$6 Million Non-Renewed - Then Everything Changed with Dan Kitajima

So was your intention to go sort of hybrid where you were going to have those relationships that they recommended or said that you could go have, which seems like a really good idea? I mean, it just seems like a good idea for a carrier that's going to stop letting a person sell products to then replace it.

Seems like a good idea for, and potentially come

back to, you know, when the timing is right.

So it wasn't really my intention.

Like I just loved the captive carrier I was with at that time.

And it had, I had a good enough closing ratio.

I had, you know, prefer standard, non-standard products there.

So I felt like everything was fine.

Like the compensation was great.

So it wasn't really my intention to like be where I'm at here.

It just kind of like, I was forced into it.

Like I had to force getting into these carriers because yeah my thought process was always like okay what can i do for my customers and what can i do for our producers too it just i never really thought i'll become an independent agency because everything was just so fine but then once i started learning a little bit more again i felt it was just kind of like it's funny how life works you know you're kind of like just things are just happens like without just by um not not with intention but just through like circumstances

yeah so what What were you able to save? Like how many?

You know, most of it, most of it, we had a pretty good CRM system, you know, that I designed, you know, with communication going out based on non-renewal dates and these other carriers there.

Even though California was going through a difficult time at that time, some of these non-standard companies, they actually wanted to write.

And that's one thing that I learned too, like, hey, like every insurance company is different, you know? Some may be in a situation where they're like, just don't want anything and actually want to reduce risk in this state.

And some carriers, you know, new ones are like, look at that as opportunity to be like, hey, this is our time to grow.

This is the time we can get aggressive.

This is the time for us to like have actual incentives.

I was like, wow, this is so different how each carrier is so different within the same market here.

So these non-standard carriers, they were reporting me, they were like, you know, thankful for the business we're bringing in and, you know, giving out other incentives.

That I've just learned about.

And, you know, thankfully due to the appointments really saved us, you know, so out of all, I will say not all of them, but 75%.

You know, I wish I had the data on that, but my intuition is probably like 60, 80%.

We had good relations with our customers and we told them, hey, we're going to non-renew, but we already have this ready for you.