CEO MONTHLY / ISSUE 8 2022 13 programme, an in-person kick-off meeting is scheduled. This generally stretches across two days, providing both work and social time to create a partnership between the Mission Underwriters team and its client. Keith comments, “From a structure perspective, we recognise the different skillsets required to onboard a programme versus ongoing relationship management. Therefore, we bifurcated the departments to leverage individual strengths while placing both departments under one executive to add continuity in messaging and escalation.” Keith genuinely wants to see not only his employees succeed, but series members as well. Under Keith’s leadership, Mission Underwriters is actually doing something to change how insurance is done. He understands the pain points and the struggles experienced by series members in their careers, and he puts the time, people, and resources in place to ensure their career with the firm is first-class, autonomous yet supportive, and successful. While Keith is ambitious, devoted and successful, that’s not to say that his role doesn’t come without its challenges. For Keith, the main challenge is ‘time,’ and he says, “I think the word ‘time’ sums up the overriding challenge that, in essence, causes other hardships. Time to find talent, time to find and connect with all prospects, time to expand into new markets, and time for oneself. This encompasses all employees, goes to culture, and goes to the priorities we have set. Leaders need to be stewards for their employees and their clients, so I don’t think this changes my role, it defined it from the beginning.” Now, Keith’s sights are set on Mission Underwriters’ future, where the goal is to continue on its innovative and diversified path while nurturing and making the most of the best underwriting talent. He believes that Mission Underwriters version 1.0 has met its goal and the team is now looking to define version 2.0 to continue the momentum. This means remaining focused on technology in the areas of automation, AI, and production analytics to be more efficient and improve its speed to market. Keith will also continue looking for underwriting staff with niche expertise and that entrepreneurial spirit and look to connect them with capacity that enables both parties to share in a growth story. Specifically for 2022, Mission Underwriters is expecting to roll out AI technology for uploading submissions, enhance its programme analytics with a new SaaS business intelligence suite, add another 3-4 series to its current 15 (as of April 2022), provide capacity through a portfolio of approximately six carriers, and look to expand operations into Canada. Keith concludes, “Mission Underwriters has just begun to write its story in the marketplace. I am proud of what we have accomplished and 100% of my attention is on the continued health and future growth of the organisation. I also hope to leverage my experience to promote thought leadership in the market and mentor others as they begin or redirect their career journey.” Company: Mission Underwriting Managers, LLC Contact: Keith Higdon Email: keith.higdon@ missionunderwriters.com Website: www.missionunderwriters.com CEO, Keith Higdon tells us, “Our strategy is to create an environment that others find desirable, utilising cuttingedge technology in a SaaS model and services, and derisking the idea of entrepreneurship while sharing more of the benefits of ownership with the series heads.” “ “
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