The GRIT Factor by Insurance Group of America
🎙️ The GRIT Factor Podcast – Where high performers, bold leaders, and ambitious professionals come to learn what it takes to succeed.
Hosted by Drew Powell, this podcast dives deep into the core values that define true leadership and career excellence: Guts, Resilience, Integrity, and Tenacity. These are the values that drive high achievers and form the foundation of the culture at the Insurance Group of America (IGA).
Each episode features real conversations with industry leaders, top performers, and IGA team members who have embraced the G.R.I.T. mindset to overcome obstacles, take risks, and build lasting success. Whether you’re looking for leadership insights, career advice, or an inside look at what makes IGA a powerhouse of talent and culture, this is the podcast for you.
🚀 New episodes drop bi-weekly on Wednesdays.
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The GRIT Factor by Insurance Group of America
Paul Fleming: Why an Insurance Veteran Left the Big Leagues for IGA
What makes a seasoned insurance executive leave a chief sales officer position at a major firm to join a smaller, albeit rapidly growing agency? Paul Fleming's candid conversation on the Grit Factor podcast reveals the powerful pull of purpose, people, and potential that drew him to the Insurance Group of America after 20+ years at his previous company.
Fleming doesn't mince words when describing his professional journey. After following his family's footsteps into insurance in 2001, he climbed the ranks from producer to acquisition specialist to C-suite executive. But something was missing. "I moved out of the people business into the paper business," he explains, capturing the soul-draining effect of corporate bureaucracy that many professionals experience but few acknowledge.
His description of IGA's leadership as "highly functioning lunatics" (meant as the highest compliment) illuminates what truly drives exceptional organizations—leaders who are fully committed, thrive in chaos, and never ask team members to do something they wouldn't do themselves. This refreshing take on leadership explains how IGA has achieved the nearly impossible: rising to the top 2% of independent agencies nationwide in just ten years.
What separates IGA from competitors, according to Fleming, is their ability to transform completely inexperienced producers into high-performing sales professionals in record time. While industry-standard success rates hover around 35%, IGA's structured methodology and intensive training program consistently produce results that veterans like Fleming have never witnessed elsewhere.
For experienced producers considering a move, Fleming offers a challenge rather than a sales pitch: "Are you a producer or are you babysitting a book?" This distinction cuts to the heart of what makes someone thrive at IGA—a hunger for the chase, resilience in the face of tough coaching, and genuine desire to add value to clients' businesses.
Ready to discover if you have the grit factor? Whether you're considering a career move or simply want to understand what drives exceptional performance in any field, this conversation offers rare, unfiltered insights from someone who's seen both sides of the corporate mountain.
Welcome to the Grit Factor podcast. I'm Drew Powell, and here we explore what it takes to succeed through the lens of guts. Resilience, integrity and tenacity these are the values that drive high performing leaders and shape the culture at the insurance group of america. Each episode will sit down with industry trailblazers, iga team members and inspiring professionals who have embraced grit to overcome challenges, seize opportunities and create meaningful impact. Whether you're considered joining iga or simply looking for the tools to take your career to the next level, you're in the right place. So buckle up. It's time to discover the Grit Factor, Paul Fleming. Welcome to the Grit Factor podcast, man. Hey, thank you. Nice to be here, Absolutely. So. Jamie said you got to talk to Paul and here's how he introduced you, because we barely just met, like right before we started this, Like we've said two sentences to one another. He said you guys are going to really hit it off Cause you both are degenerates like me. That was how he introduced.
Speaker 2:He's so kind. It's such nice, good nice things to say about the people in his life.
Speaker 1:And I was like that's fair, that's fair, paul's my people. I was like I like this, but, dude, grateful to have you on, man, you know I will say Jamie did follow up with saying like that you're just a stud in the insurance and sales space and how fortunate we were at IGA to have you on the team. And you know, if you know Jamie, that's not empty flattery, like you know if, if you know Jamie, that's not that's not empty flattery, like you know he's not just saying that, but it's. I'm excited to talk to you because you are someone who's come from a lot of experience. You've worked in a lot of companies, some real big companies, you know candidly some companies that are five times our size, Um, and so, yeah, it's just good to kind of get your perspective on what what life is like at at IGA. So I know he thinks really highly of you, man, so it's good to have you on.
Speaker 2:All right, well, thank you. Thank you, I mean he's embellishing a little bit, but that's okay, I'll, I'll, I'll take, I'll take the compliment.
