of insurance industry employers have taken no steps to address secondary trauma in insurance professionals! And Brenden offers five practical ways to rethink burnout at the organizational level, starting with normalizing acknowledgment and recharging without guilt.

Pause and let that soak in for a second, please. 

We unpack Brenden’s phenomenal piece a bit, along with his Project 55 in this week's Mental Health edition of Friday Five.

And my conversation with Mindi Zissman for the BIG I and the massive exodus of 400,000 insurance professionals that's happening right now. We all need to be doing our part to make our industry more attractive to Gen Z.

Mental health is one of their main concerns. 

Along with a special message from TASH on how 250 Pilates classes parallels to starting and running one of the industry's fastest-growing startup boutique brokers!

And if you're new here and not on the weekly distribution…our team rips through over 200 insurance, legal and risk articles, and we write about the three events that caught our attention every week. 

It’s a five minute scannable read that hits your inbox every Friday morning at 7ET. 

Just comment “LION” below and we'll get you subscribed.

Please take a moment to at least read Brenden's piece. 

And stay covered everybody! 

Much love, yall

Moltbot's this week's headline. Agentic AI is the real story.
But here's what the tech press missed...

An AI that actually does things went viral last week. 44,000 developers. Cloudflare stock up 14%.

And this is exactly what's coming for insurance. Every function. Every department. Every part of the value chain. In many ways it's already here. 

The shift:

For two years, AI meant chatbots and document summaries. Useful. Not transformational.

Agentic AI is different. You give it a goal. It figures out the steps. It executes.
And it's the part that changes everything.

Underwriting:

Submissions that will auto-triage, pull loss runs, check appetite, and bind small risks — no human touch required. 

Your underwriters stop processing paper and start making judgment calls on the risks that actually need them.

Claims:

Systems that don't summarize files — they will help adjudicate. 

Real-time settlement for straightforward losses. Fraud detection running in the background. Your senior adjusters focus on complexity and negotiation, not data entry.

Distribution:

This one's uncomfortable. Consumer AI agents that will shop carriers via API. Price, coverage, claims reputation — all compared in seconds. Carriers that don't embrace this will lag behind those that do in many parts of the industry. 

If your quoting process requires too many phone calls and PDF applications, you become invisible to the next generation of buyers.

The risk nobody's underwriting:
Moltbot also proved the vulnerability. Prompt injection — one malicious message, and the AI acts on it automatically.

Silent AI risk. Accumulation exposure. Most cyber and E&O towers weren't built for this.

The board issue:

Everyone's asking about AI strategy. Few are asking about AI exposure.

If you've gotten this far and you dont know what Moltbot is...We broke it down and the security issues in yesterday's Friday Five Boardroom Brief. Link in the comments.

Like it? Subscribe. 

We do it every Friday. It's the fastest growing insurance newsletter in the industry! Because it's written by people actually in the market, not just reporting on it. 

Stay covered y'all 🦁

You cannot read the label from inside the bottle. Yet so many smart MGA executives try to anyway.

Over our 20+ years, we’ve seen a lot of factors that drive this. We saw it four separate times just last year.

Each time, the MGA had brilliant in-house people who understood financial lines. Some were ex-underwriter friends we had traded with in the past. A few had even been underwriters and brokers.

Love you guys, but this is how you get out over your ski tips!

You’re smart. Tons of experience. And because of this keen institutional knowledge, you try to structure your own D&O and E&O insurance deals. 

The thought: "why do we need a broker? We know our business better than anyone."

In all our cases last last year they were right. They did know their business better than anyone.
But they recognized their gap was knowing the global market.

They realized they were operating with a sample size of one.

They only saw their data, their history, and their specific exposures. So they made a strategic move.

They decided to zoom out.
They stepped out of their silo and used us to help them access the global market—London, Bermuda, the US.

By partnering with a specialist team, they gained visibility into where the capacity was hiding. They knew which levers to pull to create more competition.

The transformation…

→ They leveraged our proprietary Lloyd's form to get broader coverage than they could have negotiated alone.

→ They created the right competition that drove down their pricing.

