WHO WE ARE

Kim: Welcome, everybody, to another episode of the Life of Travelers podcast. Today I have Cory Anckner here with us. Cory’s been at Travelers almost 16 years.

Cory: That’s right.

Kim: Underwriting a large portfolio of business through financials, loss history and risk control surveys for property and casualty submissions, managing agency relationships, researching new business opportunities and negotiating renewals. He’s an Account Executive Director in National Accounts and has a Bachelor of Science in Risk Management and Insurance from Saint John’s University. Cory, we have to talk a lot more because I don’t know half what I’m saying there. So, I think it’s time to dig in here. Sounds good?

Cory: That sounds great. I’d be happy to.

Kim: Alright awesome. Well Cory, can you start off by telling us what drew you to the insurance industry and specifically, to Travelers?

Cory: Oh, yeah. Sure. I always love this question, actually. So, it’s funny. I’m sure, you know, as do a lot of people, most of the people that fell into the insurance industry did just that. They did not go to school for this. They probably didn’t even know what insurance was. They fell into it. And you just never leave.

Kim: I did. I did myself.

Cory: Yep, there you go. Whereas I’m probably, as weird as it’s going to sound to a lot of people, I’m one of those unique souls. I probably knew I was going to go into insurance by age 12. I was just destined to be in insurance. My entire family was in the industry. My father was on the carrier side, my mother worked for the insurance exchange, my sister works for a brokerage and even my wife now works, as a risk manager, as a buyer so… And I was actually fortunate enough, based on my dad’s career, he actually got moved to Bermuda. So, I grew up in Bermuda, which, if you know anything about Bermuda, if you’re there, you’re either going to be in insurance or hospitality. So, I couldn’t escape it. I was surrounded by it. But what was cool, growing up, is I really got to see how you can make the career your own. My dad, I would get to see him taking out all these new, exciting clients, going out to fancy dinners, his team members would be taking them out golfing, and so, as a kid, I would look at this and I’m like, man, you’re just constantly having fun. Of course I want to do this. So, I really got to see how fun it was. Then, I got a little bit older, I would sit in his office after school and I would hear him and his coworkers talking about the accounts they wrote, the losses that they’d be seeing, I could start telling, okay, there is actual work that they do. They don’t just have fun. But I would hear them talking about the different liability principles and it was so fascinating to me. And so, fast forward, like you said, so I actually went to college for insurance. I went to Saint John’s, in their school of Risk Management. And what was great is they helped put me in touch with a number of different companies while I was there. So, when I was graduating, I had a number of different options. I was weighing so I reached out to a number of people that I knew in the insurance industry just to get an idea of what they knew about Travelers. And all the feedback I got was so positive. I mean, Travelers just had such a great reputation in the industry. They were such a well thought of company and I learned that they were one of the few companies that still had a really robust training program for new people coming into the industry, and so, I figured, if nothing else, it would be a great opportunity for me just to really learn how to be a good underwriter. But I think what’s more important for people to realize that are listening to this isn’t even so much what brought me to Travelers, but what’s kept me here, now 16 years later. And so much of that is really the culture. From top down, it’s really so clear how much the company cares about its employees and doing right by them.

A personal story of mine. So, I moved to New York after college, and I was living in a basement apartment when Superstorm Sandy hit. So, my wife and I, we had the luxury of getting a five foot, indoor swimming pool in our apartment. Not as fun as it sounds. So, it was definitely a little bit of a rough time. And for anyone who’s listening who may have done property insurance, as you can imagine, flood coverage does not typically apply to basements. And so, it was definitely rough. But then, a few weeks later, I got a call from my local HR rep and, completely out of the blue, he told me that Travelers had actually put together a relief fund for a number of employees which were actually affected by the storm, and so, they wanted to provide my wife and I a very generous, charitable check to help us get back on our feet and rebuild and I was just completely blown away. I mean, and that’s just one example over the years of where I’ve seen that culture and how Travelers really tries to live up to what they preach about caring about their employees. And, I mean, it made me never want to leave.

Kim: Yeah, it speaks for itself and it’s exactly what you’re saying, right? It’s not just about joining the company. It’s what keeps you here and you being here with almost 16 years, clearly…

Cory: And on my team, I mean, 16 years, that’s not even that much tenure.

Kim: I just hit seven myself and folks are like, ‘Wow, seven years!’ I was like, ‘I’m just getting started.’

Cory: Right? I just scratched the surface.