Speaker 1:Fair enough, cool, let's just start with your story.
Speaker 2:Man, I'd love to hear just a little bit of your background and what got you into the insurance industry. Yeah, so you know, look like most people, you either end up in insurance by accident or you've got family in it, and for me it was both of those. So my grandfather and my dad were both in the independent agency business. I didn't really have any plans or expectations of ending up in the business, but I did. My dad sold his agency and the group that bought his agency.
Speaker 2:I met with the guy that put that all together when I was shortly out of college. Uh, not in terms of looking for a job there, but he knew he knew a lot of people. You know he had a big network. I was meeting with him from a networking perspective. Um, could maybe recommend some people I should talk to, etc. And I guess little did I know. It ended up being a job interview, um, because then he the event ended up offering me a job. Um, you know, go work there. So that's how I ended up in the business, started as a producer, you know, selling commercial property and casualty and employee benefits.
Speaker 1:Gotcha.
Speaker 2:Of course, that was already back in 2001. And back then, um, at least a lot of agencies didn't have much in the way of training. You got a book to read and get licensed and you got a phone book, which you know. Those actually existed back then.
Speaker 1:And, uh, go call go ahead, get after it go get after it, yeah those are good. I'm sure you've seen so much change, man, in the industry, the industry since you've been been in it. So help me do the math on that how many years is that that you've been in this, in this industry?
Speaker 2:24, 24, 25 years.
Speaker 1:Isn't that crazy? Yeah, yeah, you got a. You got a baby face man. It doesn't look like you've been doing it that long.
Speaker 2:Yeah, I guess good.
Speaker 1:I guess got lucky there. That's, that's funny, so just kind of jumping ahead here.
Speaker 2:So you ended up becoming the chief sales officer. Is that right? Yeah, so, um, so, look, this is my. This is my second stop, you know, in the industry. So I only worked at one place, the place where I, prior to IGA, uh, where I started, um out of the place prior to IGA, where I started out of college and, as I mentioned, was a producer first 12 or so years there, and then I moved into a sales management role and then I moved into an agency acquisition role. So my job as part of that was going out and prospecting for agencies and, you know, convincing them to sell, sell to us and you're really valuating their financials, trying to piece the deals together, et cetera. And then my last three or four years there, uh, was in, in yes, in the chief sales officer role, um, before coming to IGA.
Speaker 1:So and if you don't mind me asking this, this gets in your business a little bit but your chief sales officer at a company five times the size of IGA from the outside looking in it's it would seem like an unusual move, right? Why leave this big company like that to go to? And not that we're small potatoes, I'm not saying that, I'm just saying you're going from five times. Someone on the outside might be like that doesn't seem like a lateral move for you. What was it that compelled you to say IGA is where I want to spend or, like you said, your second stop, it's kind of a big deal. This is your only other place that you've worked. What compelled you to do that?
Speaker 2:Yeah, so, and and look, it is, whether it's outside looking in or or otherwise. Yeah, it is an unusual move, uh, especially, you know, on the surface. Um, you know so a lot of factors. Um, I would say the biggest factor is, you know, as my role evolved there and as the agency continued to grow. The simplest way I put it is I moved out of the people business into the paper business, into the paper business.
Speaker 2:That didn't fit me, and so I'll expand on that a little bit more. When I was, you know, when you're in sales role, that's people business. You're interacting with people all day, every day. The acquisitions piece that you know I probably maybe knew it intuitively at the time, but it really hit me when I was out of that and was just in the sales officer role Acquisitions was just another form of sales. Instead of going out and acquiring clients and prospecting for businesses, you're prospecting for agencies for businesses. You're prospecting for agencies and you're convincing them to sell their agency to you, their life's work to you, and trust their legacy with you.
Speaker 1:That's a bigger sales pitch than anything else. I mean that's a big deal for people.
Speaker 2:Right, but it was invigorating it was fun. I really enjoyed it and the agency where I worked before. When I started there it was probably roughly about the size that iga is now and you know that agency grew over time and um, as it grew and my role grew within the agency. You know, as agencies grow they can become more layered, less nimble, more bureaucratic. Uh, it just. It's kind of the nature of the beast a lot of times.
Speaker 1:Right, the machine just gets bigger, right.
Speaker 2:The machine gets bigger.
