the financial value you can offer them. New partners and employees are attracted to strong cultures and relationships, and it’s something we’re diligent about cultivating. This includes getting regular feedback and input from our affiliates to share best practices across our organisation and maximising our collective knowledge. And while we’ve focused a lot on inorganic growth this past year and a half, we’ve also heavily invested in teams to focus solely on the organic growth of our existing and new affiliates. At the end of the day, we can’t ever forget – or get so big – that we forget that our mission is to serve our markets, our agents, and their customers. What is financial wellness and how can people achieve it? “Financial wellness” means different things to different people. For us, it means being able to advocate for and educate individuals where they are in their lives and act as a trusted adviser to recommend solutions best for their particular situation. It means taking the stress out of how they’ll pay for their healthcare and plan for retirement – two things that are critically intertwined but often considered separately. For example, this means, among other things, offering solutions like basic life insurance in addition to more complex forms of life insurance offerings to support wealth transfer. What does this mean to the modernday consumer? It means that AmeriLife is taking a customercentric approach to its business and we’re meeting our customers on their terms. That means, for example, as our customers become more tech-savvy, we in turn embrace more digital, direct-to-consumer touchpoints and solutions that they demand but do not lose sight of the importance of personal, face-toface interaction and education. In what ways has AmeriLife reshaped its approach and culture to respond to those consumer needs? AmeriLife has been in business for over 50 years, and during this time we’ve stayed true to our core values to meet the needs of the markets we serve. But we’ve also taken the opportunity to evolve to meet changing consumer needs. This includes, among other things: • Refreshing our brand for a more modern and accessible look and feel • Increasing the diversity of our distribution team to better understand and empathise with the needs of our changing consumer base • Acknowledging and addressing the fact that while the lines between work and retirement may be blurring, the fundamental needs remain the same. This means we need to get to our consumers sooner (i.e., younger); meet them where they want to be met by deploying the technology that supports their unique shopping and buying habits; and continue to emphasise building trust with them, which is critical to retirement planning. What’s on AmeriLife’s agenda for the coming months? We’re excited by our momentum coming out of a very successful Annual Enrollment Period, during which we were able to introduce our innovative solutions to even more Medicare-eligible Americans. In addition to continued acquisitions, scaling our direct-to-consumer business, and growing our carrier partnerships, we’re also in the midst of deploying state-of-the-art CRM capabilities and maximising the overall efficiency of our operations. and technology infrastructure. But perhaps most importantly, we’re focused on keeping our employees – our most important “resource” – healthy, safe and engaged in the success of our business. THE CEO INTERVIEW
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