Kim: Totally. That’s great. Cory, I love the story. Thanks for sharing. And so, for our listeners out here who are unfamiliar with national accounts, can you talk about what makes this segment unique compared to others at Travelers?

Cory: Sure. And so, just to take a step back for people that might be listening that may not know how business insurance is actually structured, so, in business insurance, our customers typically fall into one of three categories. So we have select insurance, which is, think of your smaller, mom and pop operations, your Main Street business. Then you have commercial accounts, or middle market, who, you’re getting into some larger companies, a little bit more sophisticated, more of your large regionals. And then you have where I currently sit, and where we’re going to be talking about more today, national accounts, which, that’s when you’re starting to get into some really large companies. Definitely more of your Fortune 1000 companies. So, going to be the names that you’re typically going to be household names that you’re going to know and hear about where, you can tell somebody who, what customer you’re working with. And they’ll be like, ‘Oh yeah, of course I’ve heard of that company.’ And so, what I would say really makes national accounts unique is when you’re working with these larger customers, it’s just such a different level of complexity, which I find really rewarding in the way that you have to navigate working with the customer, putting together their program and with a lot of these insureds being so much larger, they like to take on a lot of their own financial risk. And so, we work really closely with our brokers and with the insureds to really put together a customized risk solution to help them better fund for their losses, prepare for their losses and that program is completely unique to them, the way that we set it up. And so, they really start to appreciate the services we can provide from a risk control standpoint, a claims perspective, even just claims information that we can feed them. It’s so meaningful to them, and they can really start to discern the value we provide versus some of our competitors because they see what it means to have a really good claims department who can help you manage those tough situations. And so, it completely changes the landscape of the buying process, the marketing cycle and you really get to know those customers so well and you almost become an extension of their organization.

Kim: It’s about, it’s, I hear you talking and I’m like, it’s about care. Right? So, your first answer, you told me a personal story. You felt cared for by Travelers. As an employee. And now, you’re making these highly customized packages for your clients. They feel cared for by Travelers. It’s that same feeling, right?

Cory: Exactly.

Kim: And it keeps you there. Absolutely. Now, you mentioned risk control, you mentioned claim. We know collaboration’s key at Travelers. It’s something we hear about the culture; that is such a word that is heard across the enterprise. So, how do you work with our claim professionals, risk control professionals, you know, on a daily basis?

Cory: Yeah, totally. So, in national accounts, as the underwriter, you kind of act as the quarterback of the team trying to bring in all the service partners. And so, I’m personally attached at the hip with my service team, whether it’s on a piece of new business, a prospect I’m working on, or a current customer, we’re meeting on each account that we partner on together several times a year, looking at what we’re seeing with their loss trends, seeing what we currently have in their service plan. Are there tweaks that we want to make? Are there observations we want to bring to their attention? And we’re working as a team to really coordinate, ‘Alright, what’s the best way to disseminate this information to our customers?’ And even in the prospecting process, our service partners are probably the most integral piece of the sale because, at the end of the day, they’re what my customer’s buying. Not me. I’m there, but they want what we’re going to give them from a risk control and claims perspective where we’re going to help them feel cared for. We’re going to help them really manage their risk and help them drive costs down. And so, I want to always make sure, whenever I’m going out there, whenever I’m meeting with a client, I’m bringing my service team with me and that we’re coming together as a unified front because that’s really what we are.

Kim: Yeah. It must be kind of neat, too, to, obviously, you know, you’re an underwriter, but you’re working so closely with them, you’re probably learning a lot about claim, and about risk control, like how those operate in the insurance industry.

Cory: Oh, I didn’t know even a fraction of what I thought I knew about claims until I moved to national accounts and with how close I am now with my CAEs (Claim Account Executives).

Kim: Yeah. That’s great. That’s great. Now, alright. We talked a lot about, you know, obtaining new business and, kind of, how those relationships work. Now loss happens. Right? I know that you work with some very, you know, complex accounts and loss sensitive solutions. And so, can you walk us through when loss happens, how do you approach evaluating one of those kind of major general liability submissions?