→ They have the LION process and platform in place to stress test their program annually now too! 

They didn't need us to be "smarter" than them.

They just needed a better map.

And they were smart enough to ask for it.

The value of a specialist broker isn't just "doing the transaction."

It's the process you use to see the whole deal.

how elite MGAs go to market:

Real success isn’t building a company. It’s building a life that survives it. To the one (and all the ones out there!) building the life while I build the business.

Happy Valentine’s Day, Julie.

And Happy Valentine’s Day Y’all!

We spent 20+ years at the world's largest brokers handling the most complex financial institution placements on the planet. Then we left and built something for the clients those firms treat as "small accounts."

Regional insurers, mutuals, MGAs, ILS Funds, and Insurtech companies. 

Because of your premium spend, you get assigned to the B-team at the big global firms. Junior brokers learning exposures on your time. Or the generalists who cover financial institutions on Tuesday and manufacturing on Thursday.

We took the parts of the best global platforms that actually work. 

The carrier relationships across the US, Bermuda, and London. 
The structured approach to complex placements. 
The discipline around claims preparation...and built our entire operation around serving the institutions those firms overlook.

$250M+ in claims recovered. Hundreds of placements across every FI type. Carrier relationships measured in decades, not quarters.

You work with people who understand CFOs, General Counsels, and risk leaders at financial institutions specifically. We're specialists. There’s no B-team here.

One client told us something we've never forgotten: "You make us feel like we're your only client."

That's the standard. 
Every placement. 
All our client renewals. 
Every claim.

If you want to follow along, we break down what's moving in the FI insurance market every Friday. 

Join here:
https://lnkd.in/gP22wvyF

Check it out: 

In my JLT days circa 2014-19 I was introduced to a powerful concept called "the broker challenge team." We would proactively bring in another internal team to review all aspects of how we were servicing a client.

So if it was a big D&O placement, another strong D&O team.
If it was a property placement, another property team.
So on and so forth.

We would effectively try to simulate what would happen when another broker was brought in to critique everything we were doing on an account.

The first part of it I always called the "Substitution Test."
Simple question: If your main broker went out tomorrow for any reason, would your insurance renewal proceed flawlessly?

With all the consolidation going on, I suspect some of you are experiencing this now. Non solicits and non competes suck from the client side.

You dont want to hear, "eventually handled." Or "someone would figure it out."
You want to hear, "Flawlessly."
It would run on schedule.
We wouldn't miss a beat.

The answer starts to tell you whether you're protected by a PROCESS or dependent on a person.

If the answer is "we'd scramble" - you're relying on institutional memory that likely lives in one head. Market relationships. Carrier quirks. The context behind why that exclusion got negotiated out three years ago. All of it walks out the door with them.

If the answer is "their colleague would cover" - that's a bit better. But would that colleague know your claims history? Your board's risk tolerance? The conversation you had in January about expanding into a new state?

If the answer is "it would proceed exactly on schedule" - you have a system. 

Documented steps. Knowledge that exists independent of any individual.
Many broker-client relationships are built on personal attention. That's valuable. Yet personal attention without systematic backup is a single point of failure dressed up as white-glove service.

The Substitution Test isn't about whether your broker cares.
It's about whether that care is backed by process - or just good intentions.
Run the test. If you don't like the answer, DM me.

P.S. Here's a snapshot of our renewal strategy process...

Is this the biggest 2026 risk exposure for financial services firms? Especially for regional, mutual insurers, MGAs and insurtech & fintech companies? 

Last year a Chinese hacking group attacked 30 institutions at the same time. 

But they didn't have 50 hackers.

They jailbroke Anthropic’s AI coding tool (Claude Code) gave it access to command lines and file systems, and pointed it at targets.

The AI did 80-90% of the work autonomously. It scanned networks, found weak spots, and broke in at machine speed. Thousands of attempts per second.

It failed most of the time. 

Hallucinated credentials. Tried to steal documents that were already public. Clumsy.

Yet clumsy at machine speed is still dangerous. It only has to get lucky once. And while your security team chases all the noise, the real attackers slip in the back.