Speaker 2:Yeah exactly and, um, you know it, just what I realized is I wasn't enjoying myself, it was not fun for me anymore. Um, you know, look, it wasn't an overnight decision. Um, it obviously takes a lot of you know, reflection, but, you know, I look back on when I was happiest, you know, there, and that's when I was, like I say, in the people business, whether it was in traditional insurance sales or whether on the agency acquisition side, and so I knew I wanted to get back in to that part of the book.
Speaker 1:Yeah, it makes total sense. All right, so I'll I'll say it so you don't have to. But when you left your former company, um, everyone wanted you. You had choices, you could have went anywhere, and I know you're a humble dude. I'm just going to say you were you. You you could have went just about anywhere, based on your leadership, your record, your sales experience, everything. You kind of checked all the boxes. What made IGA stand out to you and your search?
Speaker 2:So a few different things. Um one, I was attracted to the idea of going to an agency the size of IGA, one the size of the agency I left, or even bigger. Um, you know, as I mentioned where I started, it was about the size of IGA, and you know that that ride up is a lot of fun.
Speaker 1:And being a part of that.
Speaker 2:Growth is a lot of fun. Additionally, iga, yes, five times smaller, or the agency I left with five times larger, but IGA is still big enough that you've got the breadth of insurance companies you need to be competitive in the marketplace. You've got the breadth of insurance companies you need to be competitive in the marketplace. You've got the personnel and the structure and support in place to be, you know, very successful. So to me it was kind of that happy medium in terms of an agency size, not too small but big enough to support. But what I would say most importantly was IGA in 10 years, which is a short amount of time got to the size that it is and that's unheard of. And I'm like man, there is something special there. They have got something figured out.
Speaker 1:I want to be a part of that yeah, well, and yeah, relatively young company and in terms of the industry, I mean 10 years is nothing and to be where it's at, I mean it's, it's, it's kind of crazy absolutely.
Speaker 2:I mean not to get down in the weeds and statistics, but there's about 36,000 independent agencies in the country. Iba is in the top 2%. I mean, what do you think?
Speaker 1:10 years. 10 years, that's nuts dude. And what do you attribute that to? I mean, because you've been around the block this isn't your first and this is kind of why I wouldn't talk to you because we've got some great young producers. We've talked to them and they're you know, they're crushing it and doing great. We had them on the podcast last. But you've been around, you know, and you've seen ups and downs, you've seen companies come and go and all that stuff. What is there a special sauce that's making this thing go? Yeah?
Speaker 2:Um, some somewhat, yes, and I and I don't want to discount that because, um, the IGA sales process is unique, um, so that's, that's a part of it, for sure, Um, but it's the people at the end of the day, or you can have all the best strategies and processes in the world and warm, but if you don't have the right people and the right talent to execute it, it doesn't matter, that's so true, you know and look, jamie's a dynamic leader.
Speaker 2:You know, there's no doubt about it, and he's a hard driver and he tends to attract people like that. He has a eye for identifying people and and and and there are people tend to be attracted to him.
Speaker 1:Well, I'll go there, just cause you brought it up. I don't want to try to get you fired, but you, you famously coined the phrase you've called. You've said Jamie, jamie know, is a lunatic, that's your line. So what did you mean by that and why did it actually inspire confidence in you instead of hesitation? And that's I'm actually. That's not the full version. You can say the full phrase if you want.
Speaker 2:You've got permission yeah, so I do, I did and I actually said I actually and I was talking to him when I said this, I said it right to him. I said you are a highly functioning fucking lunatic and I'm winning as a compliment. And he took it as such.
Speaker 1:Oh, I love it. He loved it yeah.
Speaker 2:Yeah, he's like man. That's the sweetest thing you've ever said to me.
Speaker 1:That's so funny. But, yeah, so for you, when you think about that and you say that and when you, when you said it, you meant it as a compliment, you meant it as a good thing why does that? Why does that actually inspire confidence? You're not hesitant hey, some people might hear that and be like man, I'm hesitant to work there for you. You're like let's go, this is my guy.
Speaker 2:Cause he is all in.
Speaker 2:He is fully committed to whatever it is, you know, I mean to to a level that most people they just can't bring themselves to commit, to that extreme. And you know, and that's why not the only reason, but that's a big part of why the agency has been able to grow so quickly and while it will continue to grow so quickly. Um, you know, he is at his best when it's most chaotic, when they're the more risk, the more financial risk, the more irons in the fire. That's when he thrives, that's when he's the most productive and that's where he brings the best out of people around him.