Cory: Oh, so, you always know losses are going to happen, right? And so, you never try to get too hung up over one individual loss. You look for trends. But, I would say, whenever you’re reviewing any large submission, general liability (GL), workers comp, auto, what’s important is to remember to take it one step at a time. It is so easy when you’re looking at these large accounts to get analysis paralysis because you get so hung up of, ‘Where do I start?’ But if you just take everything one step at a time, you start off… I look at the named insureds. Do I know what my named insureds are? Do I understand what their operations are? From there, do I understand where they’re operating? And then, do I understand who their customers are? And so on and so on. You just want to take it block by block. It makes it so much easier to digest the information and not get overwhelmed as you’re going through it. And once you get started, you’ll realize, oh, before you know it, you’ve made it through 90% of the submission. And that’s where I also bring in my service partners, especially if there’s certain claims. ‘Hey, is this something that we feel we can help them with? Is this something that we feel is a bigger exposure that we need to be concerned with, or a fluke incident?’ And, at the end of the day, whenever I’m reviewing any kind of submission, I try and take a step back because insurance really isn’t rocket science. At the end of the day, it’s a lot of applying common sense and just thinking through stuff logically. When I have a submission, I try and really think about trying to draw parallels to what I already know through my everyday life. And so, a lot of the operations that we look at, especially in national, are operations that most of us are already pretty comfortable with. I mean, for example, take an operation like a large retail chain. Who here listening to this has not stepped foot in some sort of brick-and-mortar store? So, you can draw a lot of those conclusions by thinking about your own experience. And so, what I’ll do is, I’ll try and sit back, close my eyes and just envision myself walking into a store. What do I see? I look around. I see a lot of floor space. I see tons of aisles which could maybe be cluttered, maybe be nice and clean. I see tons of individuals walking up and down those aisles pushing carts that could potentially crash into something or someone, or may have a kid in the cart. I see lots of products on shelves which could potentially fall on somebody, or those products could be misused or fail and cause some sort of injury. And so, I just, I try and take that process to just think through, ‘Alright. What is everything that I know myself?’ And then from there try and think about, ‘Well, what would I want to know about my insured that they are trying to do to mitigate the risk associated with them?’ And, obviously, you can’t know everything that, with respect to any operation. So, from there I start collaborating with my colleagues. I collaborate with my CURE (Collaborative Underwriting Review Evaluation) officers to try and see, all right, What am I not thinking of? What else should I be thinking about? I bring in our risk control for their expertise. I’ll work with Travelers Industry Edge to see what they can bring in. And, obviously, there’s also going to be lots of operations that I’m not going to be as familiar with. Take, for example, a semiconductor manufacturer. I’m not a computer scientist. I can barely say the word.

Kim: Yeah, that would be a more challenging account perhaps.

Cory: Very challenging. But the great part is about Travelers, I mean, we are such a big organization with thousands of customers that I know I’m never on my own. There’s tons of resources and write-ups out there that I can utilize, and we have specialists that I can really leverage and collaborate with to help me get to a comfortable position.

Kim: Absolutely. You have me thinking, you know, you’re talking about using your everyday knowledge. We had Matthew Wilson, CEO of Travelers Europe, on this show, and he made a comment very similar. He said, you know, watching the news, insurance is involved in everything you see there, concerts, weather, any sort of, you know, natural disaster or, you know, anything like that. Whatever’s on the news. Airplanes. We’re involved. Right? And so, I remember having this light bulb moment of what you’re saying. Being like, ‘Wow, yeah, actually, just being a human, you have some insurance industry experience. Just by living life.

Cory: Yep.

Kim: Yeah. Now relationships with your various, like, agencies, right? I know those are critical to your role.

Cory: 100%.

Kim: You know, you’re so shy, I don’t know how you possibly are creating those. You know?

Cory: I just try not to. I hide in a corner… No.

Kim: Can you talk to me about, like, your approach to building and maintaining some of those partnerships?

Cory: Totally. And you said it 100%, right? I mean, they are completely the foundation. They’re our lifeblood for how we access our customers, how we get our business, and so, those relationships have to be solid and what I find very interesting is with all the AI advancements that we’re having and how it affects every industry, including the insurance industry, at the end of the day, what’s great is I feel like it cannot replicate what it is that we do on a day-to-day, because, at the end of the day, this is still such a relationship business. It’s a people business. And so, it’s the relationships with our brokers, with our customers, even internally with our other business partners, at the end of the day, people want to work with other people that they like or that they feel are going to be able to get the job done and really deliver…

Kim: Trust.