Meanwhile, many of your cyber policies were written for human hackers. 

Most policies are silent on AI attacks and autonomous AI agents. And while silence in some of your other lines of coverage like D&O and E&O might be favorable to you. Silence for this type of new attack in cyber insurance is dangerous.

There’s virtually no case law yet to show us how the ambiguity in coverage will work. Will it favor the insured? Or the insurer? 

If you’re buying cyber you should read this. 
If you’re writing cyber you should read it, too. 

If your policy doesn't say "Artificial Intelligence" explicitly, you might be holding a blank piece of paper when the claim hits.

We broke down the full Salt Typhoon event and what it means for cyber renewals. Comment NEWSLETTER for the link.

And if you’re not on our distribution and you want weekly updates and breakdowns like this, join 2500+ financial institution executives receiving our Boardroom Briefings. 

https://lnkd.in/gP22wvyF

P.S. The diagram below shows the different phases of the attack.

Soulset is better than mindset.
"It will always work out," I like to say. "Never a doubt," one of our mentors always says.

But will it really? All work out. 

Last week I stood at each end of that spectrum.

My youngest daughter showed me a cool insta clip from a young woman named Izi Murray. She’s a former D-1 college soccer player who helps young athletes.

Izi was talking about how most winners have a "winning story" that is on repeat in their heads at all times, regardless of what is happening. 

I was nodding as we watched it.
Because something similar is always running through mine.

That same day...

One of my teammates confessed to me that she worries a lot.
She feels the weight of learning the business. She feels the uncertainty.

She looked at me and asked if I truly believe that. That it will actually work out?

"100% without a doubt"

Then I told her why.
It’s not because we have a perfect business plan. Or that doin what we’re trying to do is easy. To the contrary, actually. 

It’s because my belief is anchored in something that doesn't fluctuate with the rollercoaster ride of hard we’re on.

It is based on my faith in Jesus Christ.

I didn't preach. Didn’t push.
I just told her the truth about where my peace comes from.

When we left corporate in late 2022, I thought the freedom we wanted was about marketing. Bold posts without approval processes.

I was thinking too small.

The real freedom wasn't about building a brand.

It was about being able to look a worried teammate in the eye and tell her exactly who is in control.

I didn't leave the corporate world just to build a business. I left so I could stop filtering my soul.

If you are a leader, your team is looking at you. They are looking for panic.

If you can show them Peace,
and tell them the Source of that peace, you might give them something a paycheck can't buy.

"Never a doubt."

What’s your version of “Soulset?”

I didn’t call the "Claims Hotline."
I called Mike. He thinks the burgers at J.G. Melon are the best in the city.
Unless he can get you to Queens for the Fillmore's Tavern burger!

Contrary to popular belief, claims aren't paid by logos. They’re paid by people.

When the worst day of your career happens. Or when the lawsuit lands in the WSJ, you can feel incredibly small. Or defensive. You feel like you are up against a faceless machine designed to say "No."

And in many ways, that’s right. 
There also another side. 
That’s way more human. 

Because behind every "Big Carrier Name" is a claims adjuster. A guy like Mike. 

Behind every reservation of rights letter is a person making a judgment call.

If that person sees you as a "File Number," they will stick to the rigid letter of the contract. They may look for reasons to minimize the cost.

But if they see you as a Partner.
Or better yet, an actual human being they can get a burger with everything changes.

This is the human side of Claims Advocacy that no one talks about.

It not about War Rooms like many will tell you. It’s about the relationship capital teams like ours have built long before the disaster happens. 

We’re not just emailing these adjusters when things go wrong.
We know them. We respect them. We view them as allies, not adversaries.

Because we have built that bridge, we can pick up the phone and turn a conflict into a conversation. We can say, "I know what the exclusion says Mike, but let's talk about the intent."

And because there is trust, they listen.

You can have the perfect policy language and still lose the claim if you have the wrong partner.

Where are my claims people at?

Stay covered out there everybody!

Mike Approved Executive Guide to Claims Advocacy 

My claims advocate opened the file and started naming people, not policy provisions. That taught me everything about how claims actually work.
It was my first big claim. SEC suit against an investment management client.