Speaker 1:Yeah, well, that's a big reason why we do this podcast is because you know Jamie's been clear that the podcast of the company is not about him, it's about his team, whoever else. But at the same time, a lot of the culture has been built, like you said, has attracted similar people like that right. So the culture for cultural reasons, because in my limited experience, there's certain personalities and people that are going to really thrive and crush it and this, this opportunity, is going to change their life. There's also in the other side of things. It'll crush them if they don't have the right mentality and that's why we call it the grit factor and our values are based around grit, because you're just not going to win here if you don't have a certain personality.
Speaker 1:It doesn't necessarily mean it's right or wrong. There's other places doing it Doesn't have to be right or wrong thing. It's just a matter of this is who we are, why you're thriving and successful here and why others. It has a lot to do with that kind of thriving in chaos. You know, there's systems, there's structure. I mean, listen, I've got under the hood a little bit of IGA and there's a lot of this company is an absolutely just, well-oiled machine when it comes to training and all that kind of stuff. But there's also the risk too. It's like a balance of the two right Absolutely.
Speaker 2:Look, I'll tell you a quick. I don't know if Jamie told you how we met, but I mean this kind of is him in a nutshell, and what most other agency owners would consider great or lunatic. So we were. We were both on an insurance company trip and insurance company sponsored trip. We met in Munich, Germany, last year during the October 1st time frame. We've known each other a number of hours, not a number of days, Well, not very many hours. The number of beers we've consumed has exceeded the number of hours we've known each other. And he offers me a job and tries to hire me to come over to IGA.
Speaker 1:Right there on the spot, huh he hasn't even known me 24 hours I love it, I love it.
Speaker 2:And then my wife's like do it yeah, right, right.
Speaker 1:I love to hear his side of the story because there's there's something in you that he saw or recognized that he was like this is my, this is my guy, these are my people. And that's what he said when we were talking on the phone. He was like you just get with with some people and you're like this is my tribe, this is my people, like you just know, like, at the end of the day, we're gonna figure it out, we'll work it out. We're cut from the same cloth, you know, um, and when you find those people, man, you you hold on to them and you partner with them. And you do that because, at the end of the day, you know where you're gonna land. You know where you're going to land, you know and you have the shared values. It's huge. That's right, exactly.
Speaker 2:So sorry I may have got a bad track. I think you were. You might've asked me another question and I got it.
Speaker 1:No no, that's perfect, you nailed it. I was just. I was just thinking from a leadership standpoint. Um, what have you observed here at IGA that's that's different from other firms that you've worked with or even that you've seen up close?
Speaker 2:So I can only speak to the sales you know, out of the house.
Speaker 2:That's fair, the leadership on the sales side. So that would be specifically Jamie and James. What I would say is where those guys look.
Speaker 2:A lot of people in leadership positions struggle to have the difficult conversations, and I'm not saying they like to do it, but they're both very good at it and both very good coaches as well, and they're good at identifying the areas of opportunity we'll call it, you know for folks and really drilling down on that and coaching them up and getting the best out of them. They also they're not going to ask you to do anything that they haven't already done or are willing to do. I mean, don't get on there and do a cold call right in front of you. They're not afraid to do that, you know, and there's a lot of leaders that aren't willing to be vulnerable. Right, and because not every you know, nobody gets it perfect all the time. True, you know, you know, and they're willing to get right down there with with anybody and do it and do exactly what they're asking them to do and truly lead by example, not lead from an ivory tower.
Speaker 1:Yeah, yeah, I think the, the, the willingness to roll up your sleeves and kind of do the work and show by, like you said, show by example, to coach. I mean that's one thing I've seen that the, the coaching aspect, the hands-on aspect that you get as special, you know, on sales, as a producer, all those things you really get a lot of, a lot of care, a lot of coaching, a lot of like hey, this is the best practices.
Speaker 2:What you do and the other thing um, it might sound, sound easy, but it's incredibly difficult to do and they do it very well is maintaining a sense of community with both spread out everywhere you know, you you enter. You interviewed um buoy and parker and zach they're in three different plates Yep. You know Livvy's in yet another state and the way they maintain communication with folks really good too, and that's intentional.
Speaker 2:Yeah, you have to be intentional about that, and whether that's just by shooting a text, giving a phone call, you know they maintain that connection.
Speaker 1:That's cool. Where do you work from? Are you here, virginia?
Speaker 2:You're a Virginia, yet another state.