Cory: …that they can trust that they’re going to be there when something goes wrong to help them. And so, to me, what I’ve learned over my career in terms of building and maintaining those relationships is, I really approach it the same exact way of trying to make friends because, at the end of the day, I actually really find my brokers and agents, I mean, they are my friends. I built those relationships based on really trying to dig deep, to build a personal bond with them. And, at the end of the day, it’s funny. I know I don’t seem like the most shy person, but in the beginning of my career, I really struggled with trying to build those relationships, especially with people that were more senior than me in the industry because I was intimidated. I would feel like, ‘I don’t believe that this person is going to have anything in common with me. They’re not going to want to hang out with some snot-nosed brat right out of college.’ I’m like… So, I was nervous. But then, at the end of the day, you start to learn, the other person on the other side of that conversation is just that. They’re another person. Even if they’re the head of an agency, they’re just another person. And so, when you start thinking about it like that, everybody just wants to have a friend, work with somebody that they enjoy talking to and if you can find some sort of common ground to bond over, whether it’s an account you’re working on, whether it’s sports, some sort of artist that you both enjoy, a show that you’re watching, or even just a hobby that’s important to them that maybe you may not have initially been interested in, but as soon as you start showing somebody that you’re interested in something that they are also interested in, all of a sudden you see their walls start coming down, they get so much more comfortable, and you start actually building those roots where you can really start creating a great relationship that has such a strong foundation.

Kim: Yeah, that’s awesome. You hear underwriting, you don’t think of all of this, you know, really interpersonal skills that go into it. It’s about human connection. It’s not just about, you know…

Cory: And that’s what makes the job fun. When I pick up the phone, I’m not calling somebody from an agency. I’m calling my buddy to catch up and we’re going to talk a little bit about work.

Kim: Sure. That’s great. Now, Cory I know you weren’t always in national accounts. You were in commercial accounts before? Correct?

Cory: Yep. That is correct.

Kim: That is middle market?

Cory: That is middle market.

Kim: I’m learning, you know?

Cory: You know it. You’re a master.

Kim: So, how do you feel like being in commercial accounts prepared you for national accounts, and if someone’s going to make a similar market move, do you have any advice?

Cory: Oh, 100%. So, at the end of the day, the core of what we do in national accounts and the core of what we do at everything Travelers, is underwriting. So, yeah, don’t get me wrong, the programs are going to be a little bit different. You’re going to have different risks associated with some of these larger customers. But, at the end of the day, that core principle is still underwriting and that is going to be transferable from almost any of our departments here at Travelers. And so, the accounts may have more facets to their operation, you may have more stones that you need to look under, but with what you learn from underwriting, whether it be select, whether it be middle market, you’re still learning how to evaluate risk and how to apply those principles. And so, my biggest piece of advice to anybody, if they’re in another business unit looking to come to national, just master your craft where you currently are. Just take the time, put in the wrench time to really get good at it because whether you’re in claims, whether you’re in risk control, underwriting, if you can perform at a really high level in your current role, those skills are going to be transferable and you’ll be able to perform at a high level on national accounts as well.

The only other piece of advice that I could really think of is, so in national, we spend a lot of time meeting with our customers. We spend a lot of time meeting with, it could be CEOs, CFOs, presidents of the company, and so, if you’re in a role where you don’t currently get to meet with those individuals, sometimes it can get a little intimidating when you first start. So, I would encourage you, if you have the opportunity, find reasons to get out, meet with your clients, get comfortable being around them. Get comfortable presenting to them because, like I said, one of the last questions this is such a relationship-driven business that that’s how we show our value to our customers is by being there for them. And so, the more you can do to get comfortable with that, and if it’s something that interests you and you do want some more of that experience and try and find ways to get comfortable, I encourage people to try and find different presentation classes. Classes like Toastmasters can be so great to help give you that comfort level that when you’re in front of somebody, you feel like you can talk.

Kim: Yep, absolutely, those public speaking skills. Now, we haven’t talked specifically… You’re a general liability line lead, correct?

Cory: That is correct.

Kim: So, can we dive into that a little? Like, what does that mean for your day-to-day? What does it look like?

Cory: Sure. So, to start off, so my day-to-day, I’m still an underwriter. So, I spend most of my day, working on my renewals, hunting for new business and servicing my current customers. But the general liability line lead role is an additional responsibility that I was actually entrusted with due to some of the experiences I was able to bring from middle market because in middle market, we have so many more opportunities to work on general liability submissions. And so, we felt that by having that experience, I can help bring some of that into national accounts as well as we look to grow the book for general liability. And so, it’s actually been a really exciting journey for me because at high level, really what I’m trying to do as the general liability line lead is find ways to help national accounts grow the general liability book, do it profitably and help underwriters get comfortable with it. And so, I would say maybe 75% of the time I am looking at GL from a macro book level. I am meeting with people around the enterprise, sitting in on monthly calls where we talk about liability priorities throughout the organization. I get involved in health of the line meetings to make sure that what we are doing, we are doing it profitably. But in addition to that, I get brought in on projects where if we’re updating underwriting criteria or underwriting guidance, making sure that it’s relevant for national accounts. I get brought in from product to weigh in on form language as we’re drafting new wording. I work really closely with our actuaries as we’re trying to figure out different rate implementations, as well as trying to figure out how can we take the tools that we currently have in our arsenal and really make them even easier to use for all the underwriters, so that people are excited to grow GL as much as I am.