We bring in Ed, our senior claims advocate and attorney, to help manage the response. I'm expecting him to dive into the policy. Start reading provisions. Analyze coverage grants. Review exclusions.

Instead, he opens the file and says: "Ah, good. We got Greg."
(Greg was the underwriter.) Then he says: "And my buddy Sarah handles claims for Greg and their team."

He knew them by name. Knew their track records. Knew how they operated.
I thought we were there to review coverage. To design response. He taught me we were there to work with people.

Policies don't respond to claims. People do.

The policy language matters. But the people interpreting that language matter more. Ed spent the first 30 minutes teaching me about how Greg and Sarah work. Not about their company—about them specifically.

How Greg approached gray coverage situations. How Sarah worked with brokers during claims. What their track record looked like on similar situations.

He said: "These are good people to have on a claim. They won't be easy. They'll be tough. But we always seem to get to a reasonable place with them."

That was the tell. "A reasonable place."

Here's what I learned: most claims aren't black and white.

They're not "this is clearly covered" or "this is clearly excluded." They live in gray areas where the policy language could go either way.
And in those gray areas, the people on the other side of the table often determine the outcome.

Some carriers approach gray coverage asking: "How can we deny this?"
Others ask: "How can we cover this?"
That difference is everything.

Twenty years later, the people are still how we select carriers.
My teams don't just evaluate policy forms. We evaluate who will be in the room when our client's business is on the line.

Because coverage is only as good as the people who honor it.

Let's connect if you want a broker who's been through this before.

Executives Guide to Claims Advocacy

Does the industry have enough capacity for all of this? 

80% of PE firms experienced cyber disruption during the hold period last year…

Average financial hit: $2.1 million per deal.

CFOs, and board members…

That’s not a headline from a vendor selling cyber tools. That’s Kroll surveying 325 PE executives and laying out real world scenarios happening now.

In my 20+ years placing coverage for financial institutions and private equity firms, this kind of breach activity on transactions is unprecedented. 

→ Cyber risk migrates from IT line item to material deal risk

→ Smaller PE firms absorb outsized losses because they lack the governance infrastructure larger firms have built

→ The gap between who has a formal cyber mandate and who handles it case-by-case predicts the financial outcome

Meanwhile, $77.7 billion in US data center construction starts hit in 2025 alone. Another $88 billion is slated for the first half of this year. 

It’s a massive boom for property markets. But again, I wonder if there’s enough capacity! 

Weigh in in the comments, if you have an opinion…

And the plaintiffs’ bar just expanded its litigation analytics to 1,200 additional state courts. They’re mapping your judge’s preferred language before they file.

Yikes! 

If you want the framework sophisticated boards use to stay ahead of these three converging forces…

Read about it in this week’s LION Specialty Friday Five Boardroom Briefing.

Comment “BRIEF” below if you’re not on our distribution…

Stay covered yall!

P.S. Our Wednesday Intelligence drops every other week with war stories from our claim files. Friday is your market intel, Wednesday is your coverage stress test. Ask us about it.

If you’re building the future of insurance, don’t let a broker from the past slow you down like this…

A new Insurtech client and I recently had a funny chat after he hired us.

(a case study on why all Insurtechs should be working w us!) 

Let’s call new client, Dan.

Dan is building a spaceship.

He employs a full team of engineers. Their platform is ecosystem-based. Claude Code, n8n automations, AI agents and swarms, and custom built proprietary models running on their private server. 

All of it built so his underwriters can underwrite faster with more sophistication, source better submissions from their broker partners, and generate quotes and bind policies in minutes, not days.

The future that’s already here. 

He’s moving at Mach 10.

But when he showed me his E&O insurance program, we both kind of laughed. He knew it too. 

It was a bicycle helmet.
For a team flying a spaceship! 

His previous broker had given him an off-the-shelf policy full of exclusions for “tech issues,” which is his entire business. 

They’d split his Tech E&O and MGA E&O across two different carriers, creating the classic finger-pointing problem when a claim hits both. 