Speaker 1:Wow, and you still feel connected to the team and to the mission and the culture, all that kind of stuff. Absolutely. That's amazing. Well, that takes a lot of intent. That doesn't happen on accident.
Speaker 2:That takes a lot of intentionality. And it's harder than it sounds.
Speaker 1:Oh'm sure the drift could be, could be huge if you don't. You know well, and it's it's about hiring the right people too. You get the right people in that and, let's see, I mean, for certain people it would probably impossible, people that you have to really manage tightly and you know. But the kind of people that I feel like are attracted to iga and vice versa, are the ones that are self-starters, proactive, know what goals I need to hit and go after him and are accountable, all those things, absolutely. Yeah. So we I mentioned earlier we talked to some younger producers on the team about grit and hustle and belief, and so from I'll call you a veteran, even though you're a young guy still, but from a vet standpoint, would you say, iga is the real deal when it comes to that stuff. You know it's easy to talk the talk, you know, but are are we walking the game as an organization from your, you know, the young guys say one thing, but they haven't. They haven't experienced what you've experienced.
Speaker 2:No, they haven't. But a thousand percent, a thousand percent. Iga walks the walk. Um you know everyone I've interacted with here. They're bought in Um. It doesn't matter whether it's you know the young salespeople, whether it's sales leadership, veteran salespeople that have been on board a while, whether it's your service team, claims department, marketing, bond team, like everybody's going in the same direction.
Speaker 1:Yeah.
Speaker 2:And they're bought in the IGA and they're gritty.
Speaker 1:Yeah, I love it, I love it. Well, let's, let's zoom out a little bit and just talk sales team for for a little bit Cause when you, when it comes to building a successful sales team, Um, for, for a little bit cause when you when it comes to building a successful sales team?
Speaker 2:what do you think most agencies miss when it comes to building that, that sales team?
Speaker 2:Um there's there's several things, but probably the number one thing is they. They tell themselves they're committed to it, aren't? They're not committed. They're not fully committed to what it takes to go out and hire and develop sales talent to propel the organization forward. It is a tremendous commitment of time, resources and money to do it the right way. And most agency owners cannot stomach that full commitment. Wow, because, look, it's expensive just to go find the right people. Sure they don't fall off trees in the Iraq.
Speaker 1:They've got good jobs already. They're working, they're they're good companies yeah.
Speaker 2:Exactly so. There is a cost to that. It's expensive to train them. You have to invest in that, right, there's just a plain old compensation standpoint. And you know, look industry wide, the the success rate is 35%. Wow, you know. Now I think IJ is doing a little better than that. But you know. So you combine all those things, you've got to be able to stomach it.
Speaker 1:Sure.
Speaker 2:And you know, look a lot of these guys let's just call it what it is they're fat and happy and, you know, just kind of sitting on it and letting the agency just sort of do its little thing and take their distributions.
Speaker 1:they don't want to change their lifestyle or take the financial risk that it takes to really be fully committed yeah, well, I'm sure it's easy to get complacent in some of those things and just kind of sit back, and it rhymes with something you said earlier. You said the word chaotic and I wanted to go back to just some some methodology things, because you also talked about just how iga does things a little bit different based on what you've seen in some of these larger organizations. How would you describe even just the sales methodology and how does that compare? Is it more structured, more chaotic, something else like how? How would you describe that? How is it different?
Speaker 2:I should say yeah, and I don't want to get too too into the secret sauce, if you will yeah, okay, don't give away the secrets competitors thing.
Speaker 2:Um, fair, fair enough, yeah, um, although I'm not sure they could execute it, but we're not going to chance it. It is not chaotic. I'll start there. The sales process. It is structured, there is a methodology to it and it is the training is top notch on that process. And what's unique about it is it gets young producers. I mean the three guys you interviewed plus Libby they have zero insurance experience prior to IGA and I have never seen or heard of an agency getting producers trained in producing real revenue, like meaningful revenue figures, so quickly.
Speaker 1:Yeah.
Speaker 2:And that's something the competitors that I'm aware of just have not been able to do and figure out. Look, there's folks out there that have structured sales programs and sales training programs and very structured sales processes. They're different than ours here at IGA and I wish they can't get people up and running as quickly.
Speaker 1:Yeah, man, to your point. When I interviewed the ones that are new to the company, you know, of course they didn't. They didn't share any specific numbers, but they just alluded to, like man, we're really happy with where we're at right now, being so young into this industry.