Kim: You’re really touching every part of the business.

Cory: I, it feels like it. And so, it’s been such a great opportunity for me. And the other 25% really comes down to training. And so, that could be onboarding for newer AEs (Account Executives) coming into national accounts. Or it could just be if we have a relevant GL topic that we want to make sure everyone is aware of, helping with that and the last part of it is really just being that additional resource that if somebody feels like they have a question that they don’t know how to answer, they want a second set of eyes to help them work through a submission, and honestly, to me, that’s probably been the most rewarding part of this. I mean, I can’t explain that feeling I get when somebody calls me and I’m able to help them walk through how to get to an answer of whether or not we can write something, how we can write it, and, as I said before, we have so many resources at Travelers, I can help them find the resource in order to be successful.

Kim: Yeah, be that guide for them. Yeah. So, mentioning training new AEs… What kind of skills have you seen in folks that end up being successful in a role like you’re in, like a national accounts role?

Cory: It’s a great question. It’s a hard question to answer because there’s no one size fits all. There’s no specific mold you need to fit in order to be successful. I’ve seen so many different individuals with completely different personalities and skill sets be successful in different ways. And really everyone, no matter who you are, you’re going to bring a different skill set to the team that’s going to add value. And so, what I will say that I think are some common ones that really do help you, we’ve talked about collaboration, I mean, you need to be able to embrace collaboration. With how complex and how much flexibility we have when putting together our programs, we’re collaborating constantly with our team members, and I want to emphasize that when I’m saying collaborate, I’m not saying we go to them and we’re looking for permission of, ‘Oh, can we do this?’ It’s really a true collaboration of, ‘How can we do this in a way that is both responsible for Travelers, as well as being able to come to the table competitively and really meet the client’s needs?’ And we’re really collaborating, whether it’s with your managers, with your CURE officers, but also, the service team members. You’re never on an island. You have a strong support network who… Everyone is working towards that same goal of, ‘How do we best put our best foot forward to help our customers? By putting together the best program structure, putting together the best service program?’ At everything we do, the forefront is trying to make sure we’re helping our customers, and by having multiple people that you’re collaborating with, that’s how you can get to the best results. And, kind of goes hand in hand with collaboration, another skill that I think is really helpful is resourcefulness. We’re generalists in what we do. Our insureds are large and are going to have tons of facets to their operation, so, you’re not going to be expected to know everything. It’s impossible to know everything. So, again, the great part about Travelers, we write thousands of different insureds. We have tons of resources available to us. It’s just being resourceful to figure out how do you find those and how do you leverage those tools. And then, I think because this one was huge for me, the last one, which is probably the most important, you need to be resilient. It is so challenging, but it can be really, really difficult to get a new customer to move their insurance from their current carrier. I mean, it’s not just about price. There are so many obstacles that you have to overcome. It could be their current service team that they have a great relationship, great rapport with some of the claims adjusters they’re currently working with, or it can be a situation where they already have a really significant collateral tower, which makes it financially challenging for them to move to us unless they want to tie up more of their credit. And so, we work on a lot of submissions that, unfortunately, we’re not always successful. And when you’re working those submissions, you can be spending weeks, and you’re pouring your heart, your soul, your blood, sweat, tears, everything into doing the best that you can for that customer. And so, when you don’t get a submission or don’t get a new piece of business, it can be devastating in the moment. And so, it can be really hard to not get very down over that. But you just got to remember to pick yourself up, dust yourself off and remember that the sales cycle on these can sometimes be a really long process. I mean, some accounts we will work on for over ten years before we’re successful. In fact, I had one account that it was our 13th time quoting the business when we finally wrote it, and…

Kim: Lucky 13.

Cory: Lucky 13. And, while it was very difficult in those years where we didn’t write it, I will say, when we finally did, the victory was that much sweeter and we celebrated that much harder.

Kim: That’s awesome.

