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It was 1998 and although I was with one of the best benefits and insurance brokers in the country, I found I was often frustrated by the conflicts of direction between the insurance carriers, the clients and us.
Pondering the solution to this (as I often do; I'm known as an avid "ponderer"), I came to the conclusion that an opportunity existed to redefine the client experience by improving ours.
I envisioned an environment where employees were valued and respected; where they worked as a team rather than in competition with one another; where they were encouraged and empowered to push the envelope and the industry to look at things differently. Some might say I was trying to start a quiet revolution; I just thought the time had come. And so with that vision in mind and the operational expertise of Sheryl, the doors of Executive Strategies were soon opened.
In the beginning I was involved with every part of the business cycle. Now I depend on the team to execute and I focus on our clients, business development, and developing our people. I listen to the client, help define their goals, look for gaps, build the resources to fill those gaps, and then motivate all involved to get the job done successfully.
Ultimately I think the real difference with Executive Strategies is our people. Sheryl and I may have had the vision of an environment where collaboration, empathy, trust and professionalism are the focus, but it's our people who fully act on this vision and bring it to life everyday.
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