The whole thing was designed for a slow, manual MGA like we had in the  1900s! 

Every time Dan tried to launch a new product, his broker would say, “Hold on, let me go ask the carrier.” Then two or three weeks of silence. Three weeks is a lifetime in Insurtech.

Dan told us: “My technology is my edge. I need a policy and a broker that moves as fast as my team and our code.”

So we didn’t go to the standard market. We went global. Built a program on our manuscript policy from scratch. All his gaps taken care of.

Now when Dan wants to launch, he launches. His insurance moved from drag chute to launchpad.

Dan stopped settling for a broker who couldn’t keep up. Maybe you should too.

Why LION for Insurtechs? 

The bank teller was kidnapped at gunpoint with her son.
This one didn’t happen overseas. It happened here…

Northeast U.S. End of her shift at a regional bank we handled.

Two masked kidnappers grabbed her and her 8-year-old son in the parking lot.

They wanted her to open the vault and hand over the cash.

She was a teller. She didn’t have vault access.

When the kidnappers realized their mistake, they released her. But not before they dropped her young son off in the mall parking lot mid-kidnapping. And subjected her to serious trauma.

The aftermath hit hard.

Severe PTSD for both mother and son. She couldn’t return to work. Her son needed ongoing counseling. 

The family had to relocate for safety.
This is where their K&R coverage stepped in. Not with a ransom payment. There wasn’t one.

With comprehensive trauma support.

Medical and mental-health treatment for both victims. Full salary continuation. Security consulting to assess ongoing risk. Relocation assistance. Counseling support for her son.

Total cost of care was well into seven figures.

This was my first kidnap-and-ransom claim. One of the hardest we’ve ever handled.

And it changed how I talk to every financial institution about K&R coverage. Because the families who need it most are rarely the ones companies think first to protect.

The bank tellers. Branch managers. the clams adjusters. The underwriter and his daughter. Warehouse supervisors. Anyone criminals think can get them money.

We break down coverage gaps like this every week in the Friday Five. And we go deeper most every other Wednesday in our Boardroom Briefings.  

Comment “BRIEF” for the link.

K&R case study: managing the details 

AXIS surveyed 500 CEOs and CISOs. The results expose a fault line rifting in boardrooms across the country. 

( operators, here’s the summary ) 

CEOs are 10 points more optimistic than CISOs that AI will strengthen cyber defenses.

But here’s the contradiction that should concern you:

— 82% plan to increase cybersecurity budgets over the next 12 months
— 75% plan to cut cybersecurity headcount because AI tools will make remaining staff more productive

Wait, what? 

Read that again. Budgets up. People down. While AI-driven attacks are viewed as the greatest emerging cyber threat. And possibly the biggest risk profile threat for insurance operations. 

The generational gap runs even deeper…Only 23% of executives over 55 believe AI improves security. 77% of those aged 35-44 do.

Meanwhile, CISOs rank “Shadow AI”or unauthorized tools employees deploy without IT oversight — as their top risk.

AXIS’s Lori Bailey put it plainly: “While it is now commonplace for CEOs to champion AI as a catalyst for innovation and efficiency, CISOs tend to see it as a new frontier of exposure and control.”

Your board probably has this same disconnect.

For our regional and mutual insurance company clients…

If your last cyber briefing came only from the CEO, you’re missing half the picture. And your D&O policy doesn’t care which executive was more optimistic.

We break down governance gaps like this every Friday. 

Here’s a link to last week’s Briefing:

https://lnkd.in/gNcA_WhF

If you like it, please sign up!

P.S. we’re also developing a 5 minute audio version too, if you prefer to listen. Here’s a sample…

The Problems We’re Solving: The Access Problem, The Intelligence Problem, and The Process Problem. And how LION financial institution clients benefit...

View newsletter: LION Specialty Newsletter 

Reading time: 4 minutes The CFO seemed confident when he called. Solid midwest dude. Strong operator. "Our renewal is in good hands," he told us. "We'

Open article: The Problems We're Solving  by Mark Flippen • 6 min read

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The Battle

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