Cory: You really, you really start to appreciate the wins.

Kim: Absolutely, and resilience is just such a skill in life, you know, because it’s not just in career. It’s like, your life is going to serve you a ton of things you’re not ready for, right?

Cory: Exactly. You got to be able to bounce back.

Kim: Absolutely. So, biggest career lesson along the way, did resilience have anything to do with that or do you have like a moment in time you remember that really stuck out to you in your career journey?

Cory: Oh, okay. So, I can say I had, I’m constantly learning new lessons. I’m constantly finding new ways to be humbled in my career. But, really, moreso than resilience, I would say the biggest lesson that I’ve learned in my career that I think has helped me the most, because it really helped me build my personal confidence, and it’s what I try and share with anyone newer that I’m working with is, not to be scared of not having all the answers. I think all of us have this tendency, and I understand why, of you don’t want to ever be put in a situation where somebody asks you a question and you say, ‘I don’t know,’ and you feel like you failed if you’ve been stumped, but it’s okay to say, ‘I’m not sure, but I will get back to you.’ I mean, obviously, you need to deliver on that after you make that promise, but so, I’ve seen people agonize over scheduling meetings or picking up the phone and having a tough conversation because they’re so worried about getting stumped and not being able to answer something and I just have to remind them, it’s perfectly fine to say, ‘Hey, listen, I have to research that, but I’ll get back to you,’ and the person on the other side of that call, they’re going to appreciate your candor. They know that you’re not going to know everything. And, I can’t stress this enough, but we’ve talked about how this is a relationship business, picking up the phone, having a live conversation, that’s the only way that you’re going to build that relationship. You can’t build a relationship over email. And also, when you pick up that phone or you have that conversation, you’re going to learn so much more because once somebody starts talking, they’re going to share with you way more than they’re going to take the time to type down into an email. It’s just human nature.

And in that same vein, I would also say, with respect to not letting that fear of not knowing something hold you back, when it comes to advancing your career, taking a leap, not letting that hold you back. Full disclosure, when I was presented with the opportunity of the general liability line lead, I was terrified. And as much as my boss probably wouldn’t want to hear it, to this day I still, every once in a while, struggle with imposter syndrome. But what you learn over the years is, you’re not on your own. You’re not an island, and what I’ve been able to do is I’ve built a very strong support network who, they’re like my personal board of directors that, when I need someone to lean on to help me find answers and I need that support, they’re there to help me.

Kim: Yep. Absolutely. Cory, I feel like I’ve learned so much just talking with you. I guess, I just want to leave room in case there’s anything that we haven’t discussed that you feel is important. Obviously, this episode is geared towards folks who might be interested in national accounts. Any last words for them or, just, anything we haven’t discussed that you feel is important?

Cory: Sure. So, I guess for somebody who’s interested in national accounts, the message I would want them to know is, I personally think it’s probably one of the most exciting, fun business units we have at Travelers. You really have the opportunity to make the role whatever you want from it. You have a great team around you. You have such a strong support network and whatever your skill sets are, you get to be in control of that. You really have the opportunity to control your day. At the end of the day, your book of business is like a small business. You operate it. If you are more geared towards marketing, you can fully lean into that, get out, meet with your customers and really leverage those skills to the best of your ability to build your brand, build your book. But, if you’re also that person that’s maybe a little bit more technical, more in the numbers, you can still leverage those skills in order to help the team. You can use them internally and externally and then utilize the rest of your team, leveraging them, for the skills of maybe using your service partners to help you with the marketing, if that’s not going to be your strong suit. I mean, at the end of the day, you really get to control your own destiny and, to me, that’s what I find most empowering.

Kim: Yeah. Absolutely. I feel like the audience will have remaining questions for you. So, not put you on the spot, but if we tag you on LinkedIn, can folks reach out to you? Ask you any other questions?

Cory: I would strongly encourage it. I would love that.

Kim: I figured. I’m like, this is a relationship guy…

Cory: I love it.

Kim: …He’s probably going to want the connection. So, excellent. Okay, great. Cory, well, thank you so much for being on the show. I really, really appreciate it. I almost forgot we were on the show just really getting into it there. So, thanks for being here. Thanks for making the trip through the Boston traffic.

Cory: Yes. Thank you for having me.

Kim: Absolutely. And for anybody else out there listening, if you’d like to learn more about underwriting at Travelers, just head to our website, it’s travelers.com/careers. Cory, thanks so much.

Cory: Thank you. Have a good one.