Speaker 2:They're putting up numbers that would rival those of people that have been in the business five, 10 years.
Speaker 1:Wow, wow. And that's just because of the training and the process and that kind of stuff kind of teach people up to win If they, obviously they got to bring their side of it, but if they bring it there, they're equipped with what they need to succeed.
Speaker 2:You have everything you need to be successful here, that's awesome.
Speaker 1:Well, I won't press any more on. You have everything you need to be successful here. That's awesome. Well, I won't press any more on that Cause I don't want to give away. I don't want to give away the secret here, but, um, but the proof is, the proof is in what you guys are doing. I mean, it's obviously working and companies growing and you've you found a recipe and a and something that you works for you guys and you know, works for us, and it's we just keep rinse and repeat and keep getting better. I mean it's not that we're just, you know, not constantly improving, but, um, yeah, and I love that. I love that Jamie has kind of found what works and he's like willing to to just kind of double down, triple down on that.
Speaker 2:Well, it's repeatable. It's repeatable, it's scalable yeah.
Speaker 1:Yeah Well, what has surprised you the most since joining IGA, since you've been around I know it's only your second gig, but you know you're what has shocked you? That you didn't see coming.
Speaker 2:Um, probably what we were just talking about. That. That is what has surprised me the most.
Speaker 1:Really.
Speaker 2:Um, yes, the we'll just call it the IGA secret sauce. That that is. That is what has surprised me the most, and the ability to get new people productive as quickly as as we've been able to do it, as have we been able to do it.
Speaker 1:That's awesome. So if you're going to describe and this is great, man, by the way, this is awesome Such good, such helpful information, especially if someone's looking to join the team, you know what we're trying to do, just very candidly, is give them the good, bad and ugly of the IGA culture so they can self-select either in or out, you know, based on what we're talking about. Yeah, you know, but how would you describe this opportunity here to another experienced producer, someone who's been in a company maybe for a long time, or maybe several companies, but this is not their first rodeo who might be, you know, a little skeptical or a little hesitant to making a move?
Speaker 2:Well, I would say I would say to that that individual the first thing you need to do is have an honest conversation with yourself. Are you, are you a producer or are you babysitting a book? If you're babysitting a book, forget about it. This place is not for you. If you're a producer, if you love prospecting, if you chase, you love the win, if you get that, fires you up to get up every morning and go out there and kick ass, the place is for you. If you can take hard coaching, this is for you. If you can't take hard coaching, forget about it.
Speaker 2:I mean, they're not going to pussyfoot around anything with you. You know you gotta, you gotta have grit. You know, at the end of the and, if you want to be able to bring real value to your client, be a value added third party resource to them, just like their attorney or their CPA or their lawyer, you really want to be able to help them grow their business, this is the place for you. I mean, the sky is the limit. You, you can grow your book as big as you want. Here you have. You have all the support you need, but at the end of the day, it's on you. Are you willing to put in the work and do what it takes to go, to go make it out?
Speaker 1:Paul, it's killer man. That's paul's killer man. That's it. That's all I got man you. You crushed it. That's awesome. Thank you for the work that you do and thank you for sharing your wisdom and your advice one more time, because I forget what. What was what'd you call jamie?
Speaker 2:just one more time a highly functional fucking lunatic we'll close on that note, paul.
Speaker 1:Thanks so much, man well, you know him.
Speaker 2:Is it right, or is it right?
Speaker 1:I don't know that there is a more perfect description. I don't know, I mean I think you nailed it and, honestly, when he told me that the first time it was like, he was like I don't know that I've ever felt more known and more seen by anybody. I was like a badge of honor for him. We need to make up some merch, some swag or some hats for him that says that that's his new tagline.
Speaker 2:Cool, get some hats Eat off of.
Speaker 1:Yeah, that and the degenerates those are the people that follow him around. Yeah, I love it, paul. Thanks man, this was awesome All right, thanks, man Take care.
Speaker 1:Well, thanks for joining us on the Grit Factor podcast. We hope you're leaving inspired, equipped and ready to embrace the grit values in your own life and career. If you enjoyed today's episode, be sure to subscribe, leave us a review and share it with someone who's ready to level up their leadership. And if you're interested in learning more about the culture and opportunities at the Insurance Group of america, visit us at igabiz. Forward slash careers. Remember, success isn't about avoiding challenges. It's about facing them with grit. Until next time, stay bold, stay resilient and keep pursuing